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6 Pages

### AF Sections 3.2-3 handouts

Course: STAT 2000, Spring 2009
School: UGA
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Word Count: 1369

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3 Chapter Exploring the relationship between two variables, an explanatory variable, and a response variable. The response variable depends on, or can be explained by the explanatory variable. Section 3.1: Two Categorical Variables Sections 3.2-3.4: Two Quantitative Variables Association between two Quantitative Variables What is the association between high school GPA and college GPA? Can high school GPA be used...

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UGA - STAT - 2000
STAT 2000From Probability to Probability Distributions Toss two coins: S = { HH, HT, TH, TT}Sections 6.1-6.3 Probability Distributions P b bilit Di t ib tiAssign probabilities and count the number of heads for each outcome. prob: 2 1 1 0 S=
UGA - STAT - 2000
10/15/2008STAT 2000 Sections 6.4-6.6 Sampling Distributions Agresti-FranklinSampling Distributions What other distributions have we talked about? How do we describe distributions?A sampling distribution is a probability distribution for a stati
UGA - STAT - 2000
STAT 2000Statistics is: the science of designing studies and analyzing the data those studies produce. the science of obtaining information from data.Chapter 1 Statistics: The Art and Science of Learning from DataAgresti-Franklin A ti F kliWh
UGA - STAT - 2000
Practice Problems for Test 2 1. (Section 5.2) At UGA, 72% of the students are from Georgia, 21% of the students are from another state and 7% of the students are from another country. a) If one student is selected at random, what is the probability t
UGA - STAT - 2000
Practice Problems for Test 31.) (6.5) The distribution of the time it takes a student to complete the fall class registration has a mean of 19 minutes, with a standard deviation of 7.6 minutes. For a random sample of 45 students, a) What is the mean
Indiana State - MANAGEMENT - 5689-9856
Chapter 1 Managing in Turbulent TimesChapter OutlineI. II. The Definition of Management The Four Management Functions A. Planning B. Organizing C. Leading D. Controlling III. Organizational Performance IV. Management Skills A. Conceptual Skills B.
Indiana State - MANAGEMENT - 5689-98565
Chapter 2 The Evolution of Management ThinkingChapter OutlineI. Management and Organization II. Classical Perspective A. Scientific Management B. Bureaucratic Organizations C. Administrative Principles III. Humanistic Perspective A. The Human Relat
Indiana State - MANAGEMENT - 5689-9856
Chapter 3 The Environment and Corporate CultureChapter OutlineI. The External Environment A. General Environment B. Task Environment II. The Organization-Environment Relationship A. Environmental Uncertainty B. Adapting to the Environment III. The
Indiana State - MANAGEMENT - 5689-9856
Chapter 4 Managing in a Global EnvironmentChapter OutlineI. A Borderless WorldII. The International Business Environment III. The Economic Environment A. Economic Development B. Infrastructure C. Resource and Product Markets D. Exchange Rates IV.
Indiana State - MANAGEMENT - 5689-9856
Chapter 5Ethics and Social ResponsibilityChapter OutlineI. II. What Is Managerial Ethics? Criteria for Ethical Decision-making A. Utilitarian Approach B. Individualism Approach C. III. Moral-Rights Approach D. Justice Approach Factors Affecting E
Indiana State - MANAGEMENT - 5689-9856
Chapter 6 Managing Small Business Start-UpsChapter OutlineI. What Is Entrepreneurship? A. Entrepreneurship Today B. Definition of Small Business C. Impact of Entrepreneurial Companies III. Who Are Entrepreneurs? A. Diversity of Entrepreneurs B. Per
Indiana State - MANAGEMENT - 5689-9856
Chapter 7 Managerial Planning and Goal SettingChapter OutlineI. Overview of Goals and Plans A. Purposes of Goals and Plans II. Goals in Organizations A. Organizational Mission B. Goals and Plans C. Hierarchy of Goals III. Criteria for Effective Goa
Indiana State - MANAGEMENT - 5689-9856
Chapter 8 Strategy Formulation and ImplementationChapter OutlineI. Thinking Strategically A. What Is Strategic Management? B. Grand Strategy C. Global Strategy D. Purpose of Strategy E. Levels of Strategy II. The Strategic Management Process A. Str
Indiana State - MANAGEMENT - 5689-9856
Chapter 9 Managerial Decision MakingChapter OutlineI. Types of Decisions and Problems A. Programmed and Nonprogrammed Decisions B. Certainty, Risk, Uncertainty, and Ambiguity II. Decision Making Models A. Classical Model B. Administrative Model C.
Indiana State - MANAGEMENT - 5689-9856
Chapter 10 Designing Adaptive OrganizationsChapter Outline I. Organizing the Vertical Structure A. Work Specialization B. Chain of Command C. Span of Management D. Centralization and Decentralization II. Departmentalization A. Vertical Functional Ap
Indiana State - MANAGEMENT - 5689-9856
Chapter 11 Managing Change and InnovationChapter OutlineI. Turbulent Times and the Changing Workplace A. Forces for Change B. Need for Change III. Initiating Change A. Search B. Creativity C. Idea Champions and New-Venture Teams IV. Implementing Ch
Indiana State - MANAGEMENT - 5689-9856
Chapter 12 Human Resource ManagementChapter OutlineI. The Strategic Role of Human Resource Management (HRM) A. Competitive Strategy B. Federal Legislation III. The Changing Nature of Careers A. The Changing Social Contract B. HR Issues in the New W
Indiana State - MANAGEMENT - 5689-9856
Chapter 13 Meeting the Challenge of DiversityChapter OutlineI. Valuing Diversity A. Dimensions of Diversity B. Attitudes toward Diversity II. The Changing Workplace A. Challenges Minorities Face B. Management Challenges III. Current Debates about A
Indiana State - MANAGEMENT - 5689-9856
Chapter 15 Information Technology and E-BusinessChapter OutlineI. Information Technology A. Data versus Information B. Characteristics of Useful Information II. Types of Information Systems A. Operations Information Systems B. Management Informatio
Indiana State - MANAGEMENT - 5689-9856
Chapter 16 Operations and Service ManagementChapter OutlineI. Organizations as Production Systems A. Manufacturing and Service Operations B. Operations Strategy C. The Integrated Enterprise II. Designing Operations Management Systems A. Product and
Indiana State - MANAGEMENT - 5689-9856
Chapter 17 Dynamics of Behavior in OrganizationsChapter OutlineI. Organizational Behavior II. Attitudes A. Components of Attitudes B. High Performance Work Attitudes C. Conflicts among Attitudes III. Perception A. Perceptual Selectivity B. Perceptu
Indiana State - MANAGEMENT - 5689-9856
Chapter 18 LeadershipChapter OutlineI. The Nature of LeadershipII. Leadership versus Management III. Leadership Traits IV. Behavioral Approaches A. Ohio State Studies B. Michigan Studies C. The Leadership Grid V. Contingency Approaches A. Fiedler
Indiana State - MANAGEMENT - 5689-9856
Chapter 20 CommunicationChapter OutlineI. Communication and the Managers Job A. What Is Communication? B. The Communication Process II. Communicating Among People A. Communication Channels B. Communicating to Persuade and Influence Others C. Nonver
Indiana State - MANAGEMENT - 5689-9856
Chapter 19 MotivationChapter OutlineI. The Concept of Motivation A. Traditional Approach B. Human Relations Approach C. Human Resource Approach D. Contemporary Approach III. Content Perspectives on Motivation A. Hierarchy of Needs Theory B. ERG The
Indiana State - MANAGEMENT - 5689-9856
Chapter 21 TeamworkChapter OutlineI. Teams at Work A. What Is a Team? B. Model of Work Team Effectiveness II. Types of Teams A. Formal Teams B. Self-Directed Teams C. Teams in the New Workplace III. Team Characteristics A. Size B. Member Roles IV.
Indiana State - MANAGEMENT - 5689-9856
Chapter 1 Managing in Turbulent TimesTrue/False Questions1. As a leader, Anne Mulcahy, CEO of Xerox Corporation was faced with strong Japanese competitors, a weakening US economy, and charges from the Securities and Exchange Commission. Answer: Tru
Indiana State - MANAGEMENT - 5689-9856
Chapter 2 The Evolution of Management ThinkingTrue/False Questions1. According to the opening case, today, Cemex specializes in delivering concrete in the most technologically advanced parts of the world. Answer: False Level: 2 Page: 41 Type: F2.
Indiana State - MANAGEMENT - 5689-9856
Chapter 3 The Environment and Corporate CultureTrue/False Questions1. IBMs new strategy is to focus less on technology and more on relationships. Answer: True 2. Level: 2 Page: 81 Type: FFactors external to the organizations have been primarily t
Indiana State - MANAGEMENT - 5689-9856
Chapter 4 Managing in a Global EnvironmentTrue/False Questions1. Wal-Mart is a well-established company with a global interest who is facing minimal challenges in developing a successful international business. Answer: False 2. Level: 2 Page: 118 T
Indiana State - MANAGEMENT - 5689-9856
Chapter 5 Ethics and Social ResponsibilityTrue/False Questions1. Timberlands focus on philanthropy costs the company more than \$2 million in sales each year. Answer: True 2. Level: 2 Page: 155 Type: FEnron, in mid-2000 was Americas 7th largest co
Indiana State - MANAGEMENT - 5689-9856
Chapter 6 Managing Small Business Start-UpsTrue/False Questions1. Carol Weinstock recognized a market for multicultural greeting cards and launched EthnoGraphics. She would be a good example of an entrepreneur. Answer: True 2. Level: 1 Page: 192 Ty
Indiana State - MANAGEMENT - 5689-9856
Chapter 7 Managerial Planning and Goal SettingTrue/False Questions1. The Europa Hotel survived terrorism by carefully planning security measures for guests, employees, and the building. Answer: True 2. Level: 2 Page: 237 Type: FBecause everything
Indiana State - MANAGEMENT - 5689-9856
Chapter 8 Strategy Formulation and ImplementationTrue/False Questions1. Because of Nintendos errors in strategy, they have fallen from number one to number three in the video game industry. Answer: True 2. Level: 2 Page: 267 Type: FGiven the need
Indiana State - MANAGEMENT - 5689-9856
Chapter 9 Managerial Decision MakingTrue/False Questions1. Decision making is easy, given that everybody makes decisions everyday. Answer: False 2. Level: 1 Page: 302 Type: FDecision-making must not be done amid ever-changing factors, unclear inf
Indiana State - MANAGEMENT - 5689-9856
Chapter 10 Designing Adaptive OrganizationsTrue/False Questions1. Organizing is the deployment of organizational resources to achieve strategic goals. Answer: True 2. Level: 1 Page: 350 Type: FOrganizing defines what to do while strategy defines
Indiana State - MANAGEMENT - 5689-9856
Chapter 11 Managing Change and InnovationTrue/False Questions1. Organizational change refers to the adoption of a new idea or behavior by an organization. Answer: True 2. Level: 1 Page: 392 Type: FRedesign and renewal of the total organization is
Indiana State - MANAGEMENT - 5689-9856
Chapter 12 Human Resource ManagementTrue/False Questions1. Human resource management is the set of activities that are undertaken to attract, develop and maintain an effective work force. Answer: True 2. Level: 1 Page: 429 Type: FHuman resource m
Indiana State - MANAGEMENT - 5689-9856
Part V CompensationChapter 10 Managing CompensationOBJECTIVE QUESTIONS 1. In the opening case in chapter 10, an experienced computer programmer complains that new hires start at Sigma, Inc. at 15% more than his salary. Dr. Smiths answer reveals th
Indiana State - MANAGEMENT - 5689-9856
Chapter 9 Developing CareersChapter 9 Developing CareersOBJECTIVE QUESTIONS 1. Career development differs from training in that: a) career development has a short-term focus. Training has a long-term focus. b) career development is initiated by e
Indiana State - MANAGEMENT - 5689-9856
Chapter 8 Training the WorkforceChapter 8 Training the WorkforceOBJECTIVE QUESTIONS 1. Organizations face a number of important training issues such as: a) How can training keep pace with a changing organizational environment? b) How will trainin
Indiana State - MANAGEMENT - 5689-9856
Chapter 7 Appraising and Managing PerformanceChapter 7 Appraising and Managing PerformanceOBJECTIVE QUESTIONS 1. Which of the following is a comprehensive list of the functions in performance appraisal? a) Identifying, measuring, and managing hum
Indiana State - MANAGEMENT - 5689-9856
Chapter 6 Managing Employee Separations, Downsizing, and OutplacementChapter 6 Managing Employee Separations, Downsizing, and OutplacementOBJECTIVE QUESTIONS 1. During the early 2000s, which of the following was true of the business and employmen
Indiana State - MANAGEMENT - 5689-9856
Part III StaffingChapter 5 Recruiting and Selecting EmployeesOBJECTIVE QUESTIONS 1. Carmen is working through a process to ensure her company of the right number of people with the right skills to meet their goals in delivering service and outputs
Indiana State - MANAGEMENT - 5689-9856
Chapter 4 Managing DiversityChapter 4 Managing DiversityOBJECTIVE QUESTIONS: 1. You are the HRM manager in a company with a highly diverse workforce. Over lunch you are explaining to a Caucasian, middle-class, line manager that she needs to use d
Indiana State - MANAGEMENT - 5689-9856
Part II The Contexts of Human Resource ManagementChapter 3 Understanding Equal Opportunity and the Legal EnvironmentOBJECTIVE QUESTIONS 1. The HR departments legal responsibilities include: a) monitoring the companys HR decisions. b) rendering leg
Indiana State - MANAGEMENT - 5689-9856
Chapter 2 Managing Work Flows and Conducting Job AnalysisChapter 2 Managing Work Flows and Conducting Job AnalysisOBJECTIVE QUESTIONS 1. To compete and use its material and human resources effectively, an organization needs a proper fit between i
Indiana State - MANAGEMENT - 5689-9856
Chapter 1 Meeting Present and Emerging Strategic Human Resource ChallengesMULTIPLE CHOICE QUESTIONS 1. As the director of HR, you are in a meeting with your corporate officers discussing the firms deliberate use of human resources to gain a competit
Indiana State - MANAGEMENT - 5689-9856
Part SixChapter 17 International HRM ChallengeCHAPTER OVERVIEW 17.3) (PPT 17.1-This chapter demonstrates how managers can effectively utilize HRM practices to enhance their firms competitive response in an era when the opportunities and challeng
Indiana State - MANAGEMENT - 5689-9856
Part SixChapter 16 Managing Workplace Safety and HealthCHAPTER OVERVIEW 16.2) (PPT 16.1-Organizations realize the importance of social responsibility and that safe organizations are more effective organizations. Moreover, the law requires that t
Indiana State - MANAGEMENT - 5689-9856
Part SixChapter 15 Working with Organized LaborCHAPTER OVERVIEW 15.3) (PPT 15.1-Some employees prefer to work in a unionized setting, whereas others prefer a workplace that is not unionized. This chapter explores the labor-management relationshi
Indiana State - MANAGEMENT - 5689-9856
Part SixChapter 14 Respecting Employee Rights and Managing DisciplineCHAPTER OVERVIEW 14.3) (PPT 14.1-This chapter examines employee rights and employee discipline. The concepts of employee rights, management rights, and the employment-at-will d
Indiana State - MANAGEMENT - 5689-9856
Chapter 13Chapter 13 Developing Employee RelationsCHAPTER OVERVIEW 13.3) (PPT 13.1-This chapter addresses the importance of effective employee relations. It explores the roles of managers and employee relations specialists, and it describes how
Indiana State - MANAGEMENT - 5689-9856
Part FiveChapter 12 Designing and Administering BenefitsCHAPTER OVERVIEW 12.3) (PPT 12.1-The chapter begins with a broad view of the importance of employee benefits and how they are associated with the total compensation package. The two categor
Indiana State - MANAGEMENT - 5689-9856
Chapter 11Chapter 11 Rewarding PerformanceCHAPTER OVERVIEW 11.3) (PPT 11.1-This chapter focuses on the effective design and implementation of pay-forperformance systems. First, it addresses the major challenges and pitfalls facing managers in th
Indiana State - MANAGEMENT - 5689-9856
Part FiveChapter 10 Managing CompensationCHAPTER OVERVIEW 10.2) (PPT 10.1-The way a firm handles compensation-related issues has a direct impact on employees and the business. Compensation affects the firm's ability to attract, retain, and motiv
Indiana State - MANAGEMENT - 5689-9856
Part FourChapter 9 Developing CareersCHAPTER OVERVIEW 9.2) (PPT 9.1-This chapter focuses on the career development process. Firstly, career development is defined. Secondly, the major managerial challenges related to career development are explo
Indiana State - MANAGEMENT - 5689-9856
Chapter 8Chapter 8 Training the WorkforceCHAPTER OVERVIEW 8.3) (PPT 8.1-Organizations face several questions with respect to training. For example, they have to respond to &quot;How can we effectively and efficiently deliver training to employees?&quot; a
Indiana State - MANAGEMENT - 5689-9856
Part FourChapter 7 Appraising and Managing PerformanceCHAPTER OVERVIEW (PPT 7.1-7.2) An important function of effective management is accurate measurement of employee performance. This chapter discusses the foundation, design, and implementation o
Indiana State - MANAGEMENT - 5689-9856
Part ThreeChapter 6 Managing Employee Separations, Downsizing, and OutplacementCHAPTER OVERVIEW 6.1-6.2) (PPTConducting a termination or layoff is one of the most sensitive and difficult things that a manager will ever have to do. There are a nu
Indiana State - MANAGEMENT - 5689-9856
Part ThreeChapter 5 Recruiting and Selecting EmployeesCHAPTER OVERVIEW 5.2) (PPT 5.1-This chapter focuses on staffing, one of the most important HR activities in which the manager is involved. First, the hiring process is defined and discussed.
Indiana State - MANAGEMENT - 5689-9856
Chapter 4Chapter 4 Managing DiversityCHAPTER OVERVIEW 4.2) (PPT 4.1 -One of the greatest challenges facing organizations today is managing workforce diversity in a way that both respects the employees' unique attitudes and promotes a shared sens