Data Analysis: Descriptive Statistics and Assumption Testing

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Table of Contents

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Executive Summary

The executive summary will go here. The paragraphs are not indented, and it should be formatted like an abstract. The executive summary should be composed after the project is complete. It will be the final step in the project. Delete this before you begin.

 

Introduction

Note: The following introduction should remain in the research project unchanged. Delete this note before you begin.

Senior leadership at Sun Coast has identified several areas for concern that they believe could be solved using business research methods. The previous director was tasked with conducting research to help provide information to make decisions about these issues. Although data were collected, the project was never completed. Senior leadership is interested in seeing the project through to fruition. The following is the completion of that project and includes the statement of the problems, literature review, research objectives, research questions and hypotheses, research methodology, design, and methods, data analysis, findings, and recommendations.

Statement of the Problems

Note: The following statement of the problems should remain in the research project unchanged. Delete this note before you begin.

Six business problems were identified:

Particulate Matter (PM)

There is a concern that job-site particle pollution is adversely impacting employee health. Although respirators are required in certain environments, PM varies in size depending on the project and job site. PM that is between 10 and 2.5 microns can float in the air for minutes to hours (e.g., asbestos, mold spores, pollen, cement dust, fly ash), while PM that is less than 2.5 microns can float in the air for hours to weeks (e.g. bacteria, viruses, oil smoke, smog, soot). Due to the smaller size of PM that is less than 2.5 microns, it is potentially more harmful than PM that is between 10 and 2.5 since the conditions are more suitable for inhalation. PM that is less than 2.5 is also able to be inhaled into the deeper regions of the lungs, potentially causing more deleterious health effects. It would be helpful to understand if there is a relationship between PM size and employee health. PM air quality data have been collected from 103 job sites, which is recorded in microns. Data are also available for average annual sick days per employee per job-site.

Safety Training Effectiveness

Health and safety training is conducted for each new contract that is awarded to Sun Coast. Data for training expenditures and lost-time hours were collected from 223 contracts. It would be valuable to know if training has been successful in reducing lost-time hours and, if so, how to predict lost-time hours from training expenditures.

Sound-Level Exposure

Sun Coast’s contracts generally involve work in noisy environments due to a variety of heavy equipment being used for both remediation and the clients’ ongoing operations on the job sites. Standard ear-plugs are adequate to protect employee hearing if the decibel levels are less than 120 decibels (dB). For environments with noise levels exceeding 120 dB, more advanced and expensive hearing protection is required, such as earmuffs. Historical data have been collected from 1,503 contracts for several variables that are believed to contribute to excessive dB levels. It would be important if these data could be used to predict the dB levels of work environments before placing employees on-site for future contracts. This would help the safety department plan for procurement of appropriate ear protection for employees.

New Employee Training

All new Sun Coast employees participate in general health and safety training. The training program was revamped and implemented six months ago. Upon completion of the training programs, the employees are tested on their knowledge. Test data are available for two groups: Group A employees who participated in the prior training program and Group B employees who participated in the revised training program. It is necessary to know if the revised training program is more effective than the prior training program.

Lead Exposure

Employees working on job sites to remediate lead must be monitored. Lead levels in blood are measured as micrograms of lead per deciliter of blood (μg/dL). A baseline blood test is taken pre-exposure and postexposure at the conclusion of the remediation. Data are available for 49 employees who recently concluded a 2-year lead remediation project. It is necessary to determine if blood lead levels have increased.

Return on Investment

Sun Coast offers four lines of service to their customers, including air monitoring, soil remediation, water reclamation, and health and safety training. Sun Coast would like to know if each line of service offers the same return on investment. Return on investment data are available for air monitoring, soil remediation, water reclamation, and health and safety training projects. If return on investment is not the same for all lines of service, it would be helpful to know where differences exist.

Literature Review

After providing a brief introduction to this section, students should include the literature review information here. Delete this before you begin.

Research Objectives

After providing a brief introduction to this section, students should include research objectives here. Delete this before you begin.

RO1:

RO2:

RO3:

RO4:

RO5:

RO6:

Research Questions and Hypotheses

After providing a brief introduction to this section, students should state the research questions and hypotheses. Delete this before you begin.

RQ1:

H01:

HA1:

 

RQ2:

H02:

HA2:

 

RQ3:

H03:

HA3:

 

RQ4:

H04:

HA4:

 

RQ5:

H05:

HA5:

 

RQ6:

H06:

HA6:

Research Methodology, Design, and Methods

After providing a brief introduction to this section, students should detail the research design they have selected. Use the following subheadings to include all required information. Delete this before you begin.

Research Methodology

Research Design

Research Methods

Data Collection Methods

Sampling Design

Data Analysis Procedures

Data Analysis: Descriptive Statistics and Assumption Testing

After providing a brief introduction to this section, students should provide the Excel Toolpak results of their descriptive analyses. Use the following subheadings to include all required information. Delete this before you begin.

 

Correlation: Descriptive Statistics and Assumption Testing

Simple Regression: Descriptive Statistics and Assumption Testing

Multiple Regression: Descriptive Statistics and Assumption Testing

Independent Samples t Test: Descriptive Statistics and Assumption Testing

Dependent Samples (Paired-Samples) t Test: Descriptive Statistics and Assumption Testing

ANOVA: Descriptive Statistics and Assumption Testing

Data Analysis: Hypothesis Testing

After providing a brief introduction to this section, students should provide the Excel Toolpak results of their hypothesis testing. Use the following subheadings to include all required information. Delete this before you begin.

Correlation: Hypothesis Testing

Simple Regression: Hypothesis Testing

Multiple Regression: Hypothesis Testing

Independent Samples t Test: Hypothesis Testing

Dependent Samples (Paired Samples) t Test: Hypothesis Testing

ANOVA: Hypothesis Testing

Findings

After providing a brief introduction to this section, students should discuss the findings in the context of Sun Coast’s problems and the associated research objectives and questions. Important Note: Students should refer to the information presented in the Unit VII Study Guide and the Unit VII Syllabus instructions to complete this section of the project. Restate each research objective, and discuss them in the context of your hypothesis testing results. The following are some things to consider. What answers did the analysis provide to your research questions? What do those answers tell you? What are the implications of those answers? Delete these statements before you begin.

Example:

RO1: Determine if a person’s height is related to weight.

The results of the statistical testing showed that a person’s height is related to their weight. It is a relatively strong and positive relationship between height and weight. We would, therefore, expect to see in our population taller people having a greater weight relative to those of shorter people. This determination suggests restrictions on industrial equipment should be stated in maximum pounds allowed rather than maximum number of people allowed.

RO2:

RO3:

RO4:

RO5:

RO6:

Recommendations

After providing a brief introduction to this section, students should include recommendations here in paragraph form. This section should be your professional thoughts based upon the results of the hypothesis testing. You are the researcher, and Sun Coast’s leadership team is relying on you to make evidence-based recommendations. Delete these statements before you begin.

References

Include references here using hanging indentations, and delete these statements and example reference.

Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). Thousand Oaks, CA: Sage.

Resolving The Leadership Puzzle – Follwership

 

Followership is a process where an individual accepts the influence of another to accomplish a common goal. There are many typologies of followership including the following: Zaleznik Typology, Kelly Typology, Chaleff Typology, Kellerman Typology, and others. Select two typologies to contrast and compare. Include follower dimensions of importance, as well as the impact to leaders. Which typology do you think is, or will be, most useful in your current work or future work environment, and why?

Embed course material concepts, principles, and theories (including supporting citations) along with at least one current, scholarly, peer-reviewed journal article. You may find that your discussion of leadership characteristics is easily supported with such current scholarly research while the information about how your chosen leader exhibits those leadership characteristics is supported by popular research.

conducting an advanced search specific to scholarly references. Current research means published in the last five years.

To be an effective leader, one must learn to be an effective follower first (Daft, 2018). It is important to explore the concept of effective following. To do so, one must question what followers need from leaders. In this module, we will examine the concept of followership. We will also look at the psychodynamic approach to leadership and the roles of leaders and managers.

This module features a Discussion Question concerning the nature of a leader and whether being a good leader is genetic or learned. As you respond, remember to embed course material concepts, principles, and theories (all of which require supporting citations), along with at least one scholarly, peer-reviewed journal article.

Learning Outcomes

  1. Analyze the psychodynamic approach to leadership.
  2. Evaluate the roles of leadership and management.

Relevant Factual Information about the Problem or Decision the Organization Faced

Case  7: Chipotle Mexican Grill, Inc.: Conscious Capitalism by Serving “Food  with Integrity” (Corporate Governance and Social Responsibility)

Conduct a strategic analysis using the Executive Summary template.   Prepare and submit a three-page executive summary that discusses what  strategic alternatives are available and provide a recommended  strategy.

You are to work alone to analyze and prepare the Executive Summary  for the case.  NOTE: Click “Submit Assignment” in the upper right hand  corner of your screen to turn in your Executive Summary no later than  Sunday, midnight CT.. Name your file with your name and the unit number,  i.e. Jones1 or Brown1. Your file should be in either Microsoft word  (.doc or .docx) or rich text (.rtf) format.

The following information will be required for the Executive Summary.  TEXTBOOK CASE ANALYSIS GUIDANCE(CAG)Preview the document and the TEXTBOOK BUSINESS CASE ANALYSIS EXECUTIVE SUMMARY TEMPLATE Preview the documentThese files are required for the unit textbook case studies.

Synopsis of the Case: The content of the synopsis should present relevant background facts about the case under examination.

Relevant Factual Information about the Problem or Decision the Organization Faced: State  the precise problem or decision the organization faced.  The section  should include information that addressed the business issue under  examination. This section should be no longer than a single paragraph.

Explanation of Relevant Concepts, Theories and Applications Derived from Course Materials:  This  section should be the bulk of your paper. Analysis of the business  problem or decision in light of the course concepts must be presented,  as well as the business lesson another organization could learn from  this situation. Besides citation to the text, learners must conduct  research in the University library related to the top. Citing the  textbook only is not enough to demonstrate you understand and can apply  the course objectives. Here is where comparative and contrasting  positions should be considered and examples and illustrations provided.

Recommendations: Provide logical  recommendations to address the business lesson identified above. The  recommendations need not to be specific to the organization examined,  but should consider how other organizations, if similarly situated,  could lessen the impact of the problem or decision identified. Recall,  that the organization under examination has already moved pasted this  problem so any recommendations made, at this point, are fruitless. The  focus of this section should be on what other companies should be aware  of to address similar problems or decisions. Citation to the textbook  alone is insufficient for analysis in this section. Learners should  conduct research in the University’s library to support their positions.  Depth of scholarship is not demonstrated by providing personal opinions  alone, but by using examples, analogies, comparison and illustrations  from the academic literature. Not only does this synthesize the material  to assist the reader’s understanding, it is an effective way to present  the academic sources and extend the discussion of your ideas. This  section should be a paragraph or two.

Alternative Recommendations: This section is not a  continuation of the prior. Provide suggestions for how to avoid the  problem or decision the examined organization faced. Analysis here  should be may be forward- thinking, predictive or, most likely,  preventative in nature but tied to the thesis statement. Again, opinion  is insufficient to provide the required academic analysis. Sources,  other than the text, must be provided to sustain the statements made.  This section should be a paragraph, at most.

Conclusion: End the assignment with  a summary of the important points made in the document. No new  information may be presented. Writing a conclusion can be done by  rewording the opening or reformulation the topic sentences of each  paragraph to make a summary for the reader. This section should be a  paragraph, at most.

Application Of Opportunity Lenses

Sample opportunity map attached.

The last step is to create an opportunity map demonstrating the lenses, using the Sample Opportunity Map as a guide. The opportunity map plots opportunities over time (X-axis) compared to potential impact on the business (Y-axis) divided in three primary sections:

  1. In the business—incremental.
  2. On the business—new offering or value proposition.
  3. Out of the business—redefines the business or category.
  • Written communication: Must be free of errors, scholarly, professional, and consistent with expectations for members of the business profession.
  • APA formatting: Your essay should be formatted according to APA (6th edition) style and formatting.
  • Length: Minimum of 2,400 words, Times New Roman, 12-point font.
  • Structure: Please include the following sections using APA headings (no abstract required):
    1. Introduction.
    2. Body headings as appropriate.
    3. Conclusions.
  • SafeAssign: You will be submitting your paper through SafeAssign.
  • References: A minimum of five PRJ or PJ references (in addition to the required course readings).
  • Writing Feedback Tool: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click on the linked resources for helpful writing information.

    PLEASE NOTE THAT GRAY AREAS REFLECT ARTWORK THAT HAS BEEN INTENTIONALLY REMOVED. THE SUBSTANTIVE CONTENT OF THE ARTICLE APPEARS AS ORIGINALLY PUBLISHED.

    COLLABORATIONS BETWEEN COMPANIES and universities are critical drivers of the innovation economy. These relationships have long been a mainstay of corporate research and devel-

    opment (R&D) — from creating the knowledge foundations for the next generation of solutions, to

    serving as an extended “workbench” to solve short-term, incremental problems, to providing a flow of

    newly minted talent. As many corporations look to open innovation to augment their internal R&D

    efforts, universities have become essential partners. Indeed, companies now look to universities to

    anchor an increasingly broad set of innova-

    tion activities, especially those grounded in

    engaging with regional innovation ecosys-

    tems. Silicon Valley, Kendall Square in

    Cambridge, Massachusetts, and Block 71 in

    Singapore are among the most visible inno-

    vation ecosystems where universities are

    essential stakeholders in an innovation com-

    munity that also includes corporations,

    government entities, venture investors, and

    entrepreneurs. Thus, in addition to serving

    as sources of people and ideas for corpora-

    tions, universit y collaborations are an

    important mechanism for corporations

    seeking to open up new avenues of engage-

    ment with a broader innovation ecosystem.

    Following corporate giants like General

    Electric, Siemens, Rolls-Royce, and IBM,

    which have collaborated with universities for

    years, a variety of younger companies in-

    cluding Amazon, Facebook, Google, and

    Uber are using universities as a key part of

    Developing Successful Strategic Partnerships With Universities

    I N N O VA T I O N

    For many companies, universities have become essential innovation partners. However, companies often struggle to establish and run university partnerships effectively. BY LARS FRØLUND, FIONA MURRAY, AND MAX RIEDEL

    THE LEADING QUESTION How can companies improve their partner- ships with universities?

    FINDINGS �Universities offer a wide and at times bewildering array of modes of engagement.

    �Articulate strategic goals for partner- ships and then choose collabora- tion structures that align with those goals.

    �Identify key perfor- mance indicators to evaluate the partnerships.

    WINTER 2018 MIT SLOAN MANAGEMENT REVIEW 71

     

     

    72 MIT SLOAN MANAGEMENT REVIEW WINTER 2018 SLOANREVIEW.MIT.EDU

    I N N O VA T I O N

    their early-stage innovation and new ventures

    strategy.1 Even smaller, more regionally oriented

    companies in diverse sectors such as mining and au-

    tomotive have come to believe that universities are

    key ecosystem stakeholders in supporting and shap-

    ing their regional economies. For example, IQE plc,

    a compound semiconductor company based in

    Cardiff, U.K., supports a regional innovation eco-

    system through its collaborative relationship with

    Cardiff University. The partners have developed a

    translational research facility to train scientists and

    technicians in compound semiconductor technol-

    ogies and support an R&D facility to help U.K.

    businesses exploit advances in these technologies.

    Such collaborations between corporations and uni-

    versities foster the innovation ecosystem.

    While the aspirations of university-industry

    partnerships can be easily described, many compa-

    nies find it challenging to establish and run these

    partnerships effectively, even when key financial

    resources and human capital are available. The

    challenge is amplified in an ecosystem where the

    various stakeholders, all with their own ambitions,

    need to be properly aligned to achieve impact. In

    our research, we have found that both corporations

    and universities confront a general level of frustra-

    tion and a mismatch in culture and governance

    when they collaborate. (See “About the Research.”)

    Although many factors contribute to the frus-

    tration, the core reason is that university culture —

    characterized by high autonomy and distributed

    governance — maps poorly to corporate culture.

    Universities offer companies a wide and at times

    bewildering array of faculty, programs, and other

    modes of engagement. Even when the formats for

    interaction are established, there is often a pro-

    found mismatch in the expectations and goals for

    joint engagement.

    Given both the promise and the challenge of

    university-industry interactions today, it’s impor-

    t a n t to ex p l ore t h e f a c tor s t h a t m a ke su ch

    collaborations successful. We have found that a sys-

    tematic approach to university partnerships within

    innovation ecosystems requires both companies

    and universities to be well prepared before the en-

    gagement even begins. In particular, companies

    need to move from an ad hoc to a strategic ap-

    proach to partnerships with universities.

    From Ad Hoc to Strategic Partnerships In an ad hoc approach, university collaborations are

    first and foremost established by individual re-

    searchers or engineers in the company and focus on

    specific R&D needs identified by those individuals.

    This means that collaboration partners are likely

    chosen based on personal experience and the net-

    works of the researchers and engineers in the

    company. The rationale for university partner selec-

    tion is familiarity between individual researchers,

    not between the two organizations as a whole.

    Although this may mean that many potentially valu-

    able aspects of a university partnership are ignored,

    such approaches create what has been described as

    an “extended workbench.”2 Such collaborations,

    though small, are often agile. From the perspective

    of the corporation, the university collaboration is

    limited to the specific project (typically within a

    business unit), and thus there is no centralized or-

    ganization. From the university’s perspective,

    individual researchers and their students gain a

    source of funding, insight into relevant problems,

    and opportunities to access novel assets or partners.

    Ad hoc approaches often lead to a large number

    of collaborations (sometimes numbering in the

    hundreds) with little synergy. Each agreement is

    negotiated individually, which tends to put a heavy

    workload on legal departments, leading to delays.

    In addition, opportunities for broader engagement

    and impact are lost. Consequently, large companies

    and many leading universities have shown interest

    in more strategic programs.

    As companies enter into strategic agreements

    with universities, they have begun to organize their

    relationships with universities into tiers. “Top-tier”

    relationships are no longer simply based on per-

    sonal connections between an academic and a

    corporate researcher. Increasingly, companies se-

    lect universities based on their expertise in an area

    of strategic importance and their familiarity to the

    company. In fact, companies have started to use

    company-wide master research agreements to cre-

    ate transparency in their collaboration activities,