Based on this data, do men and women agree that Brad Pitt is the b.docx

Based on this data, do men and women agree that Brad Pitt is
the better actor?
Brad Pit
Angelina Jolie
Men
41
29
Women
36
14
In addition, is it a problem that the number of men and women
in the sample is different? Why or why not?
Note: This is a two sample test for proportion, please use the
following guidelines
- Describe the population proportions, and compute the
observed values for those parameters based on the samples.
- State the null and alternative hypothesis for the test.
- Compute the p-value for the test (paste
the Minitab procedure output)
- What is the conclusion of the test in practical terms, does
the data provide enough evidence to conclude that men and
women agree on who is better actor Brad or Angelina.
(Here are the STAT from MINITAB)
N Mean StDev SE Mean
C2 2 38.50 3.54 2.5
C3 2 21.5 10.6 7.5
Difference = μ (C2) - μ (C3)
Estimate for difference: 17.00
95% CI for difference: (-83.45, 117.45)

T-Test of difference = 0 (vs ≠): T-Value = 2.15 P-Value = 0.277
DF = 1
2/24/2018 Amazon to Launch Delivery Service That Would Vie
With FedEx, UPS - WSJ
https://www.wsj.com/articles/amazon-to-launch-delivery-
service-that-would-vie-with-fedex-ups-1518175920 1/5
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https://www.wsj.com/articles/amazon-to-launch-delivery-servic
e-that-would-vie-with-fedex-ups-1518175920
TECH
Amazon to Launch Delivery Service That
Would Vie With FedEx, UPS
The company is preparing to begin the o�ering in Los Angeles
with its ‘third-party merchants’ and then
roll it out more broadly
Amazon already delivers some of its own orders in at least 37

U.S. cities. PHOTO: DAVID PAUL
MORRIS�BLOOMBERG NEWS
Updated Feb. 9, 2018 5�22 p.m. ET
By Laura Stevens
Amazon.com Inc. is preparing to launch a delivery service for
businesses,
positioning it to compete directly with United Parcel Service
Inc. and FedEx Corp.
Dubbed “Shipping with Amazon,” or SWA, the new service will
entail the online retail
giant picking up packages from businesses and shipping them to
consumers, according
to people familiar with the matter.
Amazon
expects to roll
out the
delivery
service in Los
Angeles in coming weeks with third-party merchants that sell
goods via its website,
according to the people. Amazon then aims to expand the
service to more cities as soon

as this year, some of the people say.
While the program is being piloted with the company’s third-
party sellers, it is
envisioned as eventually accommodating other businesses as
well, according to some
of the people. Amazon is planning to undercut UPS and FedEx
on pricing, although the
exact rate structure is still unclear, these people said.
Still, Amazon will face steep hurdles to build out the needed
infrastructure and
personnel for a reliable delivery network of any broader scale,
and it could take years
for the company to make a meaningful dent on the industry.
The new service, which stems from a Los Angeles test project
first reported by The Wall
Street Journal more than a year ago, moves Amazon into direct
competition for parcel
business currently handled by its delivery partners UPS and
FedEx. “Shipping With
Amazon” was previously tested and rolled out in London.
It is the latest move by Amazon to create its own freight and
parcel delivery network. In
the last couple of years, Amazon has expanded into ocean
freight, built a network of its
AMZN 0.99% ▲
RELATED
Amazon’s Newest Ambition: Competing Directly With UPS and
FedEx (Sept. 16, 2016)

own drivers who can now deliver inside homes and leased up to
40 aircraft while
establishing an air cargo hub.
Amazon already delivers some of its own orders in at least 37
U.S. cities. With the new
“Shipping with Amazon” option, Amazon plans to send its
drivers to pick up shipments
from warehouses and businesses itself and deliver the packages
when it is able, the
people said. For shipments outside Amazon’s delivery reach, the
U.S. Postal Service and
other carriers will take care of the so-called last mile to
customers’ doorsteps.
“We’re always innovating and experimenting on behalf of
customers and the
businesses that sell and grow on Amazon to create faster lower-
cost delivery choices,”
a spokeswoman said in a statement.
It remains to be seen whether Amazon can successfully deliver
packages for other
businesses on a broad scale. UPS and FedEx have built out
massive networks over the
course of decades to allow them to deliver across the U.S. And
it is expensive. UPS this
year alone is planning to spend up to $7 billion on upgrading its

delivery network.
Analysts expressed skepticism on Friday about Amazon’s
ability to get a transportation
network up and running. The company doesn’t have the capacity
or equipment yet to
handle extra shipments at a massive scale, and it is unclear
whether Amazon is willing
to invest enough to do so, the analysts wrote.
“The trigger we’ve consistently looked for from the company as
a warning signal has
been asset commitment,” wrote Citi analyst Christian Wetherbee
in a research note.
“To date, the company hasn’t made a meaningful push into the
true transportation
asset ownership we believe is necessary to be a competitor.”
UPS shares fell 2.6% in Friday trading to $106.39, as the
broader market rose. FedEx
shares dipped 1.7% to $235.32.
A spokesman said that UPS continues to support Amazon and
other customers and
doesn’t comment on customers’ business strategies or decisions
regarding using UPS
services.

FedEx in a statement Friday pointed to a video on its website
that outlines the size,
scope and expertise of its global delivery network, including its
more than 40 years of
experience, roughly 650 aircraft, 150,000 trucks, 400,000
employees and 4,800
operating facilities globally to handle about 12 million
shipments a day.
On a FedEx earnings call in December, executives were asked
about what would happen
if Amazon started competing for its shipping business; their
reply was that they don’t
comment on hypothetical situations. They added that Amazon
was a longstanding
customer, but that no one customer represented more than 3% of
its revenue or
volume.
Amazon’s push into logistics reflects its growing ambitions
across a wide range of
businesses beyond online retail. The company runs a dominant
cloud-computing
services division, a Hollywood studio and a massive
marketplace and logistics
operation for sellers. Last year, it acquired Whole Foods for
roughly $13.5 billion,
transforming itself into a brick-and-mortar grocer overnight.
Last week, Amazon said it was teaming up with JPMorgan
Chase & Co. and Berkshire
Hathaway Inc. to form a new company to try to lower their
employees’ health costs, an
announcement that rattled health-care firm stocks.

Amazon started building out its logistics network in earnest
after it missed deliveries
during the gift-giving season in December 2013, according to
people familiar with
Amazon’s thinking. As more shoppers bought products online,
Amazon executives
concluded that parcel volume was growing too rapidly for
existing carriers to handle.
Amazon also wanted to offer two-day deliveries, seven days a
week.
The company separately has launched a logistics service called
“FBA Onsite,”
according to the people familiar with the matter. Currently,
most third-party sellers on
Amazon’s website ship their goods to an Amazon warehouse for
its “Fulfillment by
Amazon” program to qualify for Prime shipping. With FBA
Onsite, sellers
automatically qualify for Prime and then can ship directly from
their own warehouse
using software provided by Amazon.

While Amazon will decide the method of those shipments,
pickups and deliveries for
now still will be handled by various carriers, including UPS and
FedEx, the people said.
Bloomberg News earlier reported on FBA Onsite.
For its “Shipping with Amazon” option, the online retail giant is
expected to be able to
offer lower prices than UPS and FedEx because it already
delivers some of its own
packages—any extra space it can fill in its trucks with
additional deliveries is
considered added revenue, according to people familiar with the
company’s thinking.
Write to Laura Stevens at [email protected]
Appeared in the February 10, 2018, print edition as 'Amazon
Delivers A Challenge to
UPS.'
Copyright &copy;2017 Dow Jones &amp; Company, Inc. All Ri
ghts Reserved
This copy is for your personal, non-commercial use only. To ord
er presentation-ready copies for distribution to your colleagues,
clients or customers visit
http://www.djreprints.com.
CURRENT EVENT EXAMPLE (first article is assigned, second
article is also assigned, last article you find on your own to

summarize – do NOT use first or second article to summarize)
1. What is different about new iPhone? Apple is offering many
upgrades in the new phone, such as battery life, better camera,
more storage, and brighter screens. I believe that these
enhancements are incremental versus revolutionary. This is one
of the first times in recent history that the iPhone has not under
gone a major design change.
2. How are pricing strategies of wireless carriers affecting
sales? Pricing strategies of wireless carriers have resulted in
declining iPhone sales recently. The strategy that affected this
is that it is more expensive to upgrade your phone and people
are keeping their old iPhones longer because they do not see big
improvements in newer versions. This could have long lasting
consequences on the industry.
3. What is WAZE? Google acquired WAZE in 2013. WAZE
provides real time driving conditions from other drivers. Google
is planning on having different drivers from the same companies
communicate with each other regarding morning and after work
commutes. They are able to share information relatively easily
through WAZE.
4. Talk about role of driverless cars. The role of driverless cars
at Google and Uber are attempting to revolutionize the way we
use transportation. One of the main goals of driverless cars is
safety. There still is much testing to be done until driverless
cars are in the marketplace on a regular basis. Other companies
who are pursuing this technology include GM, Ford, and Tesla.
5. Article summary – Wall Street Journal, “Global Air Travel
Continues to Grow”, Cowan, Sept. 18, 2015.
According to many industry experts, air travel has grown
tremendously in the last ten years. This makes sense as the
economic times have been relatively good in most parts of the

world. There are many new airlines in Asia which have increase
the supply of flights. There are some areas of uncertainty in
terms of growth of air travel. One such area is Europe where
Britain’s vote to exit the European Union could decrease air
travel between countries. Also, the rise of terrorist attacks
around the world may keep more people closer to home. While
this could cause some in the airline business to lower
expectations, there are still plenty of growth opportunities in
China where the number of people now able to afford air travel
has increased. Oil prices also affect air travel, which has helped
with keeping costs lower.
"Motivating Employees is Not About Carrots or Sticks", NOT
WALL STREET JOURNAL, Harvard Business Review , Lisa
Lai, June 27, 2017
1. Why do you think the "Carrot and Stick" approach to
motivating employees is encouraged by management?
2. Why might a manager need to assess their own motivation
before motivating others effectively?
"Amazon to Launch Delivery Service That Would Vie With
Fedex and UPS", Stevens, Feb. 9
3. List the factors motivating Amazon to get into the shipping
business and logistics business.
4. Explain the limitations of Amazon if it expands into shipping
for other companies and competes directly with UPS and
FedEx.
5. Find any current business article and summarize in 8
sentences or more. Please cite all pertinent information.

MOTIVATING PEOPLE
Motivating Employees Is Not About Carrots
or Sticks
by Lisa Lai
JUNE 27, 2017
VINCENT TSUI FOR HBR
Motivating employees seems like it should be easy. And it is —
in theory. But while the concept of motivation may be
straightforward, motivating employees in real-life situations is
far more challenging. As leaders, we’re asked to understand
what
motivates each individual on our team and manage them
accordingly. What a challenging ask of leaders, particularly
those with
large or dispersed teams and those who are already
overwhelmed by their own workloads.
Leaders are also encouraged to rely on the carrot versus stick
approach for motivation, where the carrot is a reward for
compliance
and the stick is a consequence for noncompliance. But when our
sole task as leaders becomes compliance, trying to compel
others

to do something, chances are we’re the only ones who will be
motivated.
Why not consider another way to motivate employees? I’d like
to suggest a new dialogue that embraces the key concept that
motivation is less about employees doing great work and more
about employees feeling great about their work. The better
employees
feel about their work, the more motivated they remain over
time. When we step away from the traditional carrot or stick to
motivate
employees, we can engage in a new and meaningful dialogue
about the work instead. Here’s how:
Share context and provide relevance. There is no stronger
motivation for employees than an understanding that their work
matters
and is relevant to someone or something other than a financial
statement. To motivate your employees, start by sharing context
about the work you’re asking them to do. What are we doing as
an organization and as a team? Why are we doing it? Who
benefits
from our work and how? What does success look like for our
team and for each employee? What role does each employee
play in
delivering on that promise? Employees are motivated when their
work has relevance.

Anticipate roadblocks to enable progress. When you ask
anything significant of team members, they will undoubtedly
encounter
roadblocks and challenges along the path to success. Recognize
that challenges can materially impact motivation. Be proactive
in
identifying and addressing them. What might make an
employee’s work difficult or cumbersome? What can you do to
ease the
burden? What roadblocks might surface? How can you knock
them down? How can you remain engaged just enough to see
trouble
coming and pave the way for success? Employees are motivated
when they can make progress without unnecessary interruption
and undue burdens.
Recognize contributions and show appreciation. As tempting as
it is to try to influence employee satisfaction with the use of
carrots
and sticks, it isn’t necessary for sustained motivation. Far more
powerful is your commitment to recognizing and acknowledging
contributions so that employees feel appreciated and valued.
Leaders consistently underestimate the power of
acknowledgment to
bring forth employees’ best efforts. What milestones have been
achieved? What unexpected or exceptional results have been

realized? Who has gone beyond the call of duty to help a
colleague or meet a deadline? Who has provided great service or
support to
a customer in crisis? Who “walked the talk” on your values in a
way that sets an example for others and warrants recognition?
Employees are motivated when they feel appreciated and
recognized for their contributions.
Check in to assess your own motivation. What if you’ve done
all of the above but are still struggling to motivate others? You
may
need to assess your own motivation. Employees are very attuned
to whether leaders have a genuine connection to the work. If
you’re not engaged and enthusiastic about your company, your
team, or the work you do, it’s unlikely that you’ll be a great
motivator of others. What aspects of your role do you enjoy?
What makes you proud to lead your team? What impact can you
and
your team have on others both inside and outside the
organization? How can you adapt your role to increase your
energy and
enthusiasm? Employees feel motivated when their leaders are
motivated.
The bottom line is: Don’t rely on outdated methods and tricks to
motivate employees. Talk with your team about the relevance of
the work they do every day. Be proactive in identifying and

solving problems for your employees. Recognize employee
contributions in specific, meaningful ways on a regular
basis. Connect with your own motivation, and share it freely
with your team.
Put away the carrots and sticks and have meaningful
conversations instead. You’ll be well on your way to leading a
highly motivated
team.
Lisa Lai serves as an adviser, consultant, and coach for some of
the world’s most successful leaders and companies. She is also
a
moderator of global leadership development programs for Harva
rd Business School Publishing. Follow her on Facebook, Twitter
, her Blog, or
her website at www.laiventures.com.
This article is about MOTIVATING PEOPLE
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34 COMMENTS
RODNEY WHITLEY a month ago
great article, love the line about helping employees feel great ab
out their work. this speaks to the concept of mindset and helpin
g people recognize that
mastering a task is the value they bring to the role and makes th
eir contribution unique.
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