In business research the relationship between the researche.pdf
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In business research, the relationship between the researcher and those who need to utilize the research frequently is characterized by misunderstanding, compliance issues and conflict. Managers often see research as an expense that comes at a cost of both productivity and revenue rather than as an investment or a way of lowering risk. Managers often want to spend as little as possible on research, and researchers resist cutting corners on conducting research. Many factors can impact the integrity of research such as conducting a study that is not needed, addressing the wrong issue, difficulties in sampling or inadequate data analysis. Sometimes, however, a sudden event can make it necessary to acquire data quickly. Discuss the types of problems that business researchers face in their roles as managers. What ethical responsibilities do they have when conducting research?.
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Compliance is an essential part of HR, but it is always the bare minimum and should be assessed and analyzed as part of an overall culture strategy. Issuing a policy that says "We don't discriminate" is not the same as a comprehensive inclusion and diversity program.
Following the rules and filing reports are just part of creating a work environment where compliance happens on the way to larger goals for learning, performance, and wellness. But since HR never has to make the business case for compliance, it can be a persuasive approach to larger culture initiatives.
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You will learn:
- What compliance issues create risk for the organization.
- What compliance issues create risk for employees.
- Why people are the most important aspect of all compliance issues.
- When compliance problems are symptoms instead of causes.
- How to approach different compliance issues using tech, training, coaching and data.
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From Reactive to Predictive Process Management
Talk in the industry track of the 2016 International Conference on Business Process Management, Rio de Janeiro, September 20, 2016
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Paul N. Friga and Richard B. Chapas
MAKE BETTER BUSINESS DECISIONS
Decision-making in today’s environment is difficult, and
new managers in R&D and other technical positions are
often shocked at the lack of systematic decision-making
they find in their interactions with upper management
and their peers in other parts of the organization.
However, there is a well-tested source of insight into how
to improve the decision-making in business: the scien-
tific method. Although it has revolutionized our lives and
the ability to manipulate our material world, the scien-
tific method has not been widely adapted for business
executives. Nevertheless, we believe it can improve the
efficiency and effectiveness of decision-making for
executives, research managers, and business leaders in
general.
In this article, we first examine the typical decision-
making environment in organizations, highlighting the
challenges executives face in their quest for better per-
formance. Next, we introduce some of the basic tenets
from the scientific method and describe how they can
play a role in overcoming several of the key decision-
making deficiencies. We then describe a five-step
process that can assist in the implementation of scientific
method techniques in daily decision-making, illustrated
by a case study relating to new technology develop-
ment.
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Three key macro-level elements that differentiate the
daily decision-making of today include information
overload, shareholder pressure, and shortened business
cycle time:
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• Shareholder pressure, a result of the rise in worldwide
capital markets, has led to a relentless drive to achieve
short-term financial results, often at the expense of long-
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consistent growth at any cost.
• Finally, the time-to-market and overall business cycles
have shortened to a level unimaginable 50 years ago.
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Ultimately, decision-making is done on an individual
level. Alarmingly, much of the research suggests that
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management at the Kelley School of Business at
Indiana University in Bloomington, Indiana, when this
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Due week 7II. Introduction
Problem statement and how the topic fits with the course, the degree, and your focus area.
Include a reason for the audience to read the paper. Include an overview of what you are going to cover in your paper and the importance of the material.
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Topics to be discussed
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Applied and Basic Research
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Managers and the Consultant-Relationship
The Manager- Researcher relationship
Internal Versus External Researchers and Consultants
Knowledge About Research and Managerial Effectiveness
Ethics and Business Research
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decision-making and improper behaviors. What's particularly troubling
about many of the more high-profile ethical scandals is that the leaders
were considered by many to be at the top of their game. Mark Hurd,
who had an improper relationship with a contractor while he was CEO
of Hewlett-Packard, Scott Thomson, the previous CEO of Yahoo who
faked having a computer science degree, and Kathryn Abbate, the
previous CEO who stole $7 million from a heath center located in
Miami, are all examples of individuals who ignored their ethical
compasses.
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are more opportunities for ethical transgressions as leaders get
promoted up through the ranks of business. For instance, leaders often
have more autonomy and more access to information, which can
encourage them to do the wrong thing. Work–life imbalance can also be
an issue for some executives, which can increase their stress levels.
Greed, arrogance, and an entitlement mentality can be concerns.
Finally, the culture of an organization, assuming it is unethical, can
prompt leaders to behave in a risky manner.
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Compliance is an essential part of HR, but it is always the bare minimum and should be assessed and analyzed as part of an overall culture strategy. Issuing a policy that says "We don't discriminate" is not the same as a comprehensive inclusion and diversity program.
Following the rules and filing reports are just part of creating a work environment where compliance happens on the way to larger goals for learning, performance, and wellness. But since HR never has to make the business case for compliance, it can be a persuasive approach to larger culture initiatives.
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- What compliance issues create risk for employees.
- Why people are the most important aspect of all compliance issues.
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However, there is a well-tested source of insight into how
to improve the decision-making in business: the scien-
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efficiency and effectiveness of decision-making for
executives, research managers, and business leaders in
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In this article, we first examine the typical decision-
making environment in organizations, highlighting the
challenges executives face in their quest for better per-
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from the scientific method and describe how they can
play a role in overcoming several of the key decision-
making deficiencies. We then describe a five-step
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method techniques in daily decision-making, illustrated
by a case study relating to new technology develop-
ment.
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Three key macro-level elements that differentiate the
daily decision-making of today include information
overload, shareholder pressure, and shortened business
cycle time:
• The search tools in use for problem solving by execu-
tives at most companies today yield a quantity of infor-
mation that can be overwhelming. This situation has
increased the importance of knowledge management
skills to sort the data, identify what is truly relevant, and
then to create value from it.
• Shareholder pressure, a result of the rise in worldwide
capital markets, has led to a relentless drive to achieve
short-term financial results, often at the expense of long-
term considerations. A number of well-known corporate
failures may have resulted from the pressure to achieve
consistent growth at any cost.
• Finally, the time-to-market and overall business cycles
have shortened to a level unimaginable 50 years ago.
Decisions must be made faster than ever before (1).
Ultimately, decision-making is done on an individual
level. Alarmingly, much of the research suggests that
humans are extremely limited in their decision-making
Paul Friga was clinical associate professor of strategic
management at the Kelley School of Business at
Indiana University in Bloomington, Indiana, when this
article was written. He is now a professor at the
Kenen-Flager School of Business, Chapel Hill, North
Carolina. He researches strategic decision-making,
knowledge transfer, intuition, management consulting
practices, and entrepreneurship. His work has been
published in The Academy of Management Learning
and Educa.
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I. Executive Summary 1
II. Introduction 1
III. Review of Literature 1
IV. Analysis 1
V. Recommendations 1
VI. Summary and Conclusions 1
VII. Appendix x 1
VIII. References 1
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Page 0 of 3I. Executive Summary
Due week 7II. Introduction
Problem statement and how the topic fits with the course, the degree, and your focus area.
Include a reason for the audience to read the paper. Include an overview of what you are going to cover in your paper and the importance of the material.
Preview the main ideas and the order in which they will be covered.
Establish a tone of the document.
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policies and/or business laws, while others have been linked to poor
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of Hewlett-Packard, Scott Thomson, the previous CEO of Yahoo who
faked having a computer science degree, and Kathryn Abbate, the
previous CEO who stole $7 million from a heath center located in
Miami, are all examples of individuals who ignored their ethical
compasses.
But why do these ethical failures occur? Evidence suggests that there
are more opportunities for ethical transgressions as leaders get
promoted up through the ranks of business. For instance, leaders often
have more autonomy and more access to information, which can
encourage them to do the wrong thing. Work–life imbalance can also be
an issue for some executives, which can increase their stress levels.
Greed, arrogance, and an entitlement mentality can be concerns.
Finally, the culture of an organization, assuming it is unethical, can
prompt leaders to behave in a risky manner.
So what can companies do to prevent the ethical lapses of business
leaders? It should come as no surprise that many of the steps involve
solid performance management. Here are some key considerations:
• • Develop and promote an organizational culture that is
ethical and stress this culture during onboarding so that leaders
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• • Use 360-degree evaluations to provide leaders a multitude
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issues.
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3 HR Ethics: Building Ethics with Multisource Appraisals and Coaching
Performance Appraisal Tools
negotiate job challenges and opportunities in a positive and
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• • Discuss the importance of ethical leadership when
managing/affecting the careers of leaders (e.g., promoting
individuals, changing their work roles).
Ethical problems occur frequently in business, and HR professionals
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offspring has a chromosome 7 with the following order of genes: RTD M centromere PU DTR How
was this chromosome formed? During the the mother's gamete production, an inversion of RTD.
During the father's gamete production, a crossover between sections D and T. During the mother's
gamete production, a crossover between sections D and M. During the father's gamete
production, a crossover between centromere and section P. During the mother's gamete
production, a crossover between centromere and section P. During the the father's gamete
production, an inversion of RTD..
The random variable M has PMF PMmc41m0m0123else .pdf
The random variable M has PMF PM(m)={c(41)m0m=0,1,2,3else [2 pts] What is the value of the
constant c ? [4 pts] Sketch the PMF of M. [4 pts] What is P[M1] ?.
Subject S1 has the clearance Secret C0C1C2C3 Which .pdf
Subject S1 has the clearance (Secret, {C0,C1,C2,C3}). Which files can he access and how (Fill in
the table)? Justify your answer.2. Subject S2 has the clearance (Top Secret, { C0,C1,C3}). Which
files can he access and how (Fill in the table)? Justify your answer. The organization is looking to
merge the ranges. Which ones cannot and which ones can be merged and what rights do S1 and
S2 have?.
The following utility function represents Roses preference .pdf
The following utility function represents Rose's preference over consumption and leisure u(c,)=c+4
. Rose receives a real wage of 15 and a non-wage income of 2 . As a qualified recipient, Rose
gets an additional non-wage income of 5 from the government through a cash transfer program.
What is Rose's optimal choice of labor supply?.
Nesmith Corporations outstanding bonds have a 1000 par va.pdf
Nesmith Corporation's outstanding bonds have a $1,000 par value, a 10% semiannual coupon, 16
years to maturity, and a 14% YTM, What is the bond's price? Round your answer to the pearest
cont: 3.
Given the table below assuming that there are only 9 resour.pdf
Given the table below, assuming that there are only 9 resources available at any time:
Activity
Duration
Dependency
Resources
Start
0
0
A
12
start
4
B
15
start
3
C
11
start
2
D
3
A
6
E
1
C
6
F
7
B
3
G
5
D,E
4
H
2
D,E
5
I
4
E,F
4
J
10
H,I
6
K
8
G,J
3
Provide the network diagram
Provide the steps and process to update the schedule based on resource availability
Provide the final Gantt chart. What is the final project duration?
Activity Duration Dependency Resources
Start 0 0
A 12 start 4
B 15 start 3
C 11 start 2
D 3 A 6
E 1 C 6
F 7 B 3
G 5 D,E 4
H 2 D,E 5
I 4 E,F 4
J 10 H,I 6
K 8 G,J 3.
Practice Questions PV and FV Formulae YOU MAY USE A FIN.pdf
Practice Questions PV and FV:
Formulae
YOU MAY USE A FINANCIAL CALCULATOR-
where:I=Investment amount R=Interest rateT=Number of years
(simple interest).
please explain and list every step using commands from ste.pdf
please explain and list every step (using commands) from step 5 to step 8.
1. Configure PC's with IP address, subnet mask and default gateway. 2. Basic router and switch
configurations. (hostname, privileged exec password, console and VTY lines etc.) 3. Create and
name Vlans. 4. Assign access ports the proper vlan. 5. Create 802.1q Trunks with native vlan. 6.
Create an EtherChannel between two switches. 7. Designate a Spanning Tree Root Switch. 8.
Create DHCP pool in a router for IPv4. 9. Create management Switch Virtual Interfaces (SVI) and
default gateway using the management Vlan for switches. 10. Configure a router interface with
sub-interfaces for Router-on-a Stick inter-vlan routing. 11. Test connectivity using Ping command..
Each student is required to post a response to problem CP12.pdf
Each student is required to post a response to problem CP12-6 on page 684 : Consider all the
details in the case and discuss all three of the questions. For example, if Enron actually had a
bonafide "Purchase & Sale Agreement" for the 3 barges (and they actually existed), can Enron
legally ciaim there was a sale? Please claborate in your original posting so we can follow for
rationale and logic.Enron Ethical Decision Making: A Real-Life Example In February 19, 2004,
press release, the Securities and Exchange Commission described a number of fraudulent
transactions that Enron executives concocted in an effort to meet the company's financial targets.
One particularly well-known scheme is called the "Nigerian barge" transaction, which took place in
the fourth quarter of 1999. According to court documents. Enron arranged to sell three electricity.
generating power barges moored off the coast of Nigeria. The "buyer" was the investment banking
firm of Merrill Lynch. Although Enron reported this transaction as a sale in its income statement, it
turns out this was no ordinary sale. Merrill Lynch didn't really want the barges and had only agreed
to buy them because Enron guaranteed, in a seeret side deal, that it would arrange for the barges
to be bought back from Merrill Lynch within six months of the initial transaction. In addition, Enron
promised to pay Merrill Lynch a hefty fee for doing the deal. In an interview on National Public
Radio on August 17, 2002, Michigan Senator Carl Levin declared, "(T)he case of the Nigerian
barge transaction was, by any definition, a loan." 1. Discuss whether the Nigerian barge
transaction should have been considered a loan rather than a sale. As part of your discussion.
Required: consider the following questions. Doesn't the Merrill Lynch payment to Enron at the time
of the initial transaction automatically make it a sale, not a loan? What aspects of the transaction
are similar to a loan? Which aspects suggest that the four criteria for revenue recognition
(summarized near the end of Chapter 3) were not fulfilled? 2. The income statement effect of
recording the transaction as a sale rather than a loan is fairly clear: Enron was able to boost its
revenues and net income. What is somewhat less obvious, but nearly as important, are the effects
on the statement of cash flows. Describe how recording the transaction as a sale rather than as a
loan would change the statement of cash flows. 3. How would the two different statements of cash
flows (described in your response to requirement 2) affect innancial statement users?.
During the year the following transactions occurred Feb 1.pdf
During the year, the following transactions occurred. Feb. 1 Declared a $2 cash dividend per share
to stockholders of record on February 15 , payable March 1. Mar 1 Paid the dividend declared in
February. Apr. 1 Anmounced a 2 -for-1 stock split. Prior to the split, the market price per share
was $40. July 1 Declared a 15% stock dividend to stockholders of record on July 15, distributable
July 31. On July 1, the market price of the stock was $14 per share. 31 I smed the shares for the
stock dividend. Dec. 1 Deciared a 50.30 pee share dividend to stockholders of record on
December 15, payable lamuary 5.2023 31 Determined that net income for the year was $326.500
.Feh. 1 Cash Bividends 126000 Dividends Payable 126000 Mar, 1 v Dividends Payabie 126000
Cash 126000 begin{tabular}{|l|l|l|} hline Aore. & NoEntry & 0 & NoEntry & hline
end{tabular}Dividends Payable Dec:31 v Income Summary Retained Earnings (To close net
income) (To close stock dividends) (To close cash dividends)equity accounts as needed.) (Post
entries in the order of journol entries presented in the previous part) Common Stock Common
Stock Dividends Distributable.
Oilpartz Ltdnin sahibi Dave McDonald ceketini kard ve masa.pdf
Oilpartz Ltd'nin sahibi Dave McDonald ceketini kard ve masasna oturdu. Yllk iki haftalk tatilden
sonra ie dnd ilk gnn sabahnn erken saatleri ve irketin mali ylnn 1. Haftasnn balangcyd. Dave, retim
ekibinin mevcut tm siparileri tatilden nce tamamlayp gndermeyi baarmasndan memnun olmutu.
Ancak bu, onlar iin tek yeni iin, onlar yokken gelenler olaca anlamna geliyordu. Dave'in, Oilpartz'n
iiliinin olaanst kalitesine ve gvenilirliine ve ok karmak, zel bileenlerin kk miktarlarda retilmesine
ynelik neredeyse benzersiz yeteneklerine deer veren yaklak 30 dzenli mterisi vard. Oilpartz, petrol
endstrisinin kulelerinde, retim platformlarnda ve kara tesislerinde kullanlan baz byk boru hatt
bileenlerinin retiminde uzmanlamtr. Kimya ve ar mhendislik endstrilerinde de birka mteri vard.
Paralarn boyutu ve karmakl nedeniyle, makineyle ileme sreleri uzundu ve ilem bana bileen bana
be saate kadar kabiliyordu. Bunlar ounlukla byk sermaye projeleri ve planl bakm iin kullanldndan,
mteriler genellikle Oilpartz'n alt haftalk normal teslimat sresini kabul etmekten memnundu. Ancak
bazen, dzenli bir mteri, belki ge tasarm onay veya bir sipari hatas nedeniyle daha hzl teslimat
isteyebilir. Dave her zaman yardm etmeyi severdi, ancak dier mterilerin byle bir iyilik yaptklar iin
zarar grmemelerini salamaya alt. Ayrca, ayn nedenle, tekrarlayan, yksek hacimli iler iin siparileri
asla kabul etmedi. Mteriler genellikle tm zel hammadde gereksinimlerinin (tpler, dvme paralar ve
halkalar gibi) siparilerini verdikten ksa bir sre sonra irkete teslim edilmesini ayarladlar, bu sistem
"cretsiz k" olarak bilinir. Sabah 7.30'da Dave alnan yeni siparileri kontrol etti ve telefon aldnda
yarm saat iinde retimin balamas iin programlar hazrlamaya yeni balad. Bu, Oilpartz'n daha byk ve
ok karl hesaplarndan biri olan Nitro Chemicals'dan Mike Rowlands'd. "Dave, ben Mike... Seni bu
kadar erken rahatsz ettiim iin zgnm ama burada byk bir sorunum var ve umarm bana yardmc
olabilirsin!" Bildiiniz gibi, ana fabrikamz yllk revizyonu nedeniyle ksa sre nce kapatld ve u
paslanmaz elik szdrmazlk halkalar, daha kk apl olanlar imdiden tkendi. Szlemeli kaynaklardan biri
bunlar takarken yanl proses ayarlar kulland ve biz de onun iinin ounu pe atp yeniden balamak
zorunda kaldk. O ksm hatrlamalsnz bazlarn bizim iin sadece bir ay nce yaptnz, onlar sizin
referansnz NC11! 20 taneye gerekten ihtiyacmz var... tpk dn gibi! Bize yardm etmek iin ne
yapabilirsin? Tm tesisin tekrar devreye girmesine iki haftadan az bir sre kald. Seni Geri Arayacam!
Stuart Chambers Vaka tarihi 2002 VAKA 23 ak. Hemen balayabilirseniz, materyali size hemen
gnderebiliriz. Yardm edebilirseniz gerekten ok minnettar olurum - ve fazla mesai yapmanz
gerekiyorsa, ekstra masraflar demeye ok istekli olurum. Sadece toplamamz iin onlar ne zaman
hazr hale getirebileceini bilmem gerekiyor. Tahmin edebileceiniz gibi, bu bizim iin gerekten ok
nemli!' Dave sandalyesinde gerindi ve yant vermeden nce bir an duraksad: "Tatilden yeni dndm
Mike, bu yzden program .
Match Perverse incentives that encourage risky behavior by .pdf
Match: Perverse incentives that encourage risky behavior by people who don't actually bare the
risk The era discussed in lecture characterized by a large middle class and traditional Keynesian
policy The implicit policy that holds that financial 1. Too Big to Fail institutions can become so
large that their failure 2. Mortgage-backed Security would not be tolerable from a policy standpoint
3. Credit default swap A policy regime in which 4. Moral hazard aggregate spending (AD) is
supported through household debt in 5. The Golden Age of Capitalism connection with an 6.
Privatized Keynesianism expanded and increasingly complex financial sector2. Mortgage-backed
Security 3. Credit default swap 4. Moral hazard 5. The Golden Age of Capitalism 6. Privatized
Keynesianism.
Let E and F be two events in a sample space Which of the fo.pdf
Let E and F be two events in a sample space. Which of the following statements is/are always
true? (1) If P(E)+P(F)>1, then E and F are not mutually exclusive. (ii) if E and F are mutually
exclusive, then P(E)=P(F)=0.5. Only (10. Neither (1) nor (10. Both (1) and (11) Oonly (1)..
Escenarios Escenario bsico 4 Mark y Sue Malone Notas de la.pdf
Escenarios Escenario bsico 4: Mark y Sue Malone Notas de la entrevista Mark y Sue estn
casados y son ciudadanos estadounidenses con nmeros de seguridad social vlidos. Los Malone
recibieron salarios y una gran cantidad de ingresos imponibles no sujetos a retencin. Mark no
tena cobertura de seguro mdico para 2019 y Sue tena cobertura de seguro mdico a travs de su
empleador. Los Malone tienen un saldo adeudado de $2,500 en su declaracin conjunta y quieren
asesoramiento sobre cmo evitar un saldo adeudado el prximo ao. No prevn un cambio en sus
fuentes de ingresos y montos recibidos el prximo ao.
Escenario bsico 4: Preguntas de prueba
7. Una de las formas en que Mark y Su pueden evitar tener un saldo adeudado el prximo ao es
usar el Estimador de retencin de impuestos en IRS.gov y luego ajustar su retencin. a. cierto b.
FALSO
8. Mark y Sue no deben presentar su declaracin de impuestos hasta que puedan pagar el saldo
total adeudado. a. Verdadero
b. FALSO
9. Mark debe hacer un pago de responsabilidad compartida porque no tena seguro mdico en
2019.
a. cierto b.
FALSO.
Find the mixed strategy Nash equilibrium of this game In it.pdf
Find the mixed strategy Nash equilibrium of this game. In it, John will choose wrestling with
probability , and Daniel will choose wrestling with probability . (Give your answers to two decimal
points.)John and Daniel greatly enjoy each other's company but have different tastes regarding
the best form of entertainment. John prefers the lowbrow entertainment of professional wrestling
that disgusts Daniel. Meanwhile, Daniel likes highbrow opera, which bores John. However, each
finds it preferable to spend the evening together rather than disagree about what to do and end up
staying home angry. This interaction is modeled in the normal-form game below: 1st attempt Part
1 (1 pt) See Hint Identify any pure strategy equilibria of this game. Choose one or more: A.
(wrestling, wrestling) B. (wrestling, opera) C. (opera, wrestling) D. (opera, opera) E. There are no
pure strategy equilibria..
I am asked to provide the testing cases for the following co.pdf
I am asked to provide the testing cases for the following code, I would appreciate the help!
Thank you!
/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/-/
import java.io.File;
import java.io.FileNotFoundException;
import java.util.Arrays;
import java.util.Scanner;
public class Sorting {
private static int n;
public static void main(String[] args) {
int[] arr = readFile("Data.txt");
// Bubble sort
long startTime = System.nanoTime();
bubbleSort(arr);
long endTime = System.nanoTime();
System.out.println("Bubble sort time: " + (endTime - startTime) + " nanoseconds");
// Selection sort
startTime = System.nanoTime();
selectionSort(arr);
endTime = System.nanoTime();
System.out.println("Selection sort time: " + (endTime - startTime) + " nanoseconds");
// Insertion sort
startTime = System.nanoTime();
insertionSort(arr);
endTime = System.nanoTime();
System.out.println("Insertion sort time: " + (endTime - startTime) + " nanoseconds");
// Merge sort
startTime = System.nanoTime();
mergeSort(arr);
endTime = System.nanoTime();
System.out.println("Merge sort time: " + (endTime - startTime) + " nanoseconds");
// Quick sort
startTime = System.nanoTime();
quickSortTime = quickSort(arr, 0, arr.length-1);
endTime = System.nanoTime();
System.out.println("Quick sort time: " + (endTime - startTime) + " nanoseconds");
}
private static int[] readFile(String filename) {
int[] arr = null;
try {
File file = new File(filename);
Scanner scanner = new Scanner(file);
n = scanner.nextInt();
arr = new int[n];
for (int i = 0; i < n; i++) {
arr[i] = scanner.nextInt();
}
scanner.close();
} catch (FileNotFoundException e) {
System.out.println("File not found: " + filename);
System.exit(0);
}
return arr;
}
private static void bubbleSort(int[] arr) {
for (int i = 0; i < n - 1; i++) {
for (int j = 0; j < n - i - 1; j++) {
if (arr[j] > arr[j + 1]) {
int temp = arr[j];
arr[j] = arr[j + 1];
arr[j + 1] = temp;
}
}
}
}
private static void selectionSort(int[] arr) {
for (int i = 0; i < n - 1; i++) {
int minIndex = i;
for (int j = i + 1; j < n; j++) {
if (arr[j] < arr[minIndex]) {
minIndex = j;
}
}
int temp = arr[i];
arr[i] = arr[minIndex];
arr[minIndex] = temp;
}
}
private static void insertionSort(int[] arr) {
for (int i = 1; i < n; i++) {
int key = arr[i];
int j = i - 1;
while (j >= 0 && arr[j] > key) {
arr[j + 1] = arr[j];
j--;
}
arr[j + 1] = key;
}
}
private static void mergeSortHelper(int[] arr, int left, int right) {
if (left < right) {
int mid = (left + right) / 2;
mergeSortHelper(arr, left, mid);
mergeSortHelper(arr, mid+1, right);
merge(arr, left, mid, right);
}
}
private static void merge(int[] arr, int left, int mid, int right) {
int[] temp = new int[right-left+1];
int i = left, j = mid+1, k = 0;
while (i <= mid && j <= right) {
if (arr[i] <= arr[j]) {
temp[k++] = arr[i++];
} else {
temp[k++] = arr[j++];
}
}
while (i <= mid) {
temp[k++] = arr[i++];
}
while (j <= right) {
temp[k++] = arr[j++];
}
for (i = left, k = 0; i <=.
Helen invested 100 shares of a Japanese corporation at the p.pdf
Helen invested 100 shares of a Japanese corporation at the price of 2,050 JPY (Japanese Yen)
per share when the exchange rate was US $1.00=140JPY. After six months, she sold all of the
shares at the price of 2,250JPY per share, when the exchange rate was US $1.00=130JPY. No
dividends were paid during the time she owned the shares of stock. What is her rate of return in
US$ on this investment over this time period? 12.62% 18.20% 7.14% 9.76%.
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- 1. In business research, the relationship between the researcher and those who need to utilize the research frequently is characterized by misunderstanding, compliance issues and conflict. Managers often see research as an expense that comes at a cost of both productivity and revenue rather than as an investment or a way of lowering risk. Managers often want to spend as little as possible on research, and researchers resist cutting corners on conducting research. Many factors can impact the integrity of research such as conducting a study that is not needed, addressing the wrong issue, difficulties in sampling or inadequate data analysis. Sometimes, however, a sudden event can make it necessary to acquire data quickly. Discuss the types of problems that business researchers face in their roles as managers. What ethical responsibilities do they have when conducting research?