a) ( 0.8509718, 0.8890282)
b) ( 0.7255, 0.7745)
Explanation:
(a)
Given that , a = 0.05, Z(0.025) =1.96 (from standard normal table)
So Margin of error = Z × sqrt(p × (1-p)/n) = 1.96 × sqrt(0.87 × (1-0.87) / 1200)
=0.01902816
So 95 % confidence interval is
p+/-E
0.87+/-0.01902816
( 0.8509718, 0.8890282)
(b)
Margin of error = 1.96 × sqrt (0.75 × (1-0.75) / 1200) = 0.0245
So 95% confidence interval is
p+/-E
0.75+/-0.0245
( 0.7255, 0.7745)
The answer is: A. Equity financing
In most cases, companies choose to do this if they want to expand their operation.
Corporations do this by selling the shares of their company to the public or a select group of investors. When the partial ownership is traded with capital, the corporations would have an obligation to share their profit to the shareholders in the form of dividend.
I think the correct answer from the choices listed above is option A. When you spend more than you make, you have a deficit. <span>In economics, a </span>deficit is<span> an excess of expenditures over revenue in a given time period. Hope this answers the question. Have a nice day.</span>
Answer: A budget line shows the quantities of goods a buyer can purchase with given income and prices.
Explanation: A budget line also known as a budget constraint can be defined as the value of exports to import ( for a state) or the value of expenditure to income (for an individual).
It basically explains the summary of intended expenditure with the capital and the prices.
The knowledge of variation was critical.
Most important is understanding what is below.
It seems that most business executives were not trained on understanding processes and variation. They study how to manage people and money, but not how to listen to a process through data, and use that data to make improvements. Because many are not familiar with Dr. W. Edwards Deming’s enlightened insights on data and variation, they are unaware of the importance of process data and that different types of variation exist –and that those different types of variation require different types of responses. Deming also said, "How would they know?" If no one ever taught them (even worse if they were taught approaches that seem to work –even though in reality they sometimes do more harm than good), indeed, how would they know?
The point is this: when the wrong data is used or different types of variation go unrecognized, undiagnosed, or are confused, the resulting decisions and actions tend to increase costs, reduce quality, reduce productivity, and foster frustration throughout the organization.
Simply put, Dr. Deming emphasized in his writings, that business leaders have typically been taught to treat everything they don’t like as having a "special cause" reason as to why it happened, and thus want to investigate what one thing or person was responsible for causing the "aberration". People in general, seem to be wired and trained to go looking for THE reason that something bad or good happened. This problematic approach is often reinforced, because we can usually find "something unusual" associated with the thing we are investigating. Unfortunately, this "something unusual" is rarely the cause of the problem
