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Interview Concerning Two Amok Runs Research Paper

Description Introduction The topic of this interview is concerned with two amok runs that took place in Vienna (Austria) on March 8, 2018, and Munster (Germany) on April 7, 2018. The interview was conducted via Skype with my brother who is currently residing in Vienna. The interview was taped. The chosen research format of an interview is indeed methodologically suitable as there is a good reason to believe that its application will enable a researcher to discover the in-depth subtleties of the issue in question. Method The conducted interview is best defined as semi-structured. Most of the questions that the interviewee was exposed to are open-ended. A fair share of them is contextually reactive. The rationale for conducting this type of interview has to do with both the participant sample of one person and the fact that the data, collected through conducting a semi-structured interview, is assumed to have a wide scope of discursive implications (Castillo-Montoya, 2016). To ensure the interview’s ethical soundness, the interviewee was asked to provide informed consent (Bell, 2010). Results The main idea that underlines the discursive significance of the obtained responses from the interviewee is that it is the government’s fault that the amok runs, such as the ones in Vienna and Munster, continue to take place throughout the EU regularly. As he stated, “It is either the elected officials begin to act responsibly… or they will end up being booted out of their offices”. The emotionally charged sounding of the interviewee’s answers is suggestive of the fact that he indeed takes the issue close to heart. Evaluation It took 10 minutes to conduct the interview. Its transcriptive and analytical phases lasted for about 20 minutes each. The interview’s main ethical issue appears to be reflective of the fact that the obtained responses do not correlate with the official stance on what should be deemed the significance of both tragic incidents. This confirms the appropriateness of choice in favor of the semi-structured interview format. Evaluation 2 The main disadvantages of using interviews as a research method are as follows: a) the procedure’s time-consuming nature, b) presence of the element of perceptual bias in the would-be elicited responses, c) difficulty in ensuring the cross-sectional integrity of the data that a researcher seeks to obtain (Noaks
This project proposal highlights in brief the general background of the subject of the research – ‘Business Process Mapping’. This is to be conducted in Suttons International, a logistics firm. It aims to describe the intended area of study while outlining its objectives which include the actual mapping of business processes and the subsequent knowledge transfer of this skill. Furthermore it clearly spells out the process of information (and data) gathering and the analytic methodology used. The projected timeline and itinerant requirements are also clearly outlined. Background of Study Business process mapping is considered the most important and fundamental element of business process re-engineering as it makes it easier to determine where and how to improve business processes (Soliman, 1998). Aguiar and Weston (1993), suggest that the elimination of non-value added activities, reduction of process complexity and improving the customer focus of the process can be achieved by process mapping. To understand Business process mapping there must be a clear comprehension of a business process. This study is to be carried out at Suttons International, a logistic firm that specialises in the movement of bulk liquid and gas on a global scale. Supported by the ‘state of the art’ management system, they provide customers with safe, high quality and cost effective services. Their services also include the use of Global Positioning System (GPS) in the tracking of tank movements and monitor sensitive temperature controlled products. What is a Business Process? Business process according to Davenport and Short (1990) is described as a structured set of logically related tasks performed to achieve a defined business outcome. According to them, processes have two important characteristics: They have customers (either internal or external) They cross organisational boundaries Malone et al (1994), suggests that business processes are a collection of interdependent activities or tasks organised to achieve specific business goals. Activities within the process are required to be coordinated to achieve the business goals effectively as these business processes often cut across multiple functional organisation and hierarchies within and outside the organisation (Malone, 1988). Another definition by Hammer and Champy (1993) views business process as a collection of activities that takes one or more input and creates an output that is of value to the customer. These definitions build on the perspective where every activity ideally is seen to contribute more value for the customer as proposed by Michael Porter’s ‘Value chain’ framework (Porter, 1985). A business process describes what a system does, how it works, how it is controlled, and what it produces (Galloway, 2000). Aguilar-Saven (2004), states that a business process is linked to a company in such a way that it defines the way in which it achieves its objectives. Peppard and Rowland (1995) classify business processes as strategic, operational and enabling. Hunt (1996) suggests a different view in the classification of business process, categorising it into three: Management processes – encompassing actions taken by managers to support business processes. Administrative processes – which are deemed essential for effective business management and unseen by the external customer. Customer processes – which has an end result of a product or service that is received by an organisation’s external customer. Melao and Pidd (2000) describe business processes alternatively by categorising them into four perspectives: Business processes as deterministic machines; Business processes as complex dynamic systems; Business processes as interacting feedback loops and Business processes as social constructs. Melao and Pidd go on to say these perspectives are inter-related making it difficult to identify their boundaries. Jacka and Keller (2002), suggest that business processes are broken down into four substructures in a systematic way of ‘drilling down’ which together support the overall business process, these include: ‘Units’ which is the major subsection and can be based on location, type of work or any logical break-point; ‘Tasks’ which is a breakdown or sub-component of the unit and are less dependent on location and other tasks in the same unit but more likely focused on the actual work; These tasks can further be broken down to ‘Actions’ which are considered very minor processes with its own inputs, transformation and outputs, having a stronger focus to the individual; and finally ‘Procedures’ which are written descriptions of how each action is completed. Business Process Mapping Soliman (1998) describes business process mapping is a technique used to detail business processes by focusing on the important elements that influence their actual behaviour. Soliman (1998) also suggests management uses business process mapping to view the business at a glance and the process map varies from an overview ‘macro-map’ to a very detailed ‘micro-map’. Pojasek (2005) suggests process mapping offers an organised way to record all the activities performed by an organisation; presenting a process in a top-to-bottom structure or ‘hierarchy’, showing more detail as you descend through its levels. Mapping business process is fundamental to understanding not only isolated processes but also the flow of information and resources through operational and supporting processes of the internal value chain (Carpinetti et al, 2000). According to Okrent and Vokurka (2004), process mapping is similar to flow-charting for a traditional computer program, except the participants in the processes are usually identified as well using a more hierarchical approach and a perspective for the model that is not found in the computer program flow chart. Process mapping according to Okrent and Vokurka is categorised into three: creating the ‘As-Is’ model, creating the ‘To-Be’ model and ‘Bridging the Chasm’, alternatively described as getting from current state to a future state. Hines and Rich (1997), suggest process mapping as an excellent process management tool which mainly aims at reducing waste and identifies, eliminates irrationalities and inconsistencies in processes. Jacka and Keller (2002) describe process mapping as way to graphically represent ‘actions’ and ‘stories’ that make up a business, viewing process mapping as not a complete analysis but a tool that helps complete the final analysis of the process under review. Process Mapping, is a very holistic system when applied correctly and four concepts revolve round process mapping, which include: ‘Triggers’ which is an action that occurs and starts the process, often may be the same as the input to process, this is important as usually the customer gets involved at this point; ‘Time Analysis’ – two time factors namely: cycle time – time taken to complete a task and holding time – time an individual item sits in a hold-file, are analysed as part of process maps, as a result timing issues that may exist are easily exposed; ‘Error Rate’ is another considered concept as its evaluation may also show where a process is breaking down, decision items in a process are probable locations for error rate evaluation. The final concept ‘Focusing the Lens’, where business processes are thought of as lenses and as each customer’s interaction passes through it and one of three things can occur: the lens defract the interaction, resulting in an elongated interaction time with the company and trouble for the customer; the lens can focus the interaction, resulting in the speeding up customer service; nothing happens as the process is totally transparent, the customer never realises anything happened, but the process was necessary to complete the interaction (Jacka and Keller, 2002). Peppard et al (1995) suggests that there are advantages and disadvantages to process mapping: Maps explain better the processes; better understanding of the tasks and the problems that face the organisation can be gained. However process maps can prove to be distracting and slow down actions to ensure the integrity of the maps; the maps cannot be relied always as a good means of communications between layers of management. Jacka and Keller (2002), however views the benefits of process mapping as: A holistic approach that helps explores the interrelationships of processes. It is accomplished in a way that allows all employees to have a buy-in to the finished product Helps employees understand how their work adds value and instils additional pride in their work It focuses on the customer and how he sees the company Jacka and Keller (2002) also suggest that it is the steps that go into changing the map to reflect reality that make the map effective and these steps include process identification, information gathering, interviewing and map generation, map analysis and presentation. Project Objectives The objectives planned to be achieved in the project: Present an understanding of business process which forms the fundamentals and framework in which business process mapping is positioned Explain the need for business process mapping as a tool used for eliminating non-value added activities within business processes Understanding the implementation of business process mapping through a case study review of a real world company Build business process maps from the business processes of Suttons International Transfer of knowledge – business process mapping skill to staff of Suttons International Methodology Literature Review A comprehensive review of the relevant literature including a computer assisted search will be undertaken in order to develop an understanding of previous work in the field of Business Process Mapping. Collection of Data The primary data will be collected through the ‘observer as participant’ method and semi structured interviews. Secondary data from company organisational chart, policies, manuals and other relevant sources will extensively be used. Problem-solving Approach The problem-solving approach or action research will be adopted throughout the project. This approach encompasses the researcher reviewing current situation, identifying problems and getting involved in introducing some changes to improve the situation (Naoum, 2007) and has three common themes: Emphasis on the purpose of the research; the involvement of the practitioners and, results could inform other context (Saunders et al, 2000). Case Study The researcher will use Suttons International as a case study to study the implementation of Business process mapping. Project Time Schedule
English Language and Literature homework help. Question 1:Assume that actual overhead consisted of $30,000 for indirect labor, $20,000 for indirect material, and $10,000 for depreciation of factory equipment.ÿ Based on the preset rates, $65,000 of overhead was applied to work in process.a.ÿÿ Overhead is over applied.b.ÿÿ This is viewed as an unfavorable situation.c.ÿÿ There will be a $5,000 debit balance in Factory Overhead.d.ÿÿ All of the above.e.ÿÿ None of theseQuestion 2: The contract interest rate for bonds:A.ÿÿ must equal the effective interest rate.B.ÿÿ is greater than the effective interest rate when bonds are issued at a discount.C.ÿÿ has no relation to the cash flow associated with a particular bond.D.ÿÿ will fluctuate over the life of a bond.E.ÿÿ None of these.Question 3:Norman Corporation issued $100,000 of 7%, 15-year bonds on January 1, 2014 at 102. The proper entry to record issuance of the bonds includes a debit to Cash for:a.ÿÿ $100,000.b.ÿÿ $101,000.c.ÿÿ $101,167.d.ÿÿ $102,000..e.ÿÿ None of these.Question 4:Which of the following statements about treasury stock is true? a.ÿÿ Excess of the sales price over cost should be credited to retained earnings.b.ÿÿ Gains are not recorded on treasury stock transactions but losses are.c.ÿÿ Reacquiring treasury stock causes stockholders equity to decrease.d.ÿÿ Reacquiring treasury stock causes stockholders equity to increase.e.ÿÿ Losses on treasury stock transactions are recorded in income.Question 5:Maxlo Company has 100,000 shares of common stock outstanding. On April 15, the board declared a $.30 dividend to be paid to stockholders of record on May 4.ÿ The dividend was paid on May 15.ÿ The proper journal entry for Maxlo Company on May 15 does include:a.ÿÿ a debit to Dividends Payable for $30,000.b.ÿÿ a debit to Dividends for $30,000.c.ÿÿ a debit to Cash for $30,000.d.ÿÿ Both A and C, above.e.ÿÿ None of these.Question 6:Assume the following sales data for a company:2010ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿ $1,000,0002009ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿ 900,0002008ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿ 750,0002007ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿ 600,000If 2007 is the base year, what is the percentage increase in sales from 2007 to 2009?a.ÿÿ 100%b.ÿÿ 150%c.ÿÿ 50%d.ÿÿ 66.7%Question 7:Alpha Corporation has cumulative preferred stock.ÿ If dividends are not declared in a period, then those dividends area.ÿÿ considered a liability.b.ÿÿ called dividends in arrears.c.ÿÿ distributions of earnings.d.ÿÿ never paid.Question 8:Maloney Company’s balance sheet included cash ($4,000,000), accounts receivable ($16,000,000), inventories ($10,000,000), prepaid expenses ($2,000,000), accounts payable ($9,000,000), and accrued expenses ($7,000,000).ÿ These are the only current items.a.ÿÿ The quick ratio is 2:1.b.ÿÿ The quick ratio is 1.25:1.c.ÿÿ The current ratio is 1.875:1.d.ÿÿ Both A and C.e.ÿÿ None of these.Question 9:Selected information for 2014 is: cost of goods sold, $5,400,000; average inventory, $1,800,000; net sales, $7,200,000; average receivables, $960,000; and net income, $720,000.ÿ Assuming a 360-day year, what was the inventory turnover ratio for 2014?a.ÿÿ 333b.ÿÿ 3c.ÿÿ 7.5d.ÿÿ 20e.ÿÿ None of these.Question 10:On the schedule of cost of goods manufactured:a.ÿÿ beginning work-in-process plus direct materials used equals manufacturing costs.b.ÿÿ cost of goods manufactured is the same thing as total manufacturing costs.c.ÿÿ work-in-process will necessarily increase if total manufacturing costs increase.d.ÿÿ factory overhead plus beginning work-in-process equals manufacturing costs.e.ÿÿ None of these.Question 11:Which costing method seems ideally suited to the production of homogenous products in continuous throughput?a.ÿÿ Activity-based costing.b. ÿÿJob order costing.c.ÿÿ Process costing.d.ÿÿ Absorption costing.e.ÿÿ None of these.Question 12:White Company uses a job order cost system and applies overhead based on estimated rates.ÿ The overhead application rate is based on total estimated overhead costs of $200,000 and direct labor hours of 50,000.ÿ For job 836, direct labor hours were 800. a.ÿÿ Factory Overhead should be debited for $3,200.b.ÿÿ Factory Overhead should be credited for $3,200.c.ÿÿ Overhead Expense should be debited for $3,200.d.ÿÿ Overhead Expense should be credited for $3,200.e.ÿÿ None of these.Question 13:For job 1838, there were 1,000 direct labor hours, and actual overhead was $500 for depreciation and $1,400 for indirect labor.ÿ Overhead is applied at $2 per direct labor hour.ÿ Which account should be debited for $1,900?a.ÿÿ Work in Process.b.ÿÿ Cost of Goods Sold.c.ÿÿ Factory Overhead.d.ÿÿ Cost of Goods Manufactured.e.ÿÿ None of these.Question 14:7,000 units in a process that are 70% complete are referred to asa.ÿÿ 7,000 equivalent units of production.b.ÿÿ 2,100 equivalent units of production.c.ÿÿ 4,900 equivalent units of production.d.ÿÿ 2,100 inequivalent units of productionQuestion 15:A process cost system would be used for all of the following products excepta.ÿÿ chemicals.b.ÿÿ computer chips.c.ÿÿ soft drinks.d.ÿÿ fur coatsQuestion 16:Killox Company makes units that each requires 2 pounds of material at $3 per pound.ÿ 500 and 700 units will be built in May and June, respectively.ÿ Frick keeps material on hand at 20% of the next month’s production needs.ÿ How much is the material cost for May’s output?a.ÿÿ $2,400b.ÿÿ $3,000c.ÿÿ $3,240d.ÿÿ $4,200e.ÿÿ None of these.Question 17:Anticipated unit sales are January, 5,000; February, 4,000; and March 8,000.ÿ Finished goods are consistently maintained at 80% of the following month’s sales.ÿ If units cost $10 each to produce, how much is February’s total cost of production?a.ÿÿ $0b.ÿÿ $40,000c.ÿÿ $72,000d.ÿÿ $80,000e.ÿÿ None of these.Question 18:Total production of 1,000 units of finished goods required 3,900 actual hours at $12 per hour.ÿ The standard is 4 hours per unit of finished goods, at a standard rate of $11 per hour.ÿ Which of the following statements is true?a.ÿÿ The labor rate variance is $3,900 favorable.b.ÿÿ The labor rate variance is $4,000 unfavorable.c.ÿÿ The labor efficiency variance is $1,100 unfavorable.d.ÿÿ The labor efficiency variance is $1,100 favorable.e.ÿÿ None of these.Question 19:If beginning work in process was 600 units, 1,400 additional units were put into production, and ending work in process was 500 units, how many units were completed?a.ÿÿ 500b.ÿÿ 900c.ÿÿ 1,500d.ÿÿ 2,000e.ÿÿ None of these.Question 20:Cost of goods manufactured is calculated as follows:a.ÿÿ Beginning WIP + direct materials used + direct labor + manufacturing overhead + ending WIP.b.ÿÿ Direct materials used + direct labor + manufacturing overhead ? beginning WIP + ending WIP.c.ÿÿ Beginning WIP + direct materials used + direct labor + manufacturing overhead ? ending WIP.d.ÿÿ Direct materials used + direct labor + manufacturing overhead ? ending WIP ? beginning WIP.e.ÿÿ None of the aboveEnglish Language and Literature homework help

Gadget Toy Company’s Network Definition Essay

Drawing Network Gadget Toy Company’s Network Purpose of Critical Path A critical path helps the management to identify the most crucial activity in every project. A critical path is the longest time that a project can take to be completed. At the same time, it is the shortest time that a project can take because it has no float time. Identification of the critical path helps the management in allocating resources and directing the activities in order to accomplish the project within the stipulated time schedule (Webb, 2002). The critical path shows activities whose duration can be reduced to reduce the overall production duration. Otherwise, reducing activities, which do not form part of the critical path, increases cost without reducing the overall project duration. The critical path outlines the most important sets of activities which when implemented the project goals will be realized (Webb, 2002). Tracking the project using the Critical path Critical path analysis allows management to monitor the development of the project while tracing its achievement (Webb, 2002). Through the critical path, the management can tell whether they will be able to meet their targeted goals or not. Any deviation arising are easily detected and remedial action are employed promptly to address any shortcomings. Moreover, the critical path helps the management to identify activities, which can be delayed in order to allocate limited resources to other activities without affecting the project duration. On the same note, the critical path helps the management make good judgments pertaining future changes in costs and other eventualities. To hasten project analysis, Critical path is used to develop Gantt Charts, which illustrates the sequence in which activities are implemented (Webb, 2002). Gantt charts also shows which activities should be completed first before initiating others, without the critical path the management may find it difficult to understand which activities to implement first. Get your 100% original paper on any topic done in as little as 3 hours Learn More Ways Preventing Project delays To keep the project on track the management may decide to switch some resource from an activity with float time to a critical activity. This process helps to ensure that all the critical activities are ran smoothly while delaying other activities, which are not critical (Webb, 2002). Delaying such projects does not affect the overall project duration. From the network drawn above, the management of Gadget Company may opt to delay activity D (Deliver material) to allocate more time for installing tools (activity E). Secondly, the management may opt to hire additional labor, or provide for overtime (work on weekends) in order to reinstate the project back on track. However such as measure means requires additional allocation of money to hire more labor. The other way that a project can be kept on track is by working at night so as to make up for the lost time. The other alternative would involve increasing supply so as to hasten the rate project completion time. However, any decision to increase labor and supply means incurring extra cost, which may not be readily available. Finally, Gadget Toy may opt to crash one of the critical activities to reduce the operation time. Crashing an activity involves reducing the duration taken by an activity at a higher cost. Crashing cost depends on the time reduced on top of the original cost budgeted for that activity. Ways of linking interrelated projects There are several ways of linking multiple projects with interdependencies using the critical path method namely: Performance Evaluation and Review Technique (PERT), Earned Value Management (EVM) Graphical Evaluation and Review Technique (GERT) Program Evaluation and Review technique According to Webb (2002) PERT forms the foundation of planning and forecasting thereby enabling the management to prepare in advance. Apart from this, PERT provide management with ample time when it comes to decisions making especially in interrelated projects and portfolio projects. We will write a custom Essay on Gadget Toy Company’s Network specifically for you! Get your first paper with 15% OFF Learn More This management tool not only helps in effective utilization of resources of resource but it also ensures that all projects are completed within the stipulated time. This is made possible by visibility provided by the project as single process is used for various projects. Finally, PERT is a reliable tool for handling uncertainties because all projects are laid in a horizontal manner that makes it easier for management to detect any delay or slack. Earned Value Management (EVM) EVM is another popular method of linking project that is being used in the modern management practices. It involves analyzing various projects, portfolios and businesses, it provide management with information tools to handle several projects at ago. In addition, EVM provides insight for future changes in project implementation. In order for management to adequately prepare for the impending uncertainties, EVM provides room for prioritizing some projects while delaying others in order to facility a mutual relationship between them. Graphical Evaluation and Review Technique (GERT) GERT operates in a similar way as the Pert but have some differences because it allow looping, project branching and multiple projects handling. GERT is an improvement on PERT because it elaborates the status of a project whether it is successful or not. Incase a project branch fails to deliver the expected results the management switches attention to other branch. Benefits of Linking Projects Linking project has become a popular method of handling various projects that are interrelated, through linking such project the management derives many benefits. Firstly, the management improves planning as linkages facilitate projecting the future trends of the projects in terms of time and money requirement. With such a foresight the management plans in advance on how to overcome such challenges by delaying some projects or by increasing labor to meet the stipulated deadline. Pennypacker and Dye (1999) asserts that connecting several interrelated projects provides room for identifying repetitive activities. This helps in streamlining operation since the criteria for handling this project remains similar from one set of activities to the other. Repeated action promotes managers dexterity and confidence in handling similar projects in future thereby improving their efficiency. Integrating projects helps the managers to reschedule activities to display project interdependencies and how such relationships stretch the available resources. However, with this challenge in the mind the manager ensures proper prioritization of activities for efficiency utilization of limited resources. Not sure if you can write a paper on Gadget Toy Company’s Network by yourself? We can help you for only $16.05 $11/page Learn More With the modern state-of-the- art, linking projects has also provided room for development of software to handles multi-projects in one go. Such development has acted to the best interest of managers whose role has been reduced to monitoring the progress and checking for compliance with the set time limits. Additionally, the management has the challenge of dealing with conflicts between projects and ensuring optimal allocation of resource between such projects. Moreover, the managers have the obligation of allocating resources according to the priorities set for the conflicting projects. Nevertheless, setting priority for activities forming part of the critical path has proved to be cumbersome and as a result, the management should always remain vigilant at such critical moments (Pennypacker and Dye, 1999). Reference List Pennypacker, S.J.

Analyzing Spreadsheets for Business Success

research paper help Analyzing Spreadsheets for Business Success.

You are the Chief Technology Officer (CTO) for a medium sized organization with approximately 1500 employees. Due to problems within the industry, the company’s sales force needs to be reduced by at least 25%. As the head of the Technology department, you must review the performance of all the technical sales people and determine who will be kept and who will be laid off. At present, all of the sales force employees are earning a salary between $50,000 and $100,000. The employees each had to complete a product knowledge exam and have been rated by their managers. Both the exam scores and the manager evaluations were based out of 100 points. The scores and evaluations are provided in the spreadsheet. One employee earned a perfect score (100) on the product knowledge exam. Your decisions on who to layoff will be based primarily on their overall score. Click here to download the spreadsheet for this assignment.Review the provided spreadsheet to ensure the accuracy of the current data and correct any errors that you identify. These could be typos or errors in functions or formulas. Complete the remaining analysis and format the spreadsheet to include the following:Someone made an error when inputting the employees ID numbers and formatted them with decimals. These should be formatted like a Social Security Number. Calculate the Overall Score for each employee out of 100 points. The Product Knowledge Exam is worth 30% of their score and the manager’s evaluation is worth 70%. In the “Layoff?” column, use a VLOOKUP function to identify those employees who will be laid off based on their Overall Score that was calculated and using the provided Table Array found on Sheet 2. Use an absolute reference where appropriate.Format the fonts – colors, sizes, and types to be both professional and visually appealingFormat the rows and columns to appropriate heights or widths for the dataChoose a company name and replace “Company Name” in cell A1 with the new name. Add a company logo that will correspond with the organization’s name. Assure that the logo you choose or design is not copyright protected. Sort the data based on the “Layoff?” column so that the employees who are recommended to be laid off are shown first. Create a line chart that shows the employee names, product knowledge exam scores, and manager ratings. The chart must be on a separate sheet within the file.Make a recommendation to the CEO under the “RECOMMENDATION” cell. You must recommend at least 25% of the employees for layoff. Use the criteria provided for the “Layoff?” column to assist with your recommendation. For any employees recommended for layoff who do not fall below the minimum 70 overall score (indicated in the table on Sheet2), you must justify your reasoning for not keeping the employee.Use a function or formula that uses cell references to calculate the total annual cost savings for the company after your recommended layoffs. Calculate the total salary for remaining employees based on total salary and the savings due to laid off employees that was calculated previously.The following may be helpful as you get started with VLOOKUP, clipart, formulas, and charts.VLOOKUP functionAdd online pictures or clip art to your fileSort data in a range or tableHow to avoid broken formulasCreate a chart from start to finish
Analyzing Spreadsheets for Business Success

Personality factors that underlie belief in the paranormal

Although the term ”paranormal” refers to ”hypothesized processes that in principle are ”physically impossible” or outside the realm of human capabilities” (Thalbourne, 1982; as cited in Irwin, 1993, p. 1), belief in the paranormal seem to be surprisingly common in this modern, technologically sophisticated world. The influence of paranormal phenomena can be observed in the entertaining media as well as in the news, in sports, in business and in peoples’ everyday lives (Goode, 2000). But why people believe in the paranormal phenomena or what persuade them to do so? Skeptics as well as non-skeptics have interests in investigating the nature of belief in the paranormal, albeit with somewhat different objectives in mind. The majority of previous research examining paranormal belief and personality correlates has taken a skeptical view, which suggests that paranormal believers are psychologically dysfunctional, for example, psychotic, neurotic and depressive. Non-skeptics however, at the same time have tried to challenge this hypothesis. The purpose of this study is to support skeptical point of view; firstly, personality factors that may underlie belief in the paranormal phenomena will be described and evaluated. Secondly, the impact of culture and subjective experience on belief in paranormal phenomena will be evaluated. According to Irwin (1993) ”paranormal beliefs are held because they serve significant psychodynamic needs of the individual” and in general this statement is called psychodynamic functions hypothesis (p. 21). According to this hypothesis, skeptics very often consider paranormal believers as psychologically deviant and relate their behaviour with psychopathology. Not without a reason, however. The vast majority of evidence (i.e. Irwin

In less than 100 words, describe the article.

In less than 100 words, describe the article.. Need help with my Linguistics question – I’m studying for my class.

What was the purpose of the study?
What literature support did they have for doing the study?
Describe the sample.
Describe the reliability and validity.
What variables were used in this study? For each variable, indicate the type of data (nominal, ordinal, interval/ratio).
Identify three results.
Identify two major points highlighted in the discussion section of the article.

In less than 100 words, describe the article.