Refutation of the Myth Theory Essay

The management of people Essay Example | Topics and Well Written Essays - 2500 words

The administration of individuals - Essay Example The executives is a genuine undertaking (Aguilar, 2002). Low camaraderie is an impediment to accomplishment in any undertaking and it is the Manager's obligation not exclusively to ensure that the task is fruitful, yet in addition see that the group is fulfilled. Individuals work in activities to make something for individuals. The issues in ventures are human issues. For each specialized, budgetary or plan issue there is a human issue behind it. The most critical asset any business has is its kin. A noteworthy component in dealing with an entangled venture realizes how to deal with the most valuable resource the HR. Maybe the best test that is introduced by a worldwide undertaking is the administration of the human asset pools. This is valid at a large scale or in general staffing levels and smaller scale or appointment of work to work pools level. The board is presently accepting a more noteworthy job to vital colleagues (Holsapple and Joshi. 2000). Fruitful organizations understand that genuine upper hand lies in the individuals. Organizations have been compelled to reclassify the obligations and build up a convincing reaction for pundits who contest human asset's an incentive to the primary concern. The board has been around since the beginning of progress (Terry, 1960). In crude social orders nearly everyone needed to do physical work. To split away from this weight, about the main decisions were going into governmental issues (rulers) or religion (ministers). Complexities emerge in following the historical backdrop of the executives. Others consider it to be definition as a late present day in the feeling generally advancement conceptualization (Ahmed, Lim, and Zairi. 1999). On those standing it can't have a pre-present day history, just harbingers. Others, then again, distinguish the board like exercises in the pre-current past. Edified urban social orders prompted more specialization, delivered new professional options in contrast to difficult work, and saw a propensity of the individuals who didn't work with the hands to look down on the individuals who did. Others contend present day the board as an order began as an off-shoot of financial aspects in the nineteenth century (Drucker. 1988). Business analysts gave a hypothetical foundation to asset assignment, creation, and evaluating issues (Conceicao, Gibson, Heitor, and Shariq. 1997). About a similar time, pioneers delivered components of specialized creation, for example, normalization, quality-control strategies, cost-bookkeeping, trade capacity of parts, and work-arranging. A considerable lot of these parts of the executives existed in the prior to the war (pre-1861) US slave-based economy. There, 4 million individuals were, as the contemporary uses had it, oversaw in gainful semi large scale manufacturing. By the late nineteenth century, another layer of multifaceted nature is acquainted with the hypothetical underpinnings of the board (Bennis, 1989). The primary tertiary-level course in the board in 1881 is advertised. The board of People furnishes directors and human asset experts with abilities and information for dealing with the individuals parts of key execution (McWilliams, Abagail, and Siegel 1999). In the mid 21st century, it was anything but difficult to see the improvement of a third wave in these settled ideas (Stacey, 1992). Similarly as the 21st century has seen new sorts of associations and better approaches for working together emerge, along these lines, as well, will there

Great News Chegg Announces Exclusive Agreement With The Purdue OWL

Great News Chegg Announces Exclusive Agreement With The Purdue OWL (1) At EasyBib, a Chegg service, we constantly explore new ways to provide outstanding citation and writing help for students. That’s why we’re excited to announce our new partnership with the Purdue University Online Writing Lab, otherwise known as Purdue OWL. So, what is The Purdue OWL? The Purdue OWL has provided free writing resources to students across the globe for over 25 years, and has become synonymous with expert writing resources, including help with citations. Maintained by the Writing Lab in the university’s College of Liberal Arts, the Purdue OWL is dedicated to helping students become better writers. With an exclusive agreement to integrate Purdue OWL content, Chegg will further build on and improve its writing tools, such as the EasyBib Plus grammar and plagiarism checker, and looks forward to receiving insight from the OWL team when planning product developments. What does this mean for me? The aim is to give EasyBib users like you easy access to expert resources and writing tools that continuously improve. To accomplish this, we plan to integrate expert content from the Purdue OWL into the AI-powered EasyBib Plus paper checker. Upon full integration, papers you upload into the EasyBib Plus paper checker will receive AI-enabled instant feedback on grammar, spelling, as well as  be reviewed using Purdue OWL’s rules and standards.  This partnership will help EasyBib build world-class tools, whether it be for citing or writing, that you can easily use whenever you need it. It’s a writer’s dream come true! See additional details about Purdue OWL, Chegg, and the partnership in the official press release. Find help on MLA format, APA citations, Chicago Manual of Style, and more at /.

“My Mommy Raised Me While Daddy Was Never Home”, †Why Would We Say That

â€Å"My Mommy Raised Me While Daddy Was Never Home†, Why Would We Say That? They say that a woman becomes mother when she gets pregnant, while a man – when the baby is born. It is true, as woman meets her child earlier. When the baby is in her belly, they can communicate, feel each other’s mood, get sick together and so on. Whether it does or does not make a mother-to-be happy depends on her personality, of course. The same thing is with a father-to-be. The moment he starts to feel responsibility of being a parent totally depends on what kind of person he is. Generally speaking, within the first couple of years after the baby is born mother’s contribution into his life is way bigger. But the reasons for that mostly have to do with a traditional family order. Woman is the one who’s feeding her child, introducing the world to him, makes him feel safe and develops his personality at the earliest stage. On the other hand, man can do all of this as well, except for the breastfeeding of course. The matter is that the father is usually busy making money and arranging everyday comfort. And isn’t it as important as what his wife does? Nevertheless, when father does participate in raising his baby (some men simply don’t, but we are not considering these cases right now), his part in it seems not as big as woman’s. As a rule, the baby’s first word would be â€Å"mommy† not â€Å"daddy†. In harmonious family parenting is a good team work. When you talk about good team play, you never underestimate or overestimate certain players’ contribution. To sum up, except for some cases, it is not right to compare who are better parents: men or women.

Healthcare Systems Are Influenced By Domestic Policy

With the world becoming increasingly focused on global health there are elements that must be addressed in order to effectively analyze a healthcare system. There are instances in which healthcare systems are influenced by both domestic policy as well as international policy. The Millennium Development Goals (MDG) is an international development agenda agreed upon by 189 countries worldwide focused on addressing the most urgent global development (Skolnik, 2012). By agreeing to this agenda, countries will strive to reach improved measures of health outcomes. One area which would provide the greatest benefit is in addressing health disparity in the least economically developed regions of the world. The establishment of such goals will ensure that countries who are affected by health disparity have the appropriate forum from which they can address these issues from. Data collected from said health outcomes can help to identify if countries are on track to meet these established goals. The information may also prove valuable in highlighting inefficiencies within the system of care could impact both cost of care and patient outcomes (Skolnik, 2012). Health determinants such as income and social status, education, physical environment, social support networks, genetics, health services, and gender are important elements which can be used to analyze a healthcare system (WHO, 2015). In order to streamline the delivery of care, determinants that are specific to one system must beShow MoreRelatedHealth Economics1683 Words   |  7 PagesUnited States (U.S.) Health Care System (HCS) Requirements are to write a three to four page paper covering the following: 1. Identify and evaluate at least three forces that have affected the development of the health care system in the U.S. 2. Speculate whether or not these forces will continue to affect the health care system in the U.S. over the next decade. 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Multicultural Management in the Virtual Project Setting Free Essays

MULTICULTURAL MANAGEMENT IN THE VIRTUAL PROJECT SETTING Carlos Galamba, University of Liverpool Introduction The Virtual Project Setting In today’s globalisation era, effective cross-cultural management of virtual teams is an emerging subject in international business literature and practice. Virtual teaming has a number of potential benefits; not only in terms of human resources flexibility but it can also reduce the operating costs of one organisation. On the other hand, the challenges of such environment should not be undermined. We will write a custom essay sample on Multicultural Management in the Virtual Project Setting or any similar topic only for you Order Now Many scholars have attempted to analyse the impact of virtual work in a number of factors such as communication, leadership, trust, decision-making and productivity (Symons and Stenzel, 2007), while others were particularly concerned with the management of geographically dispersed units and therefore addressed the challenges of working with time zone differences and culturally diverse groups (Ardichvili et al. , 2006). The findings are very interesting and the business literature appears to agree that the virtual project setting is somehow different from face-to-face working and more important it brings some unique challenges. This project will review the literature under these headings and explore the critical issues regarding cross-cultural management in the virtual project setting. Based on the theoretical framework for virtual teaming I will attempt to outline solutions and establish a set of best practices for effective international management of such environments. Managing the virtual environment Critical issues The emerging number of virtual teams is a reality in the global market place. The virtual project setting allows organisations to assign the most skilled individuals to projects across the globe, with less concern for travel or elocation expenses, which improves productivity (Rorive and Xhauflair,  2004). However the challenges of managing culturally and geographically diverse teams must not be undermined. Some of the problems and critical issues arise in different areas such as: communication, technology, synergy among team members, culture and time zone differences (Grosse, 2002; Kuruppu arachchi, 2009). In the next pages I will discuss these issues and review the current literature and theoretical framework to outline possible solutions. |COMMUNICATION | |ISSUE |In the bigger picture the most critical factor with regards to communication is the language barrier. Effective | | |communication can be affected when team members speak different native languages. For instance, Bakbone Software, a US| | |company faced communication problems when Japanese workers were employed in their virtual team, due to their flawless | | |English (Alexander, 2000). | |Nevertheless, some cultures prefer a more formal communication than others, and managers must pay special attention to| | |individual needs. There are a number of communication platforms available, such as phone, email, chat and | | |video-conferencing. Selecting the most appropriate method for a virtual project setting is critical for the project’s | | |success. Ardichvili et al. (2006) found significant differen ces in the preferred methods of communication of Russian | | |and Chinese team members. The former are comfortable with email communication whilst the second would rather prefer | | |face-to-face or phone calls. These findings seem to support the distinction between high and low-context cultures | | |established by Hall (1981). | |SOLUTION |A valuable strategy to deal with communication challenges can be achieved by understanding and identifying everyone’s | | |strengths and backgrounds. By recognising different levels of expertise, skills and experience among team members, | | |virtual team leaders can distribute the workload accordingly. | |Lipnack and Stamps (1999), posit three basic steps to overcome obstacles to communication: listening skills, respect | | |and patience. | | |TECHNOLOGY | |ISSUE |The available technology is another critical factor for virtual teams. It is essential that an equal access to | | |technology can be guaranteed to all team members, otherwise productivity can be compromised (Kuruppuarachchi, 2009). | |Broadband services are not ava ilable in every location and some regions may experience slower internet speed than | | |others or may have incompatible networks | |SOLUTION |Ardichvili et al. (2006) posit that the start of the project is crucial and moreover team leaders must choose the most| | |appropriate computer-mediated technology that best suits the needs of team members. One that can be readily available | | |to all users and therefore potential problems in the use of technology must be identified before the virtual project | | |takes place. | | |CULTURE | |ISSUE |Individualism-collectivism is one of the biggest dimensions of cultural variability. The findings by Gudykunst (1997) | | |and Hofstede (1980) suggest that team members from collectivist cultures are less ready to trust others than those | | |from individualistic cultures. | | |Chow et al. (2000) established that individualistic and collectivist cultures make a sharp differentiation between | | |in-group and out-group members, with regards to knowledge sharing. For example, Chinese managers are found to be more | | |reluctant in sharing knowledge with an out-group member when compared to Americans. |SOLUTION |With regards to culture, many scholars agree that cultural awareness is the most effective solution to minimize the | | |negative effects of cross-cultural differences (Mead and Andrews, 2009). Ardichvili et al. (2006) emphasise that | | |leadership must facilitate an environment of cultural adaptation in order to create a unique competitive advantage. | | |Therefore it is essential that managers have the ability to channel culturally-determined behaviours and d ifferent | | |expectations into rich outputs. | |SYNERGY | |ISSUE |To communicate across cultures it is essential that managers can foster an environment of trust and understanding. | | |Several factors, such as repeated interactions, shared experiences and shared social norms, have been found to | | |facilitate the development of trust (Mayer et al. 1995). Many scholars also argue that face-to-face encounters are | | |irreplaceable when it comes to building trust (Ardichvili et al. , 2006). |SOLUTION |Following Ardichvili et al. (2006) findings, it appears essential that virtual team leaders make personal meetings | | |possible, because face-to-face encounters are one of the most critical factors for trust building, particularly at the| | |beginning of the team’s existence. This has been found to be essential in many cases of virtual teams, like Ericsson | | |in China (Lee-Kelley and Sankey, 2008) and the virtual project of the New South Wales police in Australia (Peters and | | |Manz, 2007). | |Nevertheless, in the virtual project setting, this synergy may be difficult to maintain and it is therefore important | | |that virtual organisations consider activities that indirectly create trust, such as group and individual feedback | | |(Walker et al. , 2002 cited in Ardichvili et al. 2006). | | |TIME ZONE DIFFERENCES | |ISSUE |The problem of working in distant geographical locations arises for example when certain activities need to be | | |synchronized or when real time communication is critical for the project. Due to time zone differences, users may not | | |be able to exchange information instantly. For example, the US company BakBone software, faced some challenges in the | | |coordination of its Israeli and US teams, because they have a 7 hour time difference between them (Alexander, 2000). | |SOLUTION |Precise coordination processes can help conquer time-related challenges and help increase production outcomes. | | |Planning of schedules and tasks appears to reduce repetition in discussion (Lee-Kelley and Sankey, 2008). This | | |planning should also be organic, particularly if disruption of planned activities takes place. Additionally, virtual | | |team leaders must ensure that all team members are aware of time-zone differences so that they can plan ahead the best| | |time for communication. | | |Microsoft for example, has overcome some of these issues by using a 24 hour service in some of their virtual teams | | |(Alexander, 2000). | Ethical implications Lee (2009) describes e-ethics as the ethical leadership that is required in the virtual project setting. The need to address ethical issues in virtual teams has increased over the years and appears to be more important in the international business environment. The literature over this subject appears to agree that there is a clear distinction between the issues raised within this new virtual design when compared to more traditional organisations (Lee, 2009). Therefore, based on the problems and solutions identified before, for the multicultural management in the virtual project setting, I will now attempt to review the ethical implications of such issues. Based on the work developed by Lee (2009) I agree that ethic leadership is ultimately the responsibility of the project manager (p. 457). It is up to the leader to ensure that an ethical environment can be followed by the users at all times, and moreover that environment must be encouraged in the organisational design of the virtual project setting. Cranford (1996) highlights that the use of computers that are in different geographic locations can affect the communicative behaviour of the users involved. For instance, the absence of face-to-face interactions can encourage a more aggressive and disrespectful behaviour. Therefore it is up to the project leader to control this environment, and monitor any unethical behaviour as it can have a negative effect on trust and synergy among team members. Moreover, Lee (2009) agrees that it is essential that a code of ethics is available to all users, so that they understand what is acceptable or not in the virtual environment. Another issue identified in the literature regards the potential for social isolation in the virtual community (Lee, 2009), which in turn can affect motivation and commitment to the project. It is up to the project leader to ensure that all users are participative enough and avoid potential morale problems due to the lack of interaction. The latter has been found to be more noticeable in the virtual environment than in traditional organisations (Lee, 2009). There are a number of other ethical issues in the virtual environment, but the ones identified above appear to be those that are directly linked with working in cross-cultural virtual teams that lack face-to-face interaction. It is essential that leaders can effectively manage the unique ethical issues that arise in the virtual setting; in turn this will increase job satisfaction, efficiency and ultimately improve the service value. Case study BankCo Inc. as a result of a fusion of many multinational companies, as an attempt to create a global brand, with similar corporate identity and global standards. The virtual team members are based in many different countries and come from well distinct cultures, for example Greece, UK, Germany and Singapore. It has been suggested that any poor performance or project delays were not related to the virtual team itself, but mo reover were a result of cultural differences and communication problems (Lee-Kelley and Sankey, 2008). For example, some groups considered the excessive number of conference calls to be unproductive and time-consuming. The critical issues Communication With regards to communication, the authors point out that the excessive number of emails, over a 100 per person per day, was seen as negative by many of the users, particularly in the Greek and UK teams problems (Lee-Kelley and Sankey, 2008). It is suggested that this could be the result of a low-trust culture, where colleagues feel they have to preserve email communication if a dispute takes place, for example. The excessive number of emails also meant that they could not be fully tracked or even read sometimes. The company used video-conference as a replacement for face-to-face interaction, however staff felt that many of these conference calls were very long and unnecessary (over 8 hours in some cases). As suggested in the literature, the business language used can be a challenge for non native speakers, however this was not the case for the team in Singapore, due to their superior command of the English language. In the case of BankCo Inc. this was actually more problematic amongst Germany, Spain and Italy when they had to communicate in English. Also, despite the business language being English, BankCo Inc. as flexible enough to allow certain groups to discuss problems in their native language when interacting with each other, for example, in Singapore, this allowed easier explanation of concepts. Technology With regards to Technology, there were a number of tools available for communication. However, there were cases reported where users were not familiar with them. For example, with th e tool â€Å"Test Director†, created to identify and raise problems, many users were duplicating work, by using emails as a secondary way of raising these problems. The article by Lee-Kelley and Sankey (2008) emphasises that the challenges of technology could be resolved if managers addressed the training needs of the users involved, in a way to improve communication. Synergy among team members In the early stages of the project, it was reported that there was lack of clarity in responsibilities and roles, and therefore people were passing on the problems to others. Also, the authors pointed out that there was no obvious global project leader, which could have been seen by the users as lack of leadership and direction. The scholars highlight that cultural and temporal issues affected the building of trust. For example the UK and Greek teams showed some frustration by the East tendency to avoid answering a question fully. They also felt they could not rely on their Eastern counterparts to complete tasks, even if they were committed to do so. Senior management acknowledged the problem, and highlighted the need for more interaction and understanding. As a consequence, some positive steps were taken, for example by implementing more face-to-face meetings. Culture The authors pointed out that there was a difference in the work ethics between the West and the East, for example despite those in the West work very hard, the colleagues in the East worked longer and socially unaccepted hours. Another issue pointed out was the way that members in the team in Singapore would accept all change requests from senior management, even though they did not have the time to complete those tasks. They justified it as being part of their culture to not reject or disappoint any requests from someone higher in the hierarchy. However, the Western counterparts perceived this as inefficient and pointed out that â€Å"these guys are lying continuously† (Lee-Kelley and Sankey, 2008, p. 60). Time zone differences With regards to this issue there were two different sides: some of the virtual team groups were working long hours, for example in Singapore to allow flexibility and problems to be picked up, even out of routine hours. On the other hand, the West assumed that they could then communicate with the East whenever they wanted to, and some problems arose when staff in Singapore was dealing with queries way past midnight. Conclusion By examining the critical issues regarding global virtual teams, this project offers significant insight to broaden our academic understanding of culturally and geographically distant virtual teams. An emergent perception that arises from this discussion is that the virtual project working has a set of unique characteristics that in turn create new challenges for international management. The findings in the case of BankCo Inc. also suggest that a variety of issues affect cross-cultural virtual teams, but on closer inspection, only cultural differences impacting on conflict and team elations, and time zones differences affecting coordination and communication, may be directly related with the temporal and geographical distance features of virtual teams. Lee-Kelley and Sankey (2008) highlight that the remaining factors, such as trust, technology, and communication are not unique to virtual teams, and can also be found in more conventional organisations. That being said, the ir presence should not be undermined, as it adds to the challenge found in the virtual project setting. For instance, communication as a traditional team issue can be magnified by cultural diversity and distance. Based on this discussion, I would consider the following as a set of best practices for the effective management of cross-cultural virtual teams: EFFECTIVE COMMUNICATION ? Leaders must ensure that a functional language is adopted in the virtual project setting, one that fits the level of diversity of the virtual team. ? The organisation must provide guidelines for communication and adequate training with the relevant communication tools. ? Equal access to information must be assured for all members of one team. ? Recognise that technology is an enabler SYNERGY ? Encourage face-to-face encounters where possible, particularly at the beginning of the team existence. ? Good definition of roles. Leaders must clarify what is expected and what are the responsibilities of all team members and also ensure that members in one team are aware of each other’s responsibilities. ? Set clear, measurable and achievable goals ? Provide constructive feedback VIRTUALLY MINIMIZE TIME-ZONE DIFFERENCES ? Encourage the planning of schedules and tasks. ? Consider the possibility of 24h services. Ensure that all team members are aware of time-zone differences amongst fellow colleagues CULTURAL AWARENESS ? Understand the different backgrounds and distinct cultures of all team members. ? Leaders must be able to predict potential areas of conflict due to cultural differences and prevent them from happening. ? Foster one organisational culture that promotes listening skills, respect and patience among culturally diverse workers. ? Value diversity The fut ure This project identified key areas for cross-cultural management and it represents a step towards more research regarding global virtual teams. Also it provides a more profound understanding of the managerial implications in the virtual project setting. One can argue that the use of virtual teams contribute to a borderless world, however a new set of borders appears to emerge from this particular environment. One that is well distinct from other, more conventional multinational corporations. This project demonstrated that the durability and future of the virtual project setting relies heavily on both the organisational capabilities and the individuals, and moreover that organisations cannot depend solely on their members to attain the organisational goals. Future research is encouraged to address the unique challenges of such organisational design, and contrast the effective leadership styles when face-to-face contact is hardly present. References ? Alexander, S. (2000) Virtual Teams Going Global, InfoWorld, 22(46): 55-56. ? Ardichvili, A. , Maurer, M. , Li, W. , Wentling, T. Stuedemann, R. (2006) ‘Cultural influences on knowledge sharing through online communities of practice’, Journal of Knowledge Management, 10 (1), pp. 94–107 ? Cranford M. (1996) ‘The social trajectory of virtual reality: substantive ethics in a world without constraints’. Technol Soc; 18(1):79–92. ? Jarvenpaa, S, Leidner, D (1999), ‘Communication and Trust in Global Virtual Teams’, Organization Science, 10, 6, pp. 791-815, ? Kuruppuarachchi, PR (2009), ‘Virtual team concepts in projects: A case study’, Project Management Journal, 40, 2, pp. 19-33 ? Lee, M. R. (2009) ‘E-ethical leadership for virtual project teams’, International Journal of Project Management, 27 (5), pp. 456-463 ? Lee-Kelley, L, Sankey, T (2008), ‘Global virtual teams for value creation and project success: A case study’, International Journal Of Project Management, 26, 1, pp. 1-62 ? Mead, R. Andrews, T. G. (2009) International management. 4th ed. Chichester, England: John Wiley Sons. ? Peters, L. M. , Manz, C. C. (2007). ‘Identifying antecedents of virtual team collaboration’. Team Performance Management, 13(3/4), 117–129. ? Rorive, B. et Xhauflair, V. ,  (2004),  Ã¢â‚¬Å"What binds together virtua l teams? Some answers from three case studies†, in Reddy, S. (Ed. ), Virtual teams: concepts and applications, India, ICFAI University Press, pp. 132-140. ? Symons, J. Stenzel, C. 2007) ‘Virtually borderless: an examination of culture in virtual teaming’, Journal of General Management, 32 (3), pp. 1-17 ? Hall, E. T. (1981), Beyond Culture, NY: Anchor Press/Doubleday. ? Lipnack, J. and Stamps, J. (1999), `Virtual Teams’, Executive Excellence, Vol. 16, No. 5, pp. 14-15. ? Grosse, C (2002), ‘Managing Communication within Virtual Intercultural Teams’, Business Communication Quarterly, 65, 4, pp. 22-38 ? Mayer, R. C, Davis J. H. , Schoorman F. D. (1995). An integrative model of organization trust. Acad. Management Rev. 20 (3), pp. 709- 734 ? Hofstede G. 1980), Culture’s Consequence: International Diâ‚ ¬erences in Work-related Values, Beverly Hills: Sage Publications. ? Gudykunst, W. B. 1997. Cultural variability in communication. Comm. Re s. 24 (4) 327-348. ———————– OPENING CASE: BANKCO INC. BankCo Inc. is a large consumer bank that is truly global, with branches in more than 100 countries (Lee-Kelley and Sankey, 2008). By being present in distinct geographic areas (Africa, Europe and Middle East), this is a great example of a virtual organisation that faced unique challenges and more important, it includes all of the critical issues identified above. Team relations and communication were affected by both time zone and more important, cultural differences. Also, I will use this case study as a reference for establishing a set of best practices for â€Å"management in the virtual project setting† for two reasons: 1. It incorporates cross-cultural management of geographically and culturally distant units. 2. The company achieved an outstanding level of success in terms of budget, time and value delivery. 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Mayfield High School Maths Coursework Essay Example

Mayfield High School Maths Coursework Essay I have chosen this particular hypothesis because many students who tend to have a high IQ, have a high KS2 result too. I have also chosen this hypothesis because, many students at my school who have a high IQ tend to do well in their KS2 exams and get a high grade and therefore I would like to find this out for my-self. The data which I will be using to find out if my hypothesis is right or wrong will be from Mayfield High School. All the data that I will need will be provided for me at school on the computers. This data will include a range of different information on students from years 7-11. Sampling For my hypothesis I will be choosing a sampling size. I have chosen my sample size to be 50, as it will be more accurate. Also using the sample size of 50 will give me a wider range of data and therefore help me with my hypothesis more. There are various samples, which can be used. However, I am going to use random sampling and stratify sampling and this way it will avoid bias results. The random sampling will pick out my data in any order. The below formula is used to stratify my samples. We will write a custom essay sample on Mayfield High School Maths Coursework specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Mayfield High School Maths Coursework specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Mayfield High School Maths Coursework specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The formula that I will use to work out my samples is:- Number of students used in sample= Total number of girls/boys in year X Sample Size Total number of students in the school Below is a table with the data which we were provided and also showing how I worked out my samples. All the samples are 0d.p Year Group Number of Boys Samples for Boys Number of Girls Samples for Girls Total 7 151 151/1183 x 50 = 6 131 131/1183 x 50 = 6 282 8 145 145/1183 x 50 =6 125 125/1183 x 50 = 5 270 9 118 118/1183 x 50 = 5 143 143/1183 x 50 = 6 261 10 106 106/1183 x 50 = 4 94 94/1183 x 50 = 4 200 11 84 84/1183 x 50 = 4 86 86/1183 x 50 = 4 170 The number in bold, tells me how much samples I will need from the girls and boys and it also tells me how much samples I will need from each year. Random Sampling After doing the stratified sample, I had to choose the students which I will use to prove my hypothesis. I will need to pick them out from the data which is provided on a spreadsheet. I will pick the samples out by using the random formula which is:- (RAND()*150+1) However, the number after the * changes depending on how much girl or boy students there are in that year. When I put the number in I had to minus one away and then add one back on. However, as I wanted a couple of samples for the same year and same gender, I kept on pressing F9 until I got the random amounts of students I needed. Below are all my samples which I have gathered by using the random formula:- Random Numbers For Year 7 Boys: 103, 119, 89, 6, 4, 78 For Year 7 girls: 73, 114, 30, 23, 34, 76 For Year 8 Boys: 134, 96, 29, 60, 63, 104 For Year 8 Girls:- 39, 69,112, 36, 10 For Year 9 Boys: 64, 11, 14, 48, 81 For Year 9 Girls: 6, 130, 54, 101, 28, 4 For Year 10 Boys: 66, 88, 57, 84 For Year 10 Girls: 60, 53, 66, 47 For Year 11 Boys: 37, 26, 8, 16 For Year 11 Girls: 65, 50, 43, 33 Relevant Data The table below shows the IQ and KS2 results of each student that was selected. This is all the necessary data that is needed. However I have not noted which students are from which years to make sure it is not biased in any way. IQ ENG MATHS SCIENCE 107 5 5 5 106 5 4 5 108 4 5 5 101 4 4 4 99 4 4 4 104 4 5 5 122 5 5 5 100 4 4 4 104 5 4 5 100 4 4 4 109 5 5 5 97 4 4 4 100 4 4 4 112 5 5 5 100 4 4 4 114 5 5 5 100 4 4 4 105 5 4 4 89 3 3 3 114 5 5 5 108 5 5 5 101 4 4 4 101 5 4 4 92 3 3 4 102 5 4 4 91 3 3 4 109 4 5 5 102 4 4 5 91 3 4 4 117 5 5 5 110 5 4 5 100 4 4 4 116 5 5 5 101 4 4 4 100 4 4 4 100 4 4 4 110 5 5 5 102 3 5 4 99 4 4 4 100 4 4 4 92 3 3 3 92 4 3 3 96 3 3 3 106 5 5 5 103 5 4 4 100 4 4 4 103 4 4 5 100 4 4 4 98 4 4 5 92 3 3 4 My Graph From my samples I am going to create a graph. I have decided to do a scatter graph because; it will make it easier for me to see if my hypothesis is correct. It will make it easier for me see this, as all my points will be plotted on the graph and therefore it will give me a better understanding of my results and also a clear view of my correlation line. Below is my graph:- From the graph you can see that my hypothesis is correct. This is because as the IQ results are going higher, so are the KS2 results going higher. I think this because, the clever you are, the more intelligent you are, as you know many things and you can gain more marks. However, from the graph you can see that there is a strong positive correlation. We can see this because, as the KS2 results are going higher, the IQ goes higher too. For example, a student who has a low KS2 result, such as, a level 3, they have a low IQ. However, if you look at the graph, a student who has got a level 5 for English, Maths and Science has got the highest IQ. Product Moment Correlation YR GROUP X Y XY X Y Yr 7 Boys 107 5 535 11449 25 106 5 530 11236 25 108 5 540 11664 25 101 4 404 10201 16 99 4 396 9801 16 104 5 520 10816 25 Yr 7 Girls 122 5 610 14884 25 100 4 400 10000 16 104 5 520 10816 25 100 4 400 10000 16 109 5 545 11881 25 97 4 388 9409 16 Yr 8 Boys 100 4 400 10000 16 112 5 560 12544 25 100 4 400 10000 16 114 5 570 12996 25 100 4 400 10000 16 105 4 420 11025 16 Yr 8 Girls 89 3 267 7921 9 114 5 570 12996 25 108 5 540 11664 25 101 4 404 10201 16 101 4 404 10201 16 Yr 9 Boys 92 3 276 8464 9 102 4 408 10404 16 91 3 273 8281 9 109 5 545 11881 25 102 4 408 10404 16 Yr 9 Girls 91 4 364 8281 16 117 5 585 13689 25 110 5 550 12100 25 100 4 400 10000 16 116 5 580 13456 25 101 4 404 10201 16 Yr 10 Boys 100 4 400 10000 16 100 4 400 10000 16 110 5 550 12100 25 102 4 408 10404 16 Yr 10 Girls 99 4 396 9801 16 100 4 400 10000 16 92 3 276 8464 9 92 3 276 8464 9 Yr 11 Boys 96 3 288 9216 9 106 5 530 11236 25 103 4 412 10609 16 100 4 400 10000 16 Yr 11 Girls 103 4 412 10609 16 100 4 400 10000 16 98 4 392 9604 16 92 3 276 8464 9 Total ?5125 ?98 ?21732 ?527837 ?904 Standard Deviation for X and Y Data Standard deviation for IQ Results SD = ? ? à ¯Ã‚ ¿Ã‚ ½ ? ? à ¯Ã‚ ¿Ã‚ ½ - - n n n = 50 (number of samples) ? ? = 5125 (whole sample added together) ? ? à ¯Ã‚ ¿Ã‚ ½ = 527837 (Square of each data point of the sample added together) SD = 527837 5125 à ¯Ã‚ ¿Ã‚ ½ 50 50 SD = 10556.74- (102.5)à ¯Ã‚ ¿Ã‚ ½ SD = 10556.74- 10506.25 SD = 50.49 SD = 7.105631569 SD = 7.1 (1 D.P) The average value for the X data is:- 5125 = 102.5 50 This therefore, shows that my data is not reliable, as my points would not be close together. I know this because the number that I got when working out my standard deviation, it was, 7.11 and when I worked out the average mean I got 102.5 and therefore, these two numbers are far apart. Standard deviation for the KS2 Results:- SD = ? y à ¯Ã‚ ¿Ã‚ ½ ? y à ¯Ã‚ ¿Ã‚ ½ - - n n n = 50 (Number of sample) ? y = 98 2 (Whole sample added together) ? yà ¯Ã‚ ¿Ã‚ ½ = 904 (Square of each data point of the sample added together) SD = 904 98 à ¯Ã‚ ¿Ã‚ ½ 50 50 SD = 18.08 (1.96) à ¯Ã‚ ¿Ã‚ ½ SD = 18.08 3.8416 SD = 14.2384 SD = 3.773380447 SD = 3.8 (1 D.P) The average value for Y data is:- 98 = 1.96 50 This show that my results for my Y data is reliable, as my standard deviation answer was, 3.77 and my average value answer was, 1.96. As the two numbers are close, this therefore proves that my data is reliable. Product Moment Correlation Coefficient I am now going to work out the Product Moment Correlation Coefficient this is normally written as, Yxy. I will work this out by using the table on the sixth page. I will work this out by using the following formula:- ?xy ?x ?y - - n n n ?xà ¯Ã‚ ¿Ã‚ ½ ?x à ¯Ã‚ ¿Ã‚ ½ ?yà ¯Ã‚ ¿Ã‚ ½ ?y à ¯Ã‚ ¿Ã‚ ½ - X n n n n ? SD = ? ? à ¯Ã‚ ¿Ã‚ ½ ? ? à ¯Ã‚ ¿Ã‚ ½ - - n n SD = ? y à ¯Ã‚ ¿Ã‚ ½ ? y à ¯Ã‚ ¿Ã‚ ½ - - n n Top of Yxy: 21732 5125 98 - - x = 434.64 (102.5 x 1.96) = 233.74 50 50 50 Bottom of Yxy: 527838 5125 à ¯Ã‚ ¿Ã‚ ½ = 7.105631569 50 50 10556.74 10506.25 = 50.49 904 98 à ¯Ã‚ ¿Ã‚ ½ - = 3.773380447 50 50 18.08 3.8416 = 14.2384 Yxy = 2.33.74 / (7.105631569 x 3.773380447) Yxy = 2.3374 / 26.81225123 Yxy = 0.086900573 Yxy = 0.1 (1 D.P) Conclusion Conclusion for my product moment correlation coefficient From working out the standard deviation, I have concluded that my regression line has no correlation. This is because my end result which I got after working out the standard deviation my regression line was 0.0869 This therefore, shows that my regression line has no correlation. However, I am able to tell that my regression line is a positive because it is not a negative number. This shows that my hypothesis was correct, but it was not strongly proved, as my regression line was not a perfect correlation. Overall, from the whole hypothesis I found that the higher the IQ results a student has and more likely they are going to have a higher KS2 result too. You are able to see this on my graph earlier in the work. This therefore proves my hypothesis to be correct.