×
Log in to StudySoup
Get Full Access to Probability And Statistics For Engineers And The Scientists - 9 Edition - Chapter 6 - Problem 28e
Join StudySoup for FREE
Get Full Access to Probability And Statistics For Engineers And The Scientists - 9 Edition - Chapter 6 - Problem 28e

Already have an account? Login here
×
Reset your password

Let X1, X2, . . . , Xn represent a random sample from the

Probability and Statistics for Engineers and the Scientists | 9th Edition | ISBN: 9780321629111 | Authors: Ronald E. Walpole; Raymond H. Myers; Sharon L. Myers; Keying E. Ye ISBN: 9780321629111 32

Solution for problem 28E Chapter 6

Probability and Statistics for Engineers and the Scientists | 9th Edition

  • Textbook Solutions
  • 2901 Step-by-step solutions solved by professors and subject experts
  • Get 24/7 help from StudySoup virtual teaching assistants
Probability and Statistics for Engineers and the Scientists | 9th Edition | ISBN: 9780321629111 | Authors: Ronald E. Walpole; Raymond H. Myers; Sharon L. Myers; Keying E. Ye

Probability and Statistics for Engineers and the Scientists | 9th Edition

4 5 1 401 Reviews
16
5
Problem 28E

Let ?X?1, ?X?2, . . . , ?X?n? ?represent a random sample from the Rayleigh distribution with density function given in Exercise 15. Determine a.? ?The maximum likelihood estimator of , and then calculate the estimate for the vibratory stress data given in that exercise. Is this estimator the same as the unbiased estimator suggested in Exercise 15? b.? ?The mle of the median of the vibratory stress distribution. [?Hint?: First express the median in terms of ? .]

Step-by-Step Solution:
Step 1 of 3

Notes for the week of 4/11 Management 300 Key Terms: Management – Guiding employees to complete their various roles and tasks. Leadership – The ability to influence employees to voluntarily pursue organizational goals. Managerial Leadership – The process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives. Authority – The right to perform or command that comes with a given job. Power – The extent to which a person is able to influence others so they respond to orders. Readiness – The extent to which a follower possesses the ability, skills, and willingness to complete a task. Management – Guiding employees to complete their various roles and tasks Providing reward and punishments contingent on performance Best stable situations  Planning  Organizi8ng  Directing  Controlling Leadership – The ability to influence employees to voluntarily pursue organizational goals Can and should be present at all levels in an effective organization Roles:  Passionate enthusiast  Visionary  Cheerleader  Coach  Investing trust and love Managers vs. leaders Managers A. Coping with complexity B. Planning, organizing, directing, and controlling C. Executing plans and delivering goods and services D. Being conscientious E. Acting responsibly F. Putting customers first Leaders A. Coping with change B. Being visionary C. Being inspiring, setting the tone and articulating the vision D. Managing people E. Being inspirational / charismatic F. Acting decisively G. Putting people first – responding to and acting for followers Managerial Leadership – The process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives. Authority – The right to perform or command that comes with a given job. Power – The extent to which a person is able to influence others so they respond to orders. Personalized power – power directed at helping oneself Socialized power – Power directed toward helping others Legitimate power – results from formal positions within the organization Reward power – results from authority to reward their subordination Coercive power – results form an authority to punish their subordinates Expert power – results from expertise Sophisticated knowledge develops over time Results from specialized information Mundane knowledge acquired through experience Referant power – derived from personal attraction Relationship or connection power – results from social alliances or influence Information power – access to and control over important information Generic influence tactics  Rational persuasion – using reason, logic, or facts  Inspirational appeals – building enthusiasm or confidence by appealing to other’s emotions, ideals, or values.  Consultation – getting other to participate in the decisions  Ingratiating tactics – acting humble or friendly or making someone feel good or important before they make a decision  Personal appeals – drawing on friendship and loyalty  Exchange tactics – swapping favors  Coalition tactics – building support by amassing followers  Pressure tactics – using demands threats or intimidation  Legitimating tactics – basing requests on one’s authority, organizational rules and politics, or implied support from superiors Possible responses to generic influence tactics: A. Enthusiastic commitment B. Grudging compliance C. Outright resistance 5 approaches to leadership 1. Trait approaches 2. Behavioral approaches 3. Contingency approaches 4. Full­range approach 5. Four additional perspectives Trait approach – an attempt to identify the distinctive characteristics that account for the effectiveness of leaders Organizations may incorporate personality and leadership traits into selection and promotion Aspiring leaders should invest in cultivating adaptive leadership traits Traits play a central role in how people view/perceive leaders Key positive leadership traits (Ralph Stogidll’s) 1. Dominance 2. Intelligence 3. Self­confidence 4. High energy 5. Task­relevant knowledge Kouzes and Posner’s five traits 1. Honesty 2. Competent 3. Forward­looking 4. Inspiring 5. Intelligent Bass and Bass’s 6 traits 1. Task competence – Intelligence, knowledge, problem­solving skills 2. Interpersonal competence – ability to communicate and ability to demonstrate caring and empathy 3. Intuition 4. Traits of character – conscientiousness, discipline, moral reasoning, integrity, honesty 5. Biophysical traits – physical fitness, hardiness, energy level 6. Personal traits – self­confidence, sociability, self­monitoring, extraversion, self­ regulating, self­efficiency. Gender studies Women tend to have more leadership traits than men, but hold fewer leadership positions Old assumption: Women do not want to aspire to top positions New thinking on women in management careers Women have traits that make them better than men in some instances and vice versa Areas where women score higher than men  Producing high quality work  Goal­setting  Mentoring  Teamwork/being collaborative  Mentoring  Teamwork/being collaborative  Seeking less personal glory  Being motivated less by self­interests  Less turf conscious  Recognizing trends  Generating new ideas  Engaging in participative management  Social leadership Women tend to be more unwilling to complete or sacrifice Kids and family are too important Modesty Women tend to give credit to others rather than taking it for themselves Lack of a mentor Less likely than males to have access to a supportive mentor because they can be excluded from important social networks Starting out lower and more likely to quit Because women start lower, they lack significant general management experience, and have not been around long enough to be selected. Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) Ongoing attempt to develop an empirically based theory to describe understand and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes Surveyed 17000middle managers from 951 organizations across 62 countries Developed a list of universally liked and disliked leader attributes The behavioral approach – Behavioral leadership – approach attempt to determine the distinctive styles used by effective leaders Leadership style – the combination of traits, skills, and behaviors that leaders use to interact with others University of Michigan’s leadership model Job centered behavior – close attention to job and work procedures with the principal concerns being achieving production efficiency, keeping costs down and meeting schedules Employee – centered behavior – managers pay more attention to employee satisfaction and making work groups cohesive Ohio State’s leadership model Initiating structure – focuses on getting things done and performing behavior that organizes and defines what group members should be doing Consideration – focuses on building trust, supporting feelings, and establishing a warm friendly, supportive climate Peter Drucker’s Tips for improving leadership effectiveness 1. Determine what needs to be done 2. Determine the right thing to do for the welfare of the entire enterprise or organization 3. Develop action plans that specify desired results, probable restraints, future revisions, check0ins points, and implications for how one should spend his or her time 4. Take responsibility for decisions 5. Take responsibility for communication action plans and give people the information they need to get the job done 6. Focus on opportunities rather than problems. Do not sweep problems under the rug and treat change as an opportunity rather than as a threat 7. Run productive meetings. Different types of meetings require different forms of preparations and different results. Prepare accordingly. 8. Think and say “we” rather than “I” consider the needs an opportunities of the organization before thinking of your opportunities and needs 9. Listen first speak last Contingency leadership model 2 leadership orientations Diagnosed with the least preferred co­worker scale up 1. Task­oriented – concerned with the task as hand (best in high or low control situations) 2. Relationship­oriented – concerned with people (best in mid­level control situations) Three dimensions of situational control (how much influence do you have in the situation) Diagnosed by answering the questions in parenthesis 1. Leader­member relations – (Do employees accept me) 2. Task structure – (Do employees know exactly what to do) 3. Position power – (Do I have power to reward or punish) Path­Goal leadership Model Path­goal leadership model – holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths or behavior in the workplace and increase their motivation by clarifying the paths or behavior, that will help them achieve those goals providing them with support Recommendations: The meaningful rewards to goal­accomplishment Promote intrinsic motivation Through empowerment Share leadership Key lessons Use more than one leadership style Help employees achieve their goals Modify leadership style to fit employees and task characteristics Path­goal leadership 1. Leader behaviors a. Path­goal clarifying (directive) b. Achievement­oriented c. Work facilitation d. Supportive e. Interaction facilitation f. Group­oriented decision making (participative) g. Representation and networking h. Value­based 2. Employee characteristics a. Locus of control b. Task ability c. Need for achievement d. Experience e. Need for path­goal clarity 3. Environmental factors a. Task structure b. Work group dynamics 4. Leadership effectiveness a. Employee motivation b. Employee satisfaction c. Employee performance d. Leader acceptance e. Interaction facilitation f. Work­unit performance Situational leadership theory – leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers Readiness – The extent to which a follower possesses the ability, skills, and willingness to complete a task. Situational leadership in action 5 steps to applying situational leadership theory 1. Identify important outcomes 2. Identify relevant leadership behavior 3. Identify situational condition 4. Match leadership to the conditions at hand 5. Determine how to make the match The full­range model Full­range leadership – leadership behaviors vary along a full range of leadership styles Full­range model: transactional leadership Transactional leadership – focuses on clarifying employees’ roles and task requirements and providing rewards and punishments that are contingent on performance Key management behaviors: Setting goals and monitoring progress Best is stable situations Motivates people to do ordinary things Prerequisite to any effective leadership style Transformational leadership:  Transforms employees to pursue organizational goals over self­interests  Good in rapidly changing situations  Motivates people to do exceptional things  Encourage higher levels of intrinsic motivation, trust, commitment, and loyalty  Excite passion, inspiring passion Factors that can influence transformational leaders 1. Individual characteristics a. Best characteristics include: extroverted, agreeable, proactive, open to change 2. Organizational culture a. Best characteristics include: adaptive and flexible 4 key behaviors of transformational leaders 1. Inspirational motivation – “Let me share a vision that transcends us all” i. Charismatic leadership ­ using interpersonal attraction to inspire motivation, acceptance, and support 2. Idealize influence – “We are here to do the right thing” i. Inspire trust by acting ethically with consistency and integrity 3. Individualize consideration – “You have the opportunity here to grow and excel” i. Actively encourage employees to grow by giving them challenging work and more responsibility ii. Act as mentors 4. Provide intellectual stimulation – “Let me describe the great challenges we can conquer together” i. Clearly communicate the organization’s strengths, weaknesses, opportunities, and threats ii. Encourages employees to view problems as personal challenges and develop a sense of purpose Positive outcomes of transformational leadership 1. Greater organizational effectiveness 2. Greater leadership effectiveness and employee job satisfaction 3. More employee identification with their leaders and with their immediate work group 4. Greater commitment to organizational change 5. Higher levels of intrinsic motivation, group cohesion, work engagement, setting of goals consistent with those of the leader, and proactive behavior Key considerations  It can improve results for both individuals and groups  It can be used to train employees any level  It requires ethical leaders Things managers should do to be effective transformational leaders  Employ a code of ethics – the company should create and enforce a clearly stated code and ethics  Choose the right people – recruit, select, and promote people who display ethical behavior  Make performance expectations reflect employees treatment – develop performance expectations around the treatment of employees these expectations can be assessed in the performance­appraisal process  Reward high moral conduct ­ identify, reward, and publicly praise employees, exemplify high moral conduct. 4 additional perspectives 1. Leader­member exchange (LMX) – emphasizes that leaders have different sorts of relationships with different subordinates a. In­group exchange (Trust, respect, liking, sense of common fate) i. Partnership relationships b. Out­group exchange (no trust and no respect) i. Overseen relationships 2. Servant leaders a. Focus on providing increased service to others – meeting the goals of both followers and the organization – rather than to one’s self b. Require a long­term transformational approach to life and work 3. Leadership a. Can involve one­to­one, one­to­many, within­group, between­group, and collective interactions via information technology i. E­business – interaction within and between organizations ii. E­commerce – interaction with customers and suppliers 4. Shared leadership a. Leaders and followers need each other, and the quality of the relationship determines how they behave b. Research show that followers seek and admire leaders who create feelings of significance, community, and excitement c. Followers vary in compliance from helpers (most compliant) to independents (least compliant) Characteristics of servant leaders  Focus on listening  Ability to empathize with other’s feelings  Focus on healing suffering  Self­awareness of strengths and weaknesses  Use of persuasion rather than positional authority to influence others  Broad­based conceptual thinking  Ability to foresee future outcomes  Belief they are stewards of their employees and resources  Commitment to the growth of people  Drive to build community within and outside the organization

Step 2 of 3

Chapter 6, Problem 28E is Solved
Step 3 of 3

Textbook: Probability and Statistics for Engineers and the Scientists
Edition: 9
Author: Ronald E. Walpole; Raymond H. Myers; Sharon L. Myers; Keying E. Ye
ISBN: 9780321629111

Other solutions

People also purchased

Related chapters

Unlock Textbook Solution

Enter your email below to unlock your verified solution to:

Let X1, X2, . . . , Xn represent a random sample from the