7 Steps to Make Your Strategic Plan Really Strategic

7 Steps to Make Your Strategic Plan Really Strategic Everyone wants to have a strategic plan. But do we really understand what a strategic plan is?A strategic plan is one which is flexible and more long-term than your usual plan.Generally, plans are made to achieve goals of every kind. But a strategic plan is different in that it covers a wider scope. Typically, this big goal would be your company’s vision.Many organizations seek to have a strategic plan in place.Unfortunately, a majority of them don’t reap its benefits despite spending the resources to come up with one. Source: The Alternative Board Metro Baton RougeAlthough there could be many possible reasons for this, one possibility stands out. The reason is simple yet big in effect. And that is a lack of proper planning.Since we’re talking about strategic planning, not planning well means that the plan is not really strategic. When you make a strategic plan which is not strategic, you lose out on the benefits.The plan will not work as expected and you’ll likely end up frustrated.But there is hope.In this article, we’ll guide you through the process of making a strategic plan.One which will help your business not only grow but also achieve its long-term goals.When you achieve your business goals, the possibilities of improved customer loyalty increase.This is because business goals are usually solution-focused and solutions are what keep customers loyal.As such, the first thing to remember about making a strategic plan is that you need to keep the end in mind.“Every effective winning st rategy is mapped out by focusing on the desired end goal.”  Wayne ChirisaFORMULATING A STRATEGYUnderstanding the importance of having a strategic plan is great.But then for you to benefit from it, you have to develop the strategy.This is a process which requires some effort. Some people find this process to be challenging.Others just don’t believe they can do it successfully. Although you can engage strategic planning consultants, the process is not too difficult such that you can’t do it yourself.In any case, developing the plan with your team enhances the bond between the members.Moreover, whatever you have participated in building usually has more value to you.Take this opportunity to engage your team for this task.Share with them the benefits which await and the potential lying untapped. Once everyone is onboard, follow the below steps and you’ll end up with your strategic plan.1. Identify the ProblemThe first thing to do in any situation requiring action is to identify the problem. If you are to solve a problem, you must accurately identify and even understand it.There are two aspects of a problem which can get you confused:Symptoms â€" these are the signs that there is a problem. If you need any evidence, these will prove it. Examples of symptoms of a problem in business include low sales, cash flow issues and expired goods.Causes â€" these are the root of the problem. Like what happens with a big tree, the roots hold it in place. The bigger the problem, the bigger and deeper the roots are. If tackling a problem is proving a problem in itself, then know that the issue is deep-rooted.Just as is the case with diseases, it’s easy to focus on the symptoms and start fighting them.This will only lead to frustrations as the signs will go away but soon show up again. And the next time they come up, they might be worse.You cannot afford to waste your resources strategizing against symptoms. For good results and maximum benefits, you need to address the root problem.Considering that you’re strategizing with an end in mind, targeting symptoms guarantees a series of failures. This will lead to frustration and a negative attitude towards striving to achieve your goals.Example SituationYou started a bakery business last year. You had done your market research well and decided on this business idea. You love baking and enjoy coming up with new recipes. You have hired talented and equally enthusiastic staff consisting of a sales person, cashier and 2 bakers.With sales coming from family, friends and their referrals, the first 9 months of business were a success. However, despite breaking even within 9 months, you’re yet to achieve 5% market share.In the course of the 15 months you’ve been operating, you have made changes in your operations policy twice. That didn’t make much of a difference though. Whereas you’re still making profit, you’re not growing fast enough.One of your bakers, the more skilled of the two, was poached by a competitor. Now you’re training a new hire. This is quite a setback given your desire to grow fast.Do yo need to make more changes to your operations policy? Do you need to start making more cake flavors? Buy advertising space on TV and the dailies? What do you do? What exactly is the problem? And how do you solve it?Identifying the ProblemAs mentioned, there are symptoms and causes. This is also true in this situation.Here are the signs that there is a problem in this bakery business.Resignation of a skilled employee (the poached baker)Slow growthIncreased operational costs (training new baker)Reduced profitsHaving recognized that there is a problem, do not rush to assume what caused them. Take your time to find out why the problem exists.From our example situation, the possible causes of the baker’s resignation could be many. It could be an unfriendly working environment, low compensation, low employee engagement, lack of career growth opportunities etc. Since ours is an example, the list of possibilities can be long.In your case however, you will have to drill down to the specifics. Even if the majority of businesses relate certain symptoms to   specific causes, you better confirm that it’s the case with you. Do not just tackle the problem as others are doing.There are at least three ways of identifying the problem. But then, these depend on the status of your business.Are you already in business and looking to make improvements? Or are you researching on strategic plans as part of your plan to start your business?If you’re yet to start your business, then the first idea given below may not be relevant to you. Read it for insight though so you’re informed. All the same, the other two will come in handy as they can be part of your market research.Talk to your employees â€" your employees know a lot about the company’s workings than you think. They may not match your education, experience, determination, wisdom or even wealth. Still, being th e ones driving operations, they always have suggestions to make.As a wise manager or business owner, it’s important to recognize the importance of employee engagement. Having your staff engaged has many benefits. Here is a short video on employee engagement. One way to foster engagement is by using the management strategy called Management By Walking Around. This method encourages the management team to intentionally interact with lower-cadre employees. This helps them understand the working environment and assist accordingly.Another way of talking to your employees is by using the bottom-up communication strategy.If you stick to the top-down communication method as many organizations do, you’ll miss some valuable insight from your team.Talk to customers â€" this is crucial for any business as customer feedback tells you how to satisfy customer needs. If you haven’s started your business yet, the customers you talk to can be your family, friends or even a stranger in the shop you’re planning to compete against.It’s all about finding out his opinion about the businessâ€"how it treats customers, the quality of their products, favorite products, quality of services etc.If your business is already running, you have some extra cards at your disposal.You can choose to include Live Chat in your website or blog, feedback forms, email surveys or even make periodic calls to your customers. And being in the digital world we are in, do not forget or ignore social media platforms.To benefit greatly from social media, use social listening tools.These tell you when and where your products or services are being discussed. Checking out those pages or platforms will give you great customer feedback.Check alternative offerings â€" your solution is only good when it delivers on the needs and wants of the customers. And if your goal is to beat the competition, then you have to know where the competition is failing.If alternative products or services can be purchased, tha t would be good. Buy and test them. If buying seems challenging, then read online reviews and comments from the manufacturers and their customers.This stage of identifying the problem to be solved is often the most challenging. For you to be unique and grow, you have to solve a real problem.Kevin Systrom and Mike Krieger, the founders of Instagram, realized this before they developed the photo-sharing app. They found out that the algorithm part was not the most difficult.The biggest challenge was identifying the problem to solve. Watch Kevin talk about it in the below video. 2. Define the SolutionOnce you know what the real problem is, it’s time to define the solution. This is a very simple step to take.If the customers are not happy with certain aspects of the options currently available, then your product should fix that. Succeeding in doing so is what will prove your prowess and establish you as the solution.This way, what you offer will sell well. And upon satisfying customer needs, you’ll move towards becoming the market leader.When you define your solution, communicate it and ensure everyone understands it.One way of simplifying this is by coming up with a solution statement. This will guide the daily operations and serve as motivation for achieving the set goals.You can have a solution statement for the whole business or for individual departments.For instance, you may have a product which needs improvements so as to compete better against the competition.For that to happen, the solution may include making changes to the product, changing the marketing strategy and improving on logistics.The production department can have their own solution statement telling them how they should improve the product so as to make it better.The marketing department can have one telling them how to market the product better. The logistics guys can as well have a solution statement telling guiding them on how to improve product availability.Here is an example that has b een perfectly crafted showing both the need (problem) and the solution. It’s from the African Leadership Academy. Source: ELPowerpoints20133. SWOT AnalysisHaving a solution statement is like knowing where you’re going. This is the vision you have to achieve.If you’re developing a product, you know what you want it to do and even how it will look like. You know the needs it should satisfy and in which way.With that, you now find out how best to go about the process.This will lead you to the SWOT analysis which looks at your Strengths Weaknesses Opportunities and Threats.After analyzing these, you will know which route is the best to follow to reach your goal. This is the route that is most efficient and least expensive.For a successful SWOT analysis, you should check the whole business and not just yourself or the management team. It is said that a chain is only as strong as its weakest link. This is true in every team formation.Do not overlook any team or department and assume that they are strong enough. Check them out individually to ascertain their contribution.Here is how to do it:Streng ths â€" your strengths are the things which give you a natural competitive edge. Note the word “natural.” As much as you may improve your skills and even learn new ones, start by first listing those which come naturally.For example, if a member of your team loves engaging with others and easily influences people to follow her, then you have a marketer. This is regardless of whether she is currently holding that position or not.If you have someone who loves details, is very analytical and loves proving theories right or wrong, then you have a potential data analyst. This person can also be an accountant or even an internal auditor.Checking out your strengths should not be limited only to human resources. Do you happen to have a fat bank account? Maybe you can hire the best talent. Many company vehicles? You could have more efficient deliveries.What about your location? If you’re close to the market then you can save transport costs.Do you have special relationships with supplie rs, marketing agencies, media personalities, influencers etc?Those could come in handy too. Especially if the competition doesn’t have the same.Weaknesses â€" though not the most fun things to discover, your company’s weaknesses are nevertheless important to know. Ignoring them will be like allowing a broken wall to remain unrepaired.Knowing your weaknesses helps you know what to avoid. You can also use the knowledge to improve specific skills which are required to fulfill your goals.For example, you may have financial constraints. This will prevent you from hiring the best marketing agency. And since you don’t have any employee naturally good at marketing, you can opt to pick one and train him on social media marketing.Obviously, the marketing agency would have done more.They can come up with a marketing strategy, create blog content (text, images and videos), advertise in the dailies etc.However, you can substitute much of that through social media marketing.Opportunities †" opportunities are all over and businesses never lack these. In most cases, opportunities come in the form of problems. Whenever there is a problem, it is an opportunity to come up with a solution. It’s just a matter of who comes up with a solution first.Related to providing the solution, take heed not to be distracted by the need or desire to develop the best solution all at once. This will delay your progress.By the time your perfect solution is out, your competitor may have several versions of imperfect solutions and has built his brand.Having gone through the step of identifying the problem, you certainly have an opportunity to showcase what you have.More than that, anything else related to the problem you’re solving is an opportunity.For example, you may have picked the problem of delivering purchased products to your customers since others don’t do it.A related problem is creating convenience in payments. Add different payment options and ensure the whole system is secu re.If you decide to handle the absence or limited availability of healthy drinks, you can later on venture into healthy snacks.As you do your research, it’s important to consider the possibilities of growing your brand. Generally speaking though, opportunities always abound. You just have to keep your eyes and mind open and have the right attitude.Threats â€" depending on your industry, the threats facing your business may be many or little. It’s important to note that threats are very different from weaknesses though the two may be connected.Whereas weaknesses are usually internal in nature, threats are external. Threats are all about the factors which you can neither control nor accurately predict. As such, it can be very difficult identifying threats to your business.Some threats include economic factors, cyber crime, climate changes to weather-dependent businesses, political support and government regulations. Business threats can bring an established company tumbling down v ery easily.The best thing to do is to try and do a lot of research prior to settling for a business idea. And while the business is still running, do your best to stay informed and anticipate changes.You can check out this article for some questions to help you identify potential business threats.Knowing what you can do and what to avoid, you can now proceed to work on the execution of the strategy.4. Define Departmental Goals and Set TimelinesThe strategy will be executed at the departmental level.that doesn’t mean that everyone just goes ahead and implements their own interpretation of the strategic plan. There has to be order.As the business owner or leader or part of the management, you’ll have to break the vision into something smaller.Instead of posting the vision on the company notice board and letting people work towards it, let every department know what they’re expected to do and achieve.This will make it easier since everyone knows what their contribution is. It als o motivates the individual employees as they see the relevance of what they do and how it adds to the end results.As you break down the big goal into smaller departmental goals, try and make your goals smart.You have most likely read or heard much about SMART goals. True to their popularity, they are indeed helpful.They are even revolutionary if you have fallen into the pit of frustration from failing to achieve your goals. Source: Edward GiffordHere are some examples of how this could work out:IT DepartmentFind and install the best freeware tools to help improve the security and efficiency of the company’s IT Infrastructure.Tools to be used include firewall systems, antivirus systems and system cleanup and speedup tools.This should be achieved within 3 months.Finance DepartmentPerform an internal audit of the financial status of the company and advise on ways to improve cash flow without interfering with the marketing budget. This should be finished within 3 months.HR DepartmentDraft policies on employee training, compensation and non-discrimination. Implement the same to achieve a minimum of 20% employee engagement at work. This should be achieved in 6 months.Every other department should have similar goals clearly defined and committed to.5. AccountabilityDepartmental goals should be communicated from the top management to the departmental heads. This will make the managers accountable.Even if the communication in the organization is great, you should avoid calling a meeting and presenting this to all the staff at the same time.Though many people aren’t huge fans of being held accountable, this is a necessity if success is to be realized. In case your employees do not appreciate accountability, then you have to instill it into them.Here is a great video showing how to hold people accountable. And the most important part of it is that it all starts with you. As the head of each department takes the responsibility of overseeing the realization of his department’s goals, he is to communicate the expectations to his team.The individual teams will divide the work among themselves and work towards the goals.It’s crucial to help the managers understand how their work affects the other teams’ work.For example, if the IT team doesn’t secure the company systems, there may be a ransomware attack.That could negatively affect the company as operations may be affected and money u sed to pay the attackers.If the HR department doesn’t work on improving employee engagement, employees are likely to be unproductive at work.This results in reduced productivity and loss of business opportunities. In that situation, no goals will be achieved in spite of the strategic plans in place.6. RolloutWith everyone understanding the role they’re to play, it’s now action time.As you roll out your strategic plan, keep in mind that implementing a plan is a process. Every department must come up with a way of achieving their goals.“Strategy without process is little more than a wish list.”  Robert FilekKey in successfully implementing the plan is to identify any task dependencies. If the execution of one task depends on another’s results, then they should be arranged accordingly. The idea is to help avoid a backlog of tasks.With a smooth flow of tasks, resources are also well planned for. There will be less wastage and whatever is available will be put to good use.7. Review and ImproveThe set timelines are essential in tracking the progress of the individual and overall business plan.However, you must remember that you have dealt with the factors you are able to. There are factors which are beyond your control.Apart from the threats you identified at the third stage of this process, the nature of business is that it’s simply unpredictable.It therefore becomes necessary to make relevant changes to your strategic plan as time goes by.The beautiful thing about a strategic plan, or more simply, a strategy, is that it doesn’t change much.You’ll not need to make big changes but small improvements as the business environment changes.“After a business implements a strategy, competitors will react, and the firm’s strategy will need to adapt to meet the new challenges. There is no stopping point and no final battle. The competitive cycle continues on perpetually. Produce and compete or perish.”  Thomas Timings HolmeThe reviewing and improvin g part of implementing a strategic plan is crucial. Understand that flexibility is part of the strategy. So the overall strategic plan anticipates changes.The responses and reactions of the competition should be watched keenly and responded to quickly.Try and understand what the competitor’s reaction means and where it could be intended to lead.CONCLUSIONAs you think of making a strategic plan, keep in mind that the biggest challenge is in identifying the problem.It’s possible that a business produces a solution to a non-existent product.Once you understand the problem and come up with a solution, launch it and have a clear path to follow towards achieving your goal.

Education Is Not Preparation For Life - 1155 Words

â€Å"Education is not preparation for life; Education is life for itself.† These are the words of John Dewey, which have led an everlasting impression on my mind. It relates to the idea of lifelong learning, and the knowledge that education is much more than what lies within the curriculum. Whenever I pause by to reflect on my ken of knowledge, I feel that how little I have learnt and that an enormous, unknown and fascinating wealth of knowledge lies before me, yet to be explored. Education is like an edifice based on strong rudiments and strengthened by the fundamentals and practical skills acquired during one’s lifetime. So my main goal is to design the next generation innovations in field rather than being just a user of existing technologies and findings. So I intend to pursue Master of Science degree in â€Å"Automotive software Engineering† at your university as the first step towards obtaining a PHD. â€Å"Nothing is Impossible in Life† has always been a motivating force behind all my achievements. I strongly believe that enjoy what we do and having the passion to pursue, we can ultimately achieve our destination, no matter how much efforts are needed. My inherent urge and interest to pursue engineering emanates from an instinctive inclination for Physics and Mathematics since my schooling. From early childhood, I was very captivated with electronic appliances around me. I would ask my parents about their principle of working. I always tried to find out what basic elements andShow MoreRelatedEducation Is Not Preparation For Life998 Words   |  4 PagesJohn Dewey once said, â€Å"Education is not preparation for life; education is life itself. 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Barn Burning Abner Snopes Character Analysis Essay

William Faulkners short story Barn Burning describes a typical relationship between wealthy people and poor people during the Civil War. The main character, Abner Snopes, sharecrops to make a living for his family. He despises wealthy people. Out of resentment for wealthy people, he goes and burns their barns to get revenge. Abners character over the course of the story is unchanging in that he is cold hearted, lawless, and violent.brbrFirst, Abners unchanging character shows his cold heartedness. After being sentenced to leave the country for burning a mans barn, he shows no emotions to his family. During the story, there was not a time when he apologized or offered a word of encouragement to them. His tone of voice when talking†¦show more content†¦Abners act of breaking the law begins when he was supposed to be fighting in the Civil War, but instead he stole horses from both sides of the lines. When Abner returned home, he continued his act of breaking the law by committi ng arson. At the beginning of the story, Abner is in a makeshift courtroom where he is being tried for burning Mr. Harris barn. There was no evidence to rule against Abner so he was advised to leave the country. I aim to. I dont figure to stay in a country among people whoÂ… (217). After sly remarks of barn burner(218) from a group of people standing near, Abner tells his family to get in the wagon and get ready for travel. Abner and his family traveled to their next house where things got off to a bad start. Just a few days had gone by and Abner took Major DeSpain to court claiming his fine was to high for the damage he did to his rug. The court ruled in DeSpains favor fining him, to the amount of ten bushels of corn over and above your contract with him, to be paid to him out of your crop at gathering time (226), thus setting off Abners anger. 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Smu I Sem Stat Assignments Set 2 Free Essays

rMBA SEMESTER 1 MB0040 – STATISTICS FOR MANAGEMENT- 4 Credits (Book ID: B1129) Assignment Set- 1 (60 Marks) Note: Each question carries 10 Marks. Answer all the questions 1. What do you mean by Statistical Survey? Differentiate between â€Å"Questionnaire† and â€Å"Schedule†. We will write a custom essay sample on Smu I Sem Stat Assignments Set 2 or any similar topic only for you Order Now ANS: Definition of statistical survey: A Statistical survey is a scientific process of collection and analysis of numerical data. Statistical surveys are used to collect numerical information about units in a population. Surveys involve asking questions to individuals. Surveys of human populations are common in government, health, social science and marketing sectors. Stages of Statistical Survey: Statistical surveys are categorized into two stages – planning and execution. The two broad stages of Statistical survey AS FOLLOWS: [pic] Planning a Statistical Survey: The relevance and accuracy of data obtained in a survey depends upon the care exercised in planning. A properly planned investigation can lead to best results with least cost and time. Steps involved in the planning stage are as follows: Step 1: Nature of the problem to be investigated should be clearly defined in an unambiguous manner. Step 2: Objectives of the investigation should be stated at the outset. Objectives could be to: †¢ Obtain certain estimates †¢ Establish a theory †¢ Verify an existing statement †¢ Find relationship between characteristics Step 3: The scope of the investigation has to be made clear. The scope of investigation refers to the area to be covered, identification of units to be studied, nature of characteristics to be observed, accuracy of measurements, analytical methods, time, cost and other resources required. Step 4: Whether to use data collected from primary or secondary source should be determined in advance. Step 5: the organization of investigation is the final step in the process. It encompasses the determination of the number of investigators required, their training, supervision work needed, funds required. Execution of Statistical survey: Control methods should be adopted at every stage of carrying out the investigation to check the accuracy, coverage, methods of measurements, analysis and interpretation. The collected data should be edited, classified, tabulated and presented in diagrams and graphs. The data should be carefully and systematically analysed and interpreted. Differentiate between â€Å"Questionnaire† and â€Å"Schedule†: Questionnaires contain simple questions and are filled by respondents. Schedules also contain questions but responses are recorded directly by the investigator. 2. The table shows the data of Expenditure of a family on food, clothing, education, rent and other items. Depict the data shown in the table using Pie chart. |Items |Expenditure | |Food |4300 | |Clothing |1200 | |Education |700 | Rent |2000 | |Others |600 | ANS: [pic] Fig: Pie-chart showing expenditure of a family on various items 3. Average weight of 100 screws in box A is 10. 4 gms. It is mixed with 150 screws of box B. Average weight of mixed screws is 10. 9 gms. Find the average weight of screws of box B. ANS: GIVEN THAT: †¢ n1=100, †¢ n2 = 150, †¢ X1 = 10. 4 Gms, †¢ [pic]= 10. 9 Gms, †¢ X2 =? WE KNOW THAT: [pic] 10. 9 = (100*10. 4) + (150 X2) / 100+150 10. 9 = 1040 + 150 X2 / 250 0. 9*250 = 1040 + 150 X2 2725 = 1040 + 150 X2 150 = 2725-1040 X2 =1685 / 150 X2 = 11. 23 Gms Therefore, the average weight of screws of box B is 11. 23 gms. 4. (a) Discuss the rules of â€Å"Probability†. (b) What is meant by â€Å"Conditional Probability†? ANS: 1. Addition rule: The addition rule of probability states that: i) If ‘A’ and ‘B’ are any two events then the probability of the occurrence of either ‘A’ or ‘B’ is given by: [pic] ii) If ‘A’ and ‘B’ are two mutually exclusive events then the probability of occurrence of either A or B is given by: [pic] ii) If A, B and C are any three events then the probability of occurrence of either A or B or C is given by: [pic] In terms of Venn diagram, from the figure 5. 4, we can calculate the probability of occurrence of either event ‘A’ or event ‘B’, given that event ‘A’ and event ‘B’ are dependent events. From the figure 5. 5, we can calculate the probability of occurrence of either ‘A’ or ‘B’, given that, events ‘A’ and ‘B’ are independent events. From the figure 5. 6, we can calculate the probability of occurrence of either ‘A’ or ‘B’ or ‘C’, given that, events ‘A’, ‘B’ and ‘C’ are dependent events. pic] iv) If A1, A2, A3†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦, An are ‘n’ mutually exclusive and exhaustive events then the probability of occurrence of at least one of them is given by: [pic] 2. Multiplication rule: If ‘A’ and ‘B’ are two independent events then the probability of occurrence of ‘A’ and ‘B’ is given by: [pic] Conditional Probability: Sometimes we wish to know the probability that the price of a particular petroleum product will rise, given that the finance minister has increased the petrol price. Such probabilities are known as conditional probabilities. Thus the conditional probability of occurrence of an event ‘A’ given that the event ‘B’ has already occurred is denoted by P (A / B). Here, ‘A’ and ‘B’ are dependent events. Therefore, we have the following rules. If ‘A’ and ‘B’ are dependent events, then the probability of occurrence of ‘A and B’ is given by: [pic] It follows that: [pic] For any bivariate distribution, there exists two marginal distributions and ‘m + n’ conditional distributions, where ‘m’ and ‘n’ are the number of classifications/characteristics studied on two variables. 5. (a) What is meant by â€Å"Hypothesis Testing†? Give Examples (b) Differentiate between â€Å"Type-I† and â€Å"Type-II† Errors ANS: Hypothesis Testing: Hypothesis testing is about making inferences about a population from only a small sample. The bottom line in hypothesis testing is when we ask ourselves (and then decide) whether a population, like we think this one, would be likely to produce a sample like the one we are looking at. Testing Hypothesis: In hypothesis testing, we must state the assumed or hypothesised value of the population parameter before we begin sampling. The assumption we wish to test is called the null hypothesis and is symbolised by ? Ho†. The term null hypothesis arises from earlier agricultural and medical applications of statistics. In order to test the effectiveness of a new fertiliser or drug, the tested hypothesis (the null hypothesis) was that it had no effect, that is, there was no difference between treated and untreated samples. If we use a hypothesised value of a population mean in a problem, we would represent it symbolically as ? H0. This is read – The hypothesized value of the population mean. If our sample results fail to support the null hypothesis, we must conclude that something else is true. Whenever we reject the hypothesis, the conclusion we do accept is called the alternative hypothesis and is symbolised H1 (â€Å"H sub-one†). Interpreting the level of significance: The purpose of hypothesis testing is not to question the computed value of the sample statistic but to make a judgment about the difference between that sample statistic and hypothesised population parameter. The next step after stating the null and alternative hypotheses is to decide what criterion to be used for deciding whether to accept or reject the null hypothesis. If we assume the hypothesis is correct, then the significance level will indicate the percentage of sample means that is outside certain limits (In estimation, the confidence level indicates the percentage of sample means that falls within the defined confidence limits). Hypotheses are accepted and not proved: Even if our sample statistic does fall in the non-shaded region (the region shown in below figure that makes up 95 percent of the area under the curve), this does not prove that our null hypothesis (H0) is true; it simply does not provide statistical evidence to reject it. Why? It is because the only way in which the hypothesis can be accepted with certainty is for us to know the population parameter; unfortunately, this is not possible. Therefore, whenever we say that we accept the null hypothesis, we actually mean that there is not sufficient statistical evidence to reject it. Use of the term accept, instead of do not reject, has become standard. It means that when sample data do not cause us to reject a null hypothesis, we behave as if that hypothesis is true. [pic] fig: Acceptance and rejection region of sample Selecting a Significance Level: There is no single standard or universal level of significance for testing hypotheses. In some instances, a 5% level of significance is used. In the published results of research papers, researchers often test hypotheses at the 1 percent level of significance. Hence, it is possible to test a hypothesis at any level of significance. But remember that our choice of the minimum standard for an acceptable probability, or the significance level, is also the risk we assume of rejecting a null hypothesis when it is true. The higher the significance level we use for testing a hypothesis, the higher the probability of rejecting a null hypothesis when it is true. 5% level of significance implies we are ready to reject a true hypothesis in 5% of cases. If the significance level is high then we would rarely accept the null hypothesis when it is not true but, at the same time, often reject it when it is true. When testing a hypothesis we come across four possible situations. The above figure shows the four possible situations. [pic] Table: Possible situations when testing a hypothesis The combinations are: 1. If the hypothesis is true, and the test result accepts it, then we have made a right decision. 2. If hypothesis is true, and the test result rejects it, then we have made a wrong decision (Type I error). It is also known as Consumer? s Risk, denoted by ?. 3. If hypothesis is false, and the test result accepts it, then we have made a wrong decision (Type II error). It is known as producer? s risk, denoted by ? 1 – P is called power of the Test. 4. Hypothesis is false, test result rejects it – we have made a right decision. Type-I† and â€Å"Type-II† Errors: Suppose that making a Type I error (rejecting a null hypothesis when it is true) involves the time and trouble of reworking a batch of chemicals that should have been accepted. At the same time, making a Type II error (accepting a null hypothesis when it is false) means taking a chance that an entire group of users of this chemical compound will be poisoned. Obviously, the managem ent of this company will prefer a Type I error to a Type II error and, as a result, will set very high levels of significance in its testing to get low . Suppose, on the other hand, that making a Type I error involves disassembling an entire engine at the factory, but making a Type II error involves relatively inexpensive warranty repairs by the dealers. Then the manufacturer is more likely to prefer a Type II error and will set lower significance levels in its testing. 6. From the following table, calculate Laspyres Index Number, Paasches Index Number, Fisher? s Price Index Number and Dorbish Bowley? s Index Number taking 2008 as the base year. Commodity |2008 |2009 | | |Price (Rs) per Kg |Quantity in Kg |Price (Rs) per Kg |Quantity in Kg | |A |6 |50 |10 |56 | |B |2 |100 |2 |120 | |C |4 |60 |6 60 | |D |10 |30 |12 |24 | |E |8 |40 |12 |36 | Sol: Commodity |2008 |2009 |   |   |   |   | | |P0 |Q0 |P1 |Q1 |P1Q0 |P1Q1 |P0Q0 |P0Q1 | |A |6 |50 |10 |56 |500 |560 |300 |336 | |B |2 |100 |2 |120 |200 |240 |200 |240 | |C |4 |60 |6 |60 |360 |360 |240 |240 | |D |10 |30 |12 |24 |360 |288 |300 |240 | |E |8 |40 |12 |36 |480 |432 |320 |288 | |   |   |   |   |   |1900 |1880 |1360 |1344 | |   |   |   |   |   |? P1Q0=1900 |? P1Q1= |? P0Q0= |? P0Q1= | | | | | | | |1880 |1360 |1344 | (A) Laspyres Index Number =? P1Q0 / ? P1Q1 x 100 =1900 / 1880 x 100 = 1. 0106 x 100 = 101. 06 Ans. (B) Paasches Index Number =? P1Q1 / ? P0Q1 x 100 =1880 /1344 x 100 =1. 3988 x 100 =138. 88 Ans. (C) Fisher’s Price Index Number = ? P1Q0 x ? P1Q1 / ? P0Q0 x ? P0Q1 X 100 = 1900 x 1880 / 1360 x 1344 X 100 = 1. 9542 x 100 = 1. 3979 x 100 = 139. 79 Ans. (D) Dorbish Bowley? s Index Number = ? P1Q0 / ? P0Q0 + ? P1Q1 / ? P0Q1 x 100 = 1900 / 1360 + 1880 / 1344 x 100 = 2. 795 x 100 = 1. 6718 x 100 = 167. 18 Ans. [pic] How to cite Smu I Sem Stat Assignments Set 2, Papers

Washed out Essay Example For Students

Washed out Essay Randall Jackson Jarrell was born on May 6, 1914 in Nashville, Tennessee. He was the first child to Campbell and Owen Jarrell. He attended Hume-Fogg High School in Nashville and later graduated. He then attended Vanderbilt University through the generosity of his uncle Howell Campbell. His teacher, John Crowe Ransom, considered him â€Å"the best by far of the young writers in his workshop.† Jarrell later went on to teach at some well know colleges and universities. He also went into the army and wanted to be a gunner but he failed. Jarrell had a mental break down, and was hospitalized for a while. He was released from the medical center. He was on a trip back to the doctor and he was fatally hit by a car on October 14, 1965â€Å"The Death of the Ball Turret Gunner† really has no verse nor does it have a rhyme scheme, so it would be classified as a regular meter. It has five lines, and is a good poem. It could really have many different meanings, depending on who the rea der is. The main meaning that people often hear about, would be, that this guy is a ball turret gunner and has been chosen to go up in battle. When the wind hits his jacket it then freezes and then with no warning the enemy destroys his body. The only thing that the guys on the ground could do to get his mutilated body out is to wash the turret out. Many people believe that this poem was influenced by his experience in the Air Force. Jarrell wanted to be a gunner. When his chance came up, he was not chosen to be the gunner. He was then transferred to Tucson to serve as an B-29 crewman. On the other hand there are some people that have criticized the poem. They say that â€Å"Jarrell should not tell the horrors of war and let the people find it out when the have to go to war.† These people take the poem apart and twist the meaning to make it mean what the want it to. We will write a custom essay on Washed out specifically for you for only $16.38 $13.9/page Order now Over all this is a great poem. It has many different meanings and most of America can somewhat be like the gunner. They try and try to get what they want and they fail, and not even close to what they wanted. Bibliography:

Battle of Thermopylae in the Persian Wars

Battle of Thermopylae in the Persian Wars The Battle of Thermopylae is believed to have been fought in August 480 BC, during the Persian Wars (499 BC-449 BC). Having been turned back at Marathon in 490 BC, Persian forces returned to Greece ten years later to avenge their defeat and conquer the peninsula. Responding, an alliance of Greek city-states, led by Athens and Sparta, assembled a fleet and an army to oppose the invaders. While the former engaged the Persians at Artemisium, the latter assumed a defensive position at the narrow Pass of Thermopylae. At Thermopylae, the Greeks blocked the pass and beat back Persian assaults for two days. On the third, the Persians were able to flank the Greek position after being a shown a mountain path by a Trachinian traitor named Ephialtes. While the bulk of the Greek army retreated, a force of 300 Spartans led by Leonidas I as well as 400 Thebans and 700 Thespians remained to cover the withdrawal. Attacked by the Persians, the Spartans and Thespians famously fought to the death. Advancing south after their victory, the Persians captured Athens before being defeated at Salamis that September. Background Having been turned back by the Greeks in 490 BC at the Battle of Marathon, the Persians elected to begin preparing a larger expedition to subjugate Greece. Initially planned by Emperor Darius I, the mission fell to his son Xerxes when he died in 486. Intended as a full-scale invasion, the task of assembling the necessary troops and supplies consumed several years. Marching from Asia Minor, Xerxes intended to bridge the Hellespont and advance on Greece through Thrace. The army was to be supported by a large fleet which would move along the coast. As a previous Persian fleet had been wrecked off Mount Athos, Xerxes intended to build a canal across the mountains isthmus. Learning of Persian intentions, the Greek city-states began making preparations for war. Though possessing a weak army, Athens commenced building a large fleet of triremes under the guidance of Themistocles. In 481, Xerxes demanded tribute from the Greeks in an effort to avoid war. This was refused and the Greeks met that fall to form an alliance of the city-states under the leadership of Athens and Sparta. United, this congress would have the power to dispatch troops to defend the region. Greek Plans With war nearing, the Greek congress met again in the spring of 480. In the discussions, the Thessalians recommended establishing a defensive position at the Vale of Tempe to block the Persians advance. This was vetoed after Alexander I of Macedon informed the group that the position could be flanked through the Sarantoporo Pass. Receiving news that Xerxes had crossed the Hellespont, a second strategy was put forward by Themistocles which called for making at stand at the pass of Thermopylae. A narrow passage, with a cliff on one side and the sea on the other, the pass was the gateway to southern Greece. Battle of Thermopylae Conflict: Persian Wars (499-449 BC)Dates: 480 BCArmies Commanders:PersiansXerxesMardoniusapprox. 70,000GreeksLeonidas IDemophilusThemistoclesapprox. 5,200-11,200 menCasualties:Greeks: approx. 4,000 (Herodotus)Persians: approx. 20,000 (Herodotus) The Greeks Move This approach was agreed to as it would negate the Persians overwhelming numerical superiority and the Greek fleet could provide support in the Straits of Artemisium. In August, word reached the Greeks that the Persian army was nearing. The timing proved problematic for the Spartans as it coincided with the feast of Carneia and the Olympic truce. Though the de facto leaders of the alliance, the Spartans were prohibited from engaging in military activity during these celebrations. Meeting, the leaders of Sparta decided that the situation was significantly urgent to dispatch troops under one of their kings, Leonidas. Moving north with 300 men from the royal guard, Leonidas gathered additional troops en route to Thermopylae. Arriving, he elected to establish a position at the middle gate where the pass was the narrowest and the Phocians had previously built a wall. Alerted that a mountain trail existed that could flank the position, Leonidas dispatched 1,000 Phocians to guard it. In mid-August, the Persian army was sighted across the Malian Gulf. Sending an emissary to negotiate with the Greeks, Xerxes offered freedom and better land in return for their obedience (Map). Fighting at the Pass Refusing this offer, the Greeks were then ordered to lay down their weapons. To this Leonidas reputedly replied, Come and get them. This reply made battle inevitable, though Xerxes took no action for four days. The constricted topography of Thermopylae was ideal for a defensive stand by the armored Greek hoplites as they could not be flanked and the more lightly armed Persians would be forced into a frontal assault. On the morning of the fifth day, Xerxes sent troops against Leonidas position with the goal of capturing the Allied army. Approaching, they had little choice but to attack the Greeks. Fighting in a tight phalanx in front of the Phocian wall, the Greeks inflicted massive losses on the attackers. As the Persians kept coming, Leonidas rotated units through the front to prevent fatigue. With the failure of the first assaults, Xerxes ordered an attack by his elite Immortals later in the day. Surging forward, they fared no better and were unable to move the Greeks. The next day, believing that the Greeks had been significantly weakened by their exertions, Xerxes attacked again. As on the first day, these efforts were turned back with heavy casualties. A Traitor Turns the Tide As a the second day was coming to a close, a Trachinian traitor named Ephialtes arrived in Xerxes camp and informed the Persian leader about the mountain trail around the pass. Taking advantage of this information, Xerxes ordered Hydarnes to take a large force, including the Immortals, on a flanking march over the trail. At daybreak on the third day, the Phocians guarding the path were stunned to see the advancing Persians. Attempting to make a stand, they formed on a nearby hill but were bypassed by Hydarnes. Alerted to the betrayal by a Phocian runner, Leonidas called a council of war. While most favored an immediate retreat, Leonidas decided to stay at the pass with his 300 Spartans. They were joined by 400 Thebans and 700 Thespians, while the remainder of the army fell back. While there are many theories regarding Leonidas choice, including the idea that Spartans never retreated, it was most likely a strategic decision as a rearguard was necessary to prevent the Persian cavalry from running down the retreating army. As the morning progressed, Xerxes began another frontal assault on the pass. Pushing forward, the Greeks met this attack at a wider point in the pass with the goal of inflicting maximum losses on the enemy. Fighting to the last, the battle saw Leonidas killed and the two sides struggle for his body. Increasingly overwhelmed, the surviving Greeks fell back behind the wall and made a last stand on a small hill. While the Thebans ultimately surrendered, the other Greeks fought to the death. With the elimination of Leonidas remaining force, the Persians claimed the pass and opened the road into southern Greece. Aftermath Casualties for the Battle of Thermopylae are not known with any certainty, but may have been as high as 20,000 for the Persians and around 2,000-4,000 for the Greeks. With the defeat on land, the Greek fleet withdrew south after the Battle of Artemisium. As the Persians advanced south, capturing Athens, the remaining Greek troops began fortifying the Isthmus of Corinth with the fleet in support. In September, Themistocles succeeded in winning a critical naval victory at the Battle of Salamis which forced the bulk of Persian troops to withdraw back to Asia. The invasion was brought to an end the following year after the Greek victory at the Battle of Plataea. One of the most famous battles of this time period, the story of Thermopylae has been recounted in numerous books and films through the years.

Battle of the Falaise Pocket - World War II

Battle of the Falaise Pocket - World War II The Battle of the Falaise Pocket was fought August 12-21, 1944, during World War II (1939-1944). Following the Allied landings in Normandy in June 1944 and the subsequent breakout from the beachhead, German forces in the region soon found themselves in nearly encircled in a pocket south of Falaise. Over the course of several days, German troops conducted desperate counterattacks to breakout to the east. While some succeeded in escaping, they often did so at the cost of their heavy equipment. Around 40,000-50,000 Germans were captured by the Allies. With the collapse of the German position in Normandy, Allied forces were able to race east and liberate Paris. Background Landing in Normandy on June 6, 1944, Allied troops fought their way ashore and spent the next several weeks working to consolidate their position and expand the beachhead. This saw the forces of Lieutenant General Omar Bradleys First U.S. Army push west and secure the Cotentin Peninsula and Cherbourg while the British Second and First Canadian Armies engaged in a protracted battle for the city of Caen. It was Field Marshal Bernard Montgomerys, the overall Allied ground commander, hope to draw the bulk of German strength to the eastern end of the beachhead to aid in facilitating a breakout by Bradley. On July 25, American forces launched Operation Cobra which shattered the German lines at St. Lo. Driving south and west, Bradley made rapid gains against increasingly light resistance (Map). Lt. Gen. Omar Bradley (center) with Lt. General George S. Patton (left) and General Sir Bernard Montgomery (right) at 21st Army Group HQ, Normandy, 7 July 1944. Public Domain On August 1, the Third US Army, led by Lieutenant General George Patton, was activated while Bradley ascended to lead the newly-created 12th Army Group. Exploiting the breakthrough, Pattons men swept through Brittany before turning back east. Tasked with rescuing the situation, the commander of Army Group B, Field Marshal Gunther von Kluge, received orders from Adolf Hitler instructing him to mount a counterattack between Mortain and Avranches with the goal of reclaiming the western shore of the Cotentin Peninsula. Though von Kluges commanders warned that their battered formations were incapable of offensive action,Operation Là ¼ttich commenced on August 7 with four divisions attacking near Mortain. Warned by Ultra radio intercepts, Allied forces effectively defeated the German thrust within a day. Battle of the Falaise Pocket Conflict: World War II (1939-1945)Dates: August 12-21, 1944Armies and Commanders:AlliesField Marshal Bernard MontgomeryLieutenant General Omar Bradleygrowing to 17 divisionsGermanyField Marshal Gunther von KlugeField Marshal Walter Model14-15 divisions An Opportunity Develops With the Germans failing in the west, the Canadians launched Operation Totalize on August 7/8 which saw them drive south from Caen towards the hills above Falaise. This action increasingly led to von Kluges men being in a salient with the Canadians to the north, British Second Army to the northwest, First U.S. Army to the west, and Patton to the south. Seeing an opportunity, discussions ensued between the Supreme Allied Commander, General Dwight D. Eisenhower, Montgomery, Bradley, and Patton regarding enveloping the Germans. While Montgomery and Patton favored a long envelopment by advancing east, Eisenhower and Bradley supported a shorter plan designed to surround the enemy at Argentan. Assessing the situation, Eisenhower directed that Allied troops pursue the second option. British forces advance during Operation Totalize, 1944.   Public Domain Driving towards Argentan, Pattons men captured Alenà §on on August 12 and disrupted plans for a German counterattack. Pressing on, the lead elements of Third Army reached positions overlooking Argentan the next day but were ordered to withdraw slightly by Bradley who directed them to concentrate for an offensive in a different direction. Though he protested, Patton complied with the order. To the north, the Canadians launched Operation Tractable on August 14 which saw them and the 1st Polish Armored Division slowly advance southeast towards Falaise and Trun. While the former was captured, a breakthrough to the latter was prevented by intense German resistance. On August 16, von Kluge refused another order from Hitler calling for a counterattack and secured permission to withdraw from the closing trap. The next day, Hitler elected to sack von Kluge and replaced him with Field Marshal Walter Model (Map). Closing the Gap Assessing the deteriorating situation, Model ordered the 7th Army and 5th Panzer Army to retreat from the pocket around Falaise while using the remnants of the II SS Panzer Corps and XLVII Panzer Corps to keep the escape route open. On August 18, the Canadians captured Trun while the 1st Polish Armored made a wide sweep southeast to unite with the US 90th Infantry Division (Third Army) and French 2nd Armored Division at Chambois. Though a tenuous linkup was made on the evening of the 19th, the afternoon had seen a German attack from inside the pocket breakthrough the Canadians at St. Lambert and briefly open an escape route east. This was closed at nightfall and elements of the 1st Polish Armored established themselves on Hill 262 (Mount Ormel Ridge) (Map). German troops surrendering near German forces surrendering in Saint-Lambert-sur-Dive on August 21, 1944. Library and Archives Canada On August 20, Model ordered large-scale attacks against the Polish position. Striking through the morning, they succeeded in opening a corridor but could not dislodge the Poles from the Hill 262. Though the Poles directed artillery fire on the corridor, around 10,000 Germans escaped. Subsequent German assaults on the hill failed. The next day saw Model continue to hit at Hill 262 but without success. Later on the 21st, the Poles were reinforced by the Canadian Grenadier Guards. Additional Allied forces arrived and that evening saw the gap closed and the Falaise Pocket sealed. Aftermath Casualty numbers for the Battle of Falaise Pocket are not known with certainty. Most estimate German losses as 10,000–15,000 killed, 40,000–50,000 taken prisoner, and 20,000–50,000 escaped east. Those that succeeded in escaping generally did so without the bulk of their heavy equipment. Re-armed and re-organized, these troops later faced the Allied advances in the Netherlands and Germany. Though a stunning victory for the Allies, debate quickly ensued regarding whether a greater number of Germans should have been trapped. American commanders later blamed Montgomery for failing to move with greater speed to close the gap while Patton insisted that had he been allowed to continue his advance he would have been able to seal the pocket himself. Bradley later commented that had Patton been permitted to continue, he would not have had sufficient forces in place to block a German breakout attempt. Following the battle, Allied forces quickly advanced across France and liberated Paris on August 25. Five days later, the last German troops were pushed back across the Seine. Arriving on September 1, Eisenhower took direct control of the Allied effort in northwest Europe. Shortly thereafter, Montgomery and Bradleys commands were augmented by forces arriving from the Operation Dragoon landings in southern France. Operating on the unified front, Eisenhower moved forward with the final campaigns to defeat Germany.