Analyze Data In Excel: Convert Words To Numeric Values

analyze Data In Excel Convert Words To Numerical Values

Analyze Data in Excel Convert words to numerical values 1. Select the column ‘Gender.’ Convert a text categorical variable to a numerical variable. Click “Find & Select” – “Replace” in the “Home” tab. 2. Replace “Female” with “1” (the person ‘is’ female) – Click “Replace All.” Replace “Male” with “0” (the person ‘is not’ female) – Click “Replace All.” You have a numeric categorical variable for ‘Gender’ – 1 = Female and 0 = Male. 3. Calculate the “mean (average)” 1. Tab on the empty cell at the bottom of the column ‘Gender.’ Get the average of gender (1 = female) – the percentage of female respondents. 2. Type “=AVERAGE(C1:C105)” to get the average value of cells C1 to C105. Click the ‘Enter’ key. You get an average value of ‘0.625.’ 62.5% of the survey respondents are female. 4. Create pivot charts and tables 1. Click ‘Insert’ – ‘Pivot Chart’ – ‘Pivot Chart & Pivot Table.’ 2. Excel selects the whole data range automatically. Make sure not to tap on the column when you perform step 1. Click “Ok.” Excel generates an application you can use to create pivot tables and charts on a new tab. You can see the list of variables on your right. 4. Select the input variable first, then the output variable. For example, to get an average seat comfort rating (output) by flight class (input), select “Class” and then select “Seat comfort.” 6. Initially, the output variables are the sum of values by default setting. To change the output variables to the average value – Click the output variable “Sum of Seat comfort” in the “Values” tab on your bottom right. Click “Value Field Settings.” Click on “Average” to change the setting from “Sum” to “Average.” Click “Ok.” 7. You have the pivot table and chart of average seat comfort ratings by flight class. Business class customers give an average of 4.04 out of 5 for seat comfort ratings. Economy class customers give an average of 3.41. Economy plus customers give an average of 3.57. Are business class seats more comfortable than economy class seats? CASE STUDY: JIM BEAM SCENARIO ASSIGNMENT Instructions Respond to the following case scenario by applying topics and theories learned from the current module. Jim Beam fighting citation for bathroom-break policy The Jim Beam bourbon-making plant in Bullitt County is fighting a state citation criticizing its policy on bathroom breaks for employees. Since October, line workers at the plant have been permitted to use the restroom only during lunch and two other times during the day - one before lunch and one after. They also are allowed one unscheduled toilet break per day and can be disciplined for taking more, starting with a warning and escalating to dismissal after six incidents. The old policy allowed workers to rotate off the line for short, unscheduled breaks throughout the day, with no set number. The company changed the policy after it concluded that workers were taking advantage of the liberal break policy. The Labor Cabinet, in a citation issued in November, said Jim Beam is violating a federal labor law requiring employers to provide restroom facilities to employees. Jim Beam is appealing the citation. The cabinet did not propose a fine. A hearing on the citation is scheduled for next week in Bardstown. The distiller has filed a memo with the Labor Cabinet, saying it "observed, documented and analyzed break habits of the employees" and consulted with a urologist to make sure that the new policy would be reasonable." The company said people with medical conditions get more leeway. But the United Food and Commercial Workers union that represents the approximately 100 production line workers said the urologist determined the breaks were not motivated by need but most likely by "smoking habits." “The union said 45 workers have been disciplined, some workers have begun wearing protective undergarments, and others have urinated on themselves because they were afraid to leave the line. “It's embarrassing to be a 36-year-old woman and have to justify your need to go to the bathroom,” said Krystal Ditto, who said she has been disciplined five times and is one unscheduled bathroom visit away from losing her job. “Once you get the feeling you have to go, you sit there looking at the clock and see you have an hour to go, and it intensifies. I’m not going to sit there and be miserable.” The company is holding its ground. “We feel our system provides reasonable breaks for all employees, and we're looking forward to explaining our position in detail next week at the hearing,” said Stephanie Moritz, director of publications for Jim Beam, based in Deerfield, Ill. Jo Anne Kelley, the union local's president, has worked at the Jim Beam plant for 34 years. She said the policy is degrading and that company officials have told some workers that they should "practice" going to the bathroom every two hours at home on the weekends to put themselves on a schedule. “Basically, we're being asked to train our bladders and other organs to meet their needs, not ours,” Kelley said. “Your bodily functions don't have a time clock.” In its appeal, Jim Beam said its break policy “effectively balances the medical needs of employees with the company's need to maintain a productive workforce.” (Adopted from Harvard Business Review, 2019). The following items should be evident in your case assignment: Identify the key roles and organizational issues through a brief summary or introductory paragraph (this is not the abstract page). Integrate specific theories from the readings for the type of organization. You may use previous module readings when applying a specific structure/system. Provide your perspective on the case, applying theories, views, structures, and alternatives that could be best integrated to address the participant’s concerns.

Sample Paper For Above instruction

The Jim Beam case presents a complex scenario involving labor rights, organizational policies, and ethical considerations within a manufacturing environment. The key organizational issue centers on the conflict between labor law compliance and management’s attempt to implement a policy aimed at increasing productivity by restricting bathroom breaks. This situation highlights critical organizational roles, including management’s responsibility to ensure operational efficiency and compliance with legal standards, and workers’ rights to reasonable accommodations for bodily functions. The union’s perspective emphasizes the importance of employee well-being and the potential negative impact of the policy on workers’ dignity and health.

From a theoretical standpoint, the situation can be analyzed through the lens of organizational justice theory, which emphasizes fairness in workplace policies and treatment (Greenberg, 1987). The restricted bathroom policy may be viewed as a violation of procedural justice if employees perceive the policy as unfairly limiting their physical needs without proper consultation or regard for their health. Additionally, the Social Exchange Theory suggests that fair treatment fosters employee trust and commitment (Blau, 1964). If employees perceive the policy as unjust, it can undermine morale and lead to distrust, reduced productivity, and higher turnover.

Furthermore, the organizational behavior literature underscores the importance of employee well-being in fostering a productive workforce. The restriction of bathroom breaks might be justified from an efficiency perspective, but it neglects the human aspects of work and health considerations (McGregor, 1960). The policy’s potential to cause health issues, such as urinary tract infections or psychological stress, indicates a failure to manage human resources holistically. Ethical theories, particularly deontological ethics, argue that organizations have a moral obligation to treat employees with respect and consideration (Kant, 1785/1993).

To address these issues, organizations could adopt more flexible and humane policies that balance productivity with employee health rights. For example, implementing scheduled short breaks that are flexible enough to accommodate individual needs can enhance fairness and morale. Incorporating employee feedback through participative decision-making aligns with the principles of procedural justice. Training supervisors to understand the medical and ethical aspects of employee health can deepen organizational commitment to worker welfare.

In conclusion, the Jim Beam case illustrates the tension between operational efficiency and employee rights, underscoring the need to integrate ethical, legal, and organizational theories to develop sustainable and fair workplace policies. Striking this balance is essential for fostering organizational justice, improving employee well-being, and maintaining legal compliance.

References

• Blau, P. M. (1964). Social exchange and power in social life. John Wiley & Sons.
• Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12(1), 9-22.
• Kant, I. (1993). Groundwork of the Metaphysics of Morals (H. J. Paton, Trans.). Harper & Row. (Original work published 1785)
• McGregor, D. (1960). The human side of enterprise. McGraw-Hill.
• Harvard Business Review. (2019). Managing employee well-being in factory settings. Harvard Business Review.