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Another clue traders look for is whether the new highs and new lows have reached extreme levels. Of course it s positive if many stocks are making new highs. But if too many stocks are making new highs, that could also be a sign that the market is overbought (i.e., there is excessive buying). If the market does get overbought, you could see more and more stocks dropping off the new high list. Stocks that were once in charge are suddenly losing their leadership. If too many stocks drop off the new high list, a change in the trend may be imminent. And in a market that is oversold (i.e., there is excessive selling), eventually you may see more and more stocks dropping off the new low list. This often signals a short-term bottom. It is also suggested that you look at the volume bars at the bottom of the chart to confirm whether the market is rising or falling on increased volume. Volume is discussed in more detail in Part Three, Understanding Volume.

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29. An advice columnist asks readers to write in about how happy they are in their marriages. The results indicate that 79% of those responding would not marry the same partner if they had it to do all over again. Which of the following statements is most correct a. It s likely that this result is an accurate reflection of the population. b. It s likely that this result is higher than the true population proportion because persons unhappy in their marriages are most likely to respond. c. It s likely that this result is lower than the true population proportion because persons unhappy in their marriages are unlikely to respond. d. It s likely that the results are not accurate because people tend to lie in voluntary response surveys. e. There is really no way of predicting whether the results are biased or not. 30. A national polling organization wishes to generate a 98% confidence interval for the proportion of voters who will vote for candidate lam Sleazy in the next election. The poll is to have a margin of error of no more than 3%. What is the minimum sample size needed for this interval a. b. c. d. e. 6032 1508 39 6033 1509

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My father was well aware of this paradox, and there were definitely times when it troubled him. But he understood it to be one of the costs of doing business. He honestly loved the members of his team like family members and encouraged them to love each other; at the same time, he didn t hesitate to trade them away when he saw a way to improve the team. This was a business, after all. Lombardi knew that he, too, would be unceremoniously dumped if he ever came to be perceived as a liability to the team. It s not hard to call to mind coaches on both the college and professional levels, in football and other sports, who have fallen from grace with amazing speed and finality heroes one year, scapegoats the next. Today, of course, the relationship between a professional football player and his team is reversed by 180 degrees. Today s players have relative freedom of movement, and it is their loyalty, not their employer s, that is most often called into question. Logically, then, today s coach ought to be working doubly hard to instill loyalty and camaraderie in his players. This is particularly true in a knowledge-based economy in which talent is at such a premium. Even more than my father and his business counterparts 30 years ago, leaders must seek out ways to woo and win the volunteers who make up today s workforce. Accomplishing this is not as difficult a task as it sounds. (Review the lessons in the second half of this chapter for some good fundamentals.) Despite the mobility created by a strong economy, and despite the increasing portability of skills in a knowledge-based

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