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Strategic management Multiple Choice Questions
 

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    Strategic management Multiple Choice Questions Strategic management Multiple Choice Questions Document Transcript

    • 08 Chapter– Business Strategy Chapter 08Business Strategy Multiple Choice Questions 1. (p. 215) The two most prominent sources of competitive advantage for a business are: A. Integration and coordination B. Cost and differentiationC. People and products D. Products and services Difficulty: Medium LearningObjective: B2. (p. 215) Which of the following are often referred to as generic strategies? A. Cost leadership and differentiation B. Market leadership and differentiation C. Cost leadership and product pricingD. Differentiation and value chain analysisDifficulty: Medium Learning Objective: A3. (p. 216) Which of these refers to business strategies that seek to establish long-termcompetitive advantages by emphasizing and perfecting value chain activities that can beachieved at costs substantially below what competitors are able to match on a sustainedbasis? A. Differentiation strategiesB. Grand strategies C. Low-cost strategies D. Speed-based strategiesDifficulty: Easy LearningObjective: 1 8-1 Chapter 08 - Business Strategy4. (p. 218) Which of the following is NOT a skill or a resource that fosters cost leadership?A. Strong downstream partnersB. Process engineering skillsC. Low-cost distribution systemD. Sustained capital investment and access to capital Difficulty: Medium Learning Objective: 15. (p. 218) Organizational requirements to support and sustain cost leadership are: A. Subjective measurements and incentivesB. Tradition of closeness to key customersC. Frequent, detained control reportsD. Some personnel skilled in sales and operationsDifficulty: Medium LearningObjective: 16. (p. 218) Common resource, skills and organizational requirements to support an "overallcost leadership" generic strategy include all but: A. Sustained access to capitalB. Subjective measurement and incentives instead of quantitative measures
    • C. Process engineering skillsD. Tight cost controlDifficulty: Medium Learning Objective: 18-2 Chapter 08 - Business Strategy7. (p. 219) Which one of the following is NOT a key risk associated with a cost leadershiporiented business strategy?A. Many cost-saving activates are easily duplicatedB. Cost differences seldom decline over timeC. Exclusive cost leadership can become a trapD. Obsessive cost cutting can shrink other competitive advantages involving key productattributesDifficulty: Medium LearningObjective: 18. (p. 219) __________ requires that the business have substantial advantages that allow it toprovide buyers with something uniquely valuable to them.A. Cost strategyB. IntegrationC. DifferentiationD. Speed-based strategyDifficulty: Easy LearningObjective: 19. (p. 220) Which of the following is NOT a skill or a resource that fosters differentiation? A. Process engineering skills B. Strong cooperation for channelsC. Product engineeringD. Creative talent and flairDifficulty: MediumLearning Objective: 18-3 Chapter 08 - Business Strategy10. (p. 220) Skills and resources that foster differentiation are: A. Strong marketing skills B. Sustained capital investment and access to capitalC. Minimal investment in product engineering and basic research D. Products designed for ease of deliveryDifficulty: Medium LearningObjective: 111. (p. 220) Common resources, skills and organizational requirements to support a"differentiation" generic strategy include all but: A. Strong marketing abilities B. Product engineeringC. Strong coordination among R&D, product development and marketingD. Low-cost distribution systemDifficulty: Medium Learning Objective: 1
    • 12. (p. 220) Organizational requirements to support and sustain differentiation activitiesinclude which of these?A. Frequent, detailed control reportsB. Structured organization and responsibilities C. Tradition of closeness to key customers D. Incentives based on meeting strict, quantitative targets Difficulty: Hard Learning Objective: 113. (p. 221) A key risk associated with a differentiation strategy is:A. Many cost saving activities are easily duplicated B. The cost difference between low cost competitors & the differentiated business is toohighC. Obsessive cost cutting can shrink other competitive advantagesD. Cost differences often decline over timeDifficulty: Medium Learning Objective: 18-4 Chapter 08 - Business Strategy14. (p. 222) Business strategies built around functional capabilities and activities that allowthe company to meet customer needs more rapidly than its main competitors are referred to as__________ strategies. A. Speed-basedB. CostC. DifferentiationD. Integration Difficulty: Easy Learning Objective: 115. (p. 224) All of the following are skills or resources that foster rapid response (speed)EXCEPT: A. Process engineering skillsB. Excellent inbound and outbound logistics C. High level of automationD. Creative talent and flairDifficulty: Medium Learning Objective: 1 16. (p. 224) Organizational requirements to support and sustain rapid response activitiesinclude which of these? A. Strong delegation to operating personnelB. Subjective measurements and incentivesC. Amenities to attract highly skilled labor and creative peopleD. Frequent, detained control reportsDifficulty: Hard Learning Objective: 18-5 Chapter 08 - Business Strategy17. (p. 224) Speed-based competitive advantage can be created around all of these activitiesEXCEPT:A. Customer responsivenessB. Product development cyclesC. Information sharing and technologyD. Brand loyaltyDifficulty:
    • Hard Learning Objective: 118. (p. 224) The extent to which a business concentrates on a narrowly defined market, it iscalled a(n) __________ strategy. A. IntegrationB. Market focusC. Formula facilityD. Tightly managed decentralizationDifficulty: Easy Learning Objective: 219. (p. 226) An industry that has growing sales across all the companies in the industry basedon growing demand for the relatively new products, technologies and/or services madeavailable by the firms participating in this industry is called a(n) _______ industry. A. Mature B. EmergingC. Focus D. Low-costDifficulty: Easy Learning Objective: 48-6 Chapter 08 - Business Strategy20. (p. 226) Business strategies in emerging industries must be concerned with which of thefollowing characteristics? A. Proprietary technology in the pioneering firms with moderate to high amounts ofcompetitive uncertainty B. Low initial costs with hefty cost increases through timeC. Many entry barriersD. Easy to obtain raw materialsDifficulty: Hard Learning Objective: 421. (p. 226) From the standpoint of strategy formulation, the essential characteristics of anemerging industry is thatA. There are no "rules of the game" B. It is highly regulated industry C. The industry lifecycle essentially jumps from introduction directly to declineD. There are way too many entry barriersDifficulty: Medium Learning Objective: 422. (p. 228) Which of these is NOT a stage of industry evolution?A. DeclineB. GrowthC. MergeD. IntroductionDifficulty: Medium LearningObjective: 4 8-7 Chapter 08 - Business Strategy
    • 23. (p. 228) Production operations capabilities to improve product and reduce costs andability to share or reduce capacity is associated with which of the strategies of industrygrowth?A. Growth B. Decline C. IntroductionD. MaturityDifficulty: Hard Learning Objective: 424. (p. 228) Which of these represent marketing capabilities at the growth stage of industryevolution?A. Skills in aggressively promoting products to new markets and holding existing marketsand pricing flexibilityB. Ability to establish brand recognition, find niche, reduce price, solidity strongdistribution relations and develop new channelsC. Cost effective means of efficient access to selected channels and markets and strongcustomer loyalty or dependence D. Resources/skills to create widespread awareness and find acceptance from customers;advantageous access to distributionDifficulty: Hard Learning Objective: 425. (p. 228) Which of these represent marketing capabilities at the decline state of industryevolution?A. Skills in aggressively promoting products to new markets and holding existing marketsand pricing flexibilityB. Ability to establish brand recognition, find niche, reduce price, solidity strong distributionrelations and develop new channelsC. Cost effective means of efficient access to selected channels and markets and strongcustomer loyalty or dependenceD. Resources/skills to create widespread awareness and find acceptance from customers;advantageous access to distribution Difficulty: Hard Learning Objective: 48-8 Chapter 08 - Business Strategy26. (p. 228) Ability to expand capacity effectively, limit number of designs and developstandards represents the introduction stage of industry evolution for which function? A. Production operationsB. Marketing C. FinanceD. R & DDifficulty: Medium Learning Objective: 427. (p. 228) Resources to support high net cash overflow and initial losses and ability to useleverage effectively represent finance areas capability at which stage of industry evolution?A. Growth B. IntroductionC. DeclineD. MaturityDifficulty: Medium Learning Objective: 4
    • 28. (p. 228) Ability to reuse or liquidate unneeded equipment; advantage in cost facilities;control system accuracy; and streamlined management control represent decline stage ofindustry evolution for which functional area?A. MarketingB. Production operationsC. FinanceD. Engineering and R&DDifficulty: Hard Learning Objective: 48-9 Chapter 08 - Business Strategy29. (p. 228) Existence of an ability to add skilled personnel motivated and loyal workforcerepresent personnel capabilities at which stage of the industry evolution?A. Maturity B. Decline C. Introduction D. GrowthDifficulty: Hard Learning Objective: 430. (p. 228) Which of these personnel capabilities match the maturity stage of the industryevolution?A. Capacity to reduce and relocate personnelB. Ability to cost effectively, reduce workforce, increase efficiency C. Flexibility in staffing and training new managementD. Existence of an ability to add skilled personnel; motivated and loyal workforce Difficulty:Hard Learning Objective: 431. (p. 228) Skill in quality and new feature development; ability to start developingsuccessor product represent engineering and R&D capabilities at which stage of the industryevolution? A. DeclineB. Introduction C. GrowthD. MaturityDifficulty: Hard Learning Objective: 48-10 Chapter 08 - Business Strategy32. (p. 228) Ability to reduce costs, develop variants and differentiate products represent thematurity stage of industry evolution capabilities which functional area?A. Engineering and R&DB. MarketingC. Production operations D. PersonnelDifficulty: Hard Learning Objective: 433. (p. 228) Which key functional area is critical at the introduction stage of industryevolution and which strategy should be focused on? A. Production; successor productsB. Engineering; market penetrationC. Sales; consumer loyalty and market shareD. Finance; maximum investment recovery
    • Difficulty: Hard Learning Objective: 434. (p. 228) Which key functional area and which strategy focus are critical at the growthstage of industry evolution?A. Production; successor productsB. Engineering; market penetration C. Sales; consumer loyalty and market shareD. Finance; maximum investment recoveryDifficulty: Hard Learning Objective: 48-11 Chapter 08 - Business Strategy35. (p. 228) Which key functional area and which strategy focus are critical at the maturitystage of industry evolution?A. Production; successor products B. Engineering; market penetrationC. Sales; consumer loyalty and market share D. Finance; maximum investment recoveryDifficulty: Hard Learning Objective: 4 36. (p. 228) Which key functional area and which strategy focus are critical at the declinestage of the industry evolution?A. Engineering; market penetration B. Sales; consumer loyalty and market share C. Production; successor productsD. Finance; maximum investment recoveryDifficulty: Hard Learning Objective: 437. (p. 228) For success in emerging industry setting, business strategies require which ofthese features?A. Ability to rapidly improve product qualities and performance featuresB. Ability to differentiate the firms products from competitors entering the marketC. Emphasis on process innovation that permits low-cost product design, manufacturingmethods and distribution synergyD. Gradually the harvest businessDifficulty: Medium Learning Objective: 48-12 Chapter 08 - Business Strategy38. (p. 228) Business strategies require all of these EXCEPT which feature for success inemerging industry setting?A. Shape the industrys structureB. Rapidly improve product qualityC. Strong product design skillsD. Forecast future competitorsDifficulty: Medium Learning Objective: 439. (p. 228) For success in growth industries, business strategies require which of thesefeatures?A. Ability to rapidly improve product qualities and performance featuresB. Ability to differentiate the firms products from competitors entering the market
    • C. Emphasis on process innovation that permits low-cost product design, manufacturingmethods and distribution synergyD. Gradually harvest the businessDifficulty: Medium Learning Objective: 440. (p. 228) Business strategies require all of these EXCEPT which feature for success ingrowing industries?A. Establish strong brand recognitionB. Scale up to meet increasing demandC. Differentiate the firms productsD. Horizontal integrationDifficulty: Medium Learning Objective: 48-13 Chapter 08 - Business Strategy41. (p. 228) Strategies used by firms competing in markets where the growth rate of thatmarket from year to year had reached or is close to zero are called ________ industrystrategies.A. MatureB. GrowthC. EmergingD. DecliningDifficulty: Easy Learning Objective: 442. (p. 229) For success in mature industries, business strategies require which of thesefeatures?A. Ability to rapidly improve product qualities and performance featuresB. Ability to differentiate the firms products from competitors entering the marketC. Emphasis on process innovation that permits low-cost product design, manufacturingmethods and distribution synergyD. Gradually harvest the businessDifficulty: Medium Learning Objective: 443. (p. 229) Business strategies require all of these features EXCEPT which one for successin mature industries?A. Harvest the businessB. Emphasis on cost reductionC. Product line pruningD. Horizontal integrationDifficulty: Medium Learning Objective: 48-14 Chapter 08 - Business Strategy44. (p. 230) Business strategies in maturing industries should avoid all of these pitfallsEXCEPT which one?A. Avoid sacrificing market share too quicklyB. Make a clear choice among three generic strategies and avoid the middle-ground approachC. Avoid waiting too long to respond to price reductionsD. Avoid horizontal integration to acquire rival firmsDifficulty: Medium Learning Objective: 4
    • 45. (p. 231) __________ industries are those that make products or services for whichdemand is growing slower than demand in the economy as a whole.A. MatureB. DecliningC. GrowthD. EmergingDifficulty: Easy Learning Objective: 446. (p. 231) Firms in a declining industry should choose strategies that emphasize all butwhich one of the following themes?A. Focus on growing segmentsB. Emphasize price cutting and promotion investment to drive out weaker competitorsC. Emphasize product innovation and quality improvementD. Emphasize production and distribution efficiencyDifficulty: Hard Learning Objective: 48-15 Chapter 08 - Business Strategy47. (p. 231) A fragmented industry is one in which:A. Foreign firms have almost equal market shares on domestic firmsB. One firm strongly influences the industrys outcomesC. No firm has a significant market shareD. Competitors have been beaten down by regulationsDifficulty: Medium Learning Objective: 548. (p. 231) Businesses in fragmented industries can compete using all of these strategiesEXCEPT A. "Formula" facilitiesB. Tightly managed decentralizationC. "Harvesting" the businessD. SpecializationDifficulty: Medium Learning Objective: 549. (p. 231) When a business introduces standardized, efficient, low-cost facilities at multiplelocations it can be described as following which of these strategies?A. "Formula" facilitiesB. SpecializationC. Tightly managed decentralizationD. Harvesting the businessDifficulty: Medium Learning Objective: 550. (p. 232) Focus strategies in fragmented industries can be pursued through:A. A wide range of services to a single market areaB. A narrow range of productsC. Handling broad types of orders from small to very largeD. Serving the customers at a national levelDifficulty: Medium Learning Objective: 58-16 Chapter 08 - Business Strategy
    • 51. (p. 232) Industries in which competition crosses national borders are called a(n)__________ industry.A. EmergingB. GrowthC. GlobalD. FragmentedDifficulty: Easy Learning Objective: 552. (p. 233) ________ is targeting a particular segment of the industry for competition on aworldwide basis.A. LicensingB. National focus strategyC. Global focus strategyD. Protected niche strategyDifficulty: Hard Learning Objective: 553. (p. 232) Which of these is NOT a basic option that can/should be used to pursue globalmarket coverage?A. LicensingB. Harvesting the businessC. Maintaining a domestic production base and exportingD. Establishing foreign-based plants and distributionDifficulty: Medium Learning Objective: 58-17 Chapter 08 - Business Strategy54. (p. 233) Targeting a particular segment of the industry for competition on a worldwidebasis refers toA. Broad-line global competitionB. Protected niche strategyC. National focus strategyD. Global focus strategyDifficulty: Medium Learning Objective: 555. (p. 233) Seeking out countries in which governmental restraints exclude or inhibit globalcompetitors or allow concessions or both, that are advantages to localized firms refers toA. Broad-line global competitionB. Protected niche strategyC. National focus strategyD. Global focus strategyDifficulty: Medium Learning Objective: 556. (p. 234) Acquisition of firms that supply inputs such as raw materials is referred to asA. Conglomerate diversificationB. Horizontal integrationC. RetrenchmentD. Vertical integrationDifficulty: Easy Learning Objective: 68-18 Chapter 08 - Business Strategy
    • 57. (p. 234) Quadrant I of the Grand Strategy Selection Matrix suggests which of thesestrategies when the basic idea underlying the matrix is the choice of an internal or externalemphasis for growth or profitability?A. Horizontal integrationB. Conglomerate diversificationC. Market developmentD. RetrenchmentDifficulty: Medium Learning Objective: 658. (p. 234) Quadrant II of the Grand Strategy Selection Matrix suggests which of thesestrategies when the basic idea underlying the matrix is the choice of an internal or externalemphasis for growth or profitability?A. Horizontal integrationB. Conglomerate diversificationC. Market developmentD. RetrenchmentDifficulty: Medium Learning Objective: 659. (p. 235) Acquiring or entering businesses unrelated to a firms current technologies,markets or products is referred to as A. Conglomerate diversificationB. Horizontal integrationC. RetrenchmentD.Vertical integrationDifficulty: Easy Learning Objective: 68-19 Chapter 08 - Business Strategy60. (p. 235) Which of these refers to cutting back on products, markets, operations becausethe firms overall competitive and financial situation cannot support commitments needed tosustain or build its operations?A. Conglomerate diversificationB. Concentrated growthC. RetrenchmentD. Vertical integrationDifficulty: Medium Learning Objective: 661. (p. 235) ________ offers the best possibility for recouping the firms investment.A. LiquidationB. DivestitureC. TurnaroundD. RetrenchmentDifficulty: Medium Learning Objective: 662. (p. 235) The sale of a firm or a major component refers toA. RetrenchmentB. DivestitureC. LiquidationD. Conglomerate diversification Difficulty: Easy Learning Objective: 68-20 Chapter 08 - Business Strategy
    • 63. (p. 234) The most common approach in Quadrant III of the Grand Strategy SelectionMatrix, when the basic idea underlying the matrix is the choice of an internal or externalemphasis for growth or profitability isA. Concentrated growthB. Horizontal growthC. DivestitureD. Conglomerate diversificationDifficulty: Medium Learning Objective: 664. (p. 234) Quadrant IV of the Grand Strategy Selection Matrix suggests which of thesestrategies?A. Vertical integrationB. TurnaroundC. Product developmentD. Horizontal integrationDifficulty: Medium Learning Objective: 665. (p. 235) Selling present products to customers in related marketing areas by addingchannels of distribution is calledA. Market developmentB. Vertical integrationC. Turnaround strategyD. Conglomerate diversificationDifficulty: Easy Learning Objective: 68-21 Chapter 08 - Business Strategy66. (p. 236) Which of these strategies are suggested by the first quadrant of the GrandStrategy Cluster?A. Horizontal integrationB. Concentrated growthC. Concentric diversificationD. Joint venturesDifficulty: Medium Learning Objective: 667. (p. 236) Quadrant II of the Grand Strategy Cluster suggests which of these strategies?A. Horizontal integrationB. Concentrated growthC. Concentric diversificationD. Joint ventures Difficulty: Medium Learning Objective: 668. (p. 236) A strategy that seeks to reap the initially high profits associated with customeracceptance of new or greatly improved product refers toA. Joint venturesB. Horizontal integrationC. InnovationD. Conglomerate diversificationDifficulty: Easy Learning Objective: 68-22 Chapter 08 - Business Strategy
    • 69. (p. 237) Growth through the acquisition of one or more similar firms operating at thesame stage of the production marketing chain refers toA. Product developmentB. Joint venturesC. Conglomerate diversificationD. Horizontal integrationDifficulty: Easy Learning Objective: 670. (p. 237) Which of these refers to acquisition of businesses that are related to the acquiringfirm in terms of technology, markets or products?A. Concentric diversificationB. Horizontal integrationC. Conglomerate diversificationD. DivestitureDifficulty: Medium Learning Objective: 6Essay Questions71. Evaluate a businesss cost leadership opportunities using skills, resources andorganizational requirements. See discussion in the section "Evaluating Cost LeadershipOpportunities"on pages 216-219. Learning Objective: 1 8-23Chapter 08 - Business Strategy72. Define differentiation. Evaluate a businesss differentiation opportunities using skills,resources and organizational requirements. What potential risks managers must take intoaccount as they evaluate the differentiation based advantages? See discussion in the section"Evaluating Differentiation Opportunities"on pages 219-221. Learning Objective: 173. Speed-based competitive advantages can be creates around what types of activities?Explain. See discussion in the section "Evaluating Speed as a Competitive Advantage" onpages 222224. Learning Objective: 174. Describe the different stages of industry evolution. Identify the key functional areas andstrategy focus of each stage.See exhibit 8-7 on pages 228-229. Learning Objective: 475. Define emerging industries. Describe the features of business strategies required forsuccess in this industry. See discussion in the section "Competitive Advantage and StrategicChoice in Emerging Industries"on pages 226-227. Learning Objective: 4 8-24Chapter 08 - Business Strategy76. Differentiate between the strategic choices for businesses in growing industry and matureindustry.See discussion on the two topics on pages 227-231. Learning Objective: 4
    • 77. Define declining industry. What strategic choices do the firms in this industry have?Explain. See discussion in the section "Competitive Advantages and Strategic Choices inDeclining Industries"on page 231. Learning Objective: 478. Define fragment industries. What ways businesses in this industry can pursue strategies?Explain. See discussion in the section "Competitive Advantage in Fragmented Industries"on pages 231-232. Learning Objective: 579. Briefly describe the Grand Strategy Selection Matrix. What strategies are recommendedin each quadrant? Explain. See discussion in the section "Grand Strategy Selection Matrix"on pages 234-236. Learning Objective: 6 8-25 Chapter 08 - Business Strategy80. Explain the model of Grand Strategy Clusters. See the discussion in the section "Model ofGrand Strategy Clusters"on pages 236-238. Learning Objective: 6 8-26Find millions of documents on Course Hero - Study Guides, Lecture Notes, ReferenceMaterials, Practice Exams and more. Course Hero has millions of course specificmaterials providing students with the best way to expand their education.Below is a small sample set of documents:assignment3 solutionAustin Community College - ENGR - 2301Assignment 3ES230Key solutionsProblem 3.1A 90-N force is applied to the control rod ABas shown. Knowing that thelength of the rod is 225 mm, determine the moment of the forceaboutpoint B by resolving the force into components along AB and in adir2010Exam02Austin Community College - ENGR - 2301Engineering 250 - StaticsExam#2 (1012512010)Warriorn+frar/rnf.Show your work (youneed to support your answers, right or wrong, with the work that leads to thoseanswers). Eachproblem is equally weighted in the overall exam grade.1. Determine theHW 4 solutionsbAustin Community College - ENGR - 2301CE297-Ch4Austin Community College - ENGR - 2301Friday, September 18, 200912:11 AMChapter 4: Equilibrium of Rigid BodiesA (rigid) bodyis said to in equilibrium if the vector sum of ALL forcesand all their moments taken aboutany (and all) points is zero.F =0 M = (r F ) = 0OIn x, y, z componentproblems4_1-4_26Austin Community College - ENGR - 2301problems4_92-4_125Austin Community College - ENGR - 2301CHAPTER 5Austin Community College - ENGR - 2301
    • PROBLEM 5.1Locate the centroid of the plane area shown.SOLUTIONA, in 2x ,in.y , in.xA,in 3yA, in 31 28 6 = 4816 12 = 192-49 6-192432 1152 158481536 1344240 xA 1344 in 3 = A240 in 2 yA 1584 in 3 = A 240 in 2ThenX = Y =or X = 5.60 inchap6_solu_spr08Austin Community College - ENGR - 2301PROBLEM 6.2Using the method of joints, detennine the force in each member of the trussshown. State whethereachmemberis in tension or compression.SOLUTIONJointFBDs:JointB:-rFx= 0:B14.fi FAB- "5 FBC= 01 3 .fi FAB+"5FBc- 4.2 kN = 0 so 7"5 FBcCHAPTER 6Austin Community College - ENGR - 2301PROBLEM 6.1Using the method of joints, determine the force in each member of the trussshown. State whether each member is in tension or compression.SOLUTIONFBDTruss:M B= 0: ( 6.25 m ) C y - ( 4 m )( 315 N ) = 0Fy = 0: By - 315 N + C y = 0C y = 24Neoanalytic1SUNY Buffalo - PSY - 331NEOANALYTICAPPROACHIntroduction&BackgroundIncludingStrengths&WeaknessesINTRODUCTIONTO THENEOANALYTICAPPROACH!BackgroundINTRODUCTION!FundamentalChangesfromFreudian theory!Importanceof Sexuality! InterpersonalRelationships! ConsciousNeoanalytic2SUNY Buffalo - PSY - 331NEOANALYTIC APPROACHInfluentialNeoanalyticTheorists and ModernNeoanalyticResearchAreasROADMAP!Alfred!CarlAdlerJung!KarenHorney!Attachment!EgoTheoryPsychologyALFRED ADLER (1870-1937)!Background!Socialand Break with FreudInterest:! in102511SUNY Buffalo - SOC - 308Sociology of the Life CourseProf. Kristen Schultz Lee10/25/11Overviewo Review firstexamo Linked Lives: Siblings and the Provision of Elder CareSibling Relationships in Later-Lifeo Closeness of sibling relationships may change in adulthoodSiblingssecond exam review sheetSUNY Buffalo - SOC - 308SOC 308Dr. Kristen Schultz LeeSecond Exam ReviewThe exam questions will be drawnfrom the following questions. On Tuesday, November 1st wewill have an in-class review.This is an opportunity for you to raise questions about the material.When asking a102011expandedSUNY Buffalo - SOC - 308Sociology of the Life CourseProf. Kristen Schultz Lee10/20/11Overviewo Linked lives:spousal links Spousal time diarieso Linked lives: sibling links What factors contribute tosibling differences? How is family context related to sibling differenc102011SUNY Buffalo - SOC - 308Sociology of the Life CourseProf. Kristen Schultz Lee10/20/11Overviewo Linked lives:spousal links Spousal time diarieso Linked lives: sibling links What factors contribute tosibling differences? How is family context related to sibling differencballet 1
    • SUNY Buffalo - THD - 213Rebecca DensenBallet 19/4/10Dear Karen Georger,My Ballet experience begins with myclasses when I was little, at Jam Dance andFitnessCenter. I took ballet classes here from theage of 7 to the age of 12. After this iswhen I began to take ballet morballet critiqueSUNY Buffalo - THD - 213Rebecca (Becky) DensenBallet 213Zodiaque Dance CompanyRebeccaDensenI saw theUniversity at Buffalos dance company, Zodiaque Dance Companyperform on Wednesday,October 20, 2010. In the Drama Theatre in the UniversitysCenter for the Arts. The performballet letter 2SUNY Buffalo - THD - 213Rebecca Densen Ballet 1Dear Ms. Karen,This semester I feel I have accomplished quite a bit.I feel I have gained a little moreconfidence in my dancing although I am still not the mostconfident one in the room. I feel I havealso gained knowledge not oballet exit letter 2SUNY Buffalo - THD - 214Rebecca DensenBallet 2Karen GeorgerExitLetterDear Miss Karen,This semester was aturning point for me. I accomplished quite a bit and learnedeven more. I have discoveredrecently that due to finances I cant continue my doublemajor of dance and psycabaretSUNY Buffalo - TH - 101Rebecca DensenCabaretUBCenter for the ArtsDramaTheatreThe production of Cabaret puton by the University at Buffalos TheatreDepartment was very well done. It surpassed myexpectations by far. Right off the backthey opened strong with a well-knownfencestht 101SUNY Buffalo - TH - 101Rebecca DensenQuestions:If Troy is made fun of for not being able to drive how is he thefirst black garbage truckdriver in the city?Whydidnt Rose kick Troy out after discovering theaffair?A hero in a play is considered the main character as is theoleanaSUNY Buffalo - TH - 101Rebecca DensenOleanaUBCenter for the ArtsBlack Box TheatreI saw the show Oleana in theBlack Box Theatre in the Center for the Arts inUB on Wednesday, October 27, 2010. I haveread the play in a class I had taken prior tothis performance and was glsix characters in search of an authorSUNY Buffalo - TH - 101Rebecca DensenSix Characters in Search of an AuthorQuestions:Why did the characters wanttheir horrible lives and horrible situations to live on foreverand to have immortality withit?The mother wanted to revise the scene to tell the son how she feltsix characters notesSUNY Buffalo - TH - 101SixCharactersinSearchofanAuthornotesWhichpersononthisisthemostfullyalive?22:24ActIPart0neNooneincludingthemanagerunderstandstheplay6characterssaytheyneedanewauthorFatherandmanageragreethatiftheyaregivenstupidworktheymustgiveitlifeParttwoStepdaughthe duchessSUNY Buffalo - TH - 101
    • Rebecca DensenThe Duchess of MalfiQuestions:-What exactly did Bosola win in thebeginning of the play to make the brothers rewardhim, want to hire him as a spy, and want tothen go to war? They said it had something todo with being with a women variotheaterlysistrataSUNY Buffalo - TH - 101Rebecca Densen9/17/10LysistrataQuestions: What was the original reason for the war?If themen were that sexually aroused, why didnt they take it into their own hands?The people ofthe play Lysistrata, by Aristophanes, are much like the peopletoday,theatre 101 A NumberSUNY Buffalo - TH - 101Rebecca Densen9/21/10A NumberQuestions: How did they get the actor playing all threesons to look a different age soquickly in between scenes?How in gods name did CarylChurchill think of such a messed up idea for a play?The greatest source of lovePHILOSOPHY OF SOCRATESRutgers - POLI SCI - 381PHILOSOPHY OFSOCRATESCourse#:01:090:269:01Title:ThePhilosophyofSocratesBrettHallWed4:307:30pmAlthough he left no philosophical writings at all, Socrates was a pivotal thinker inancientGreek culture in general and philosophy in particular. Using a sMARXIST LITERARY THEORYRutgers - ENGLISH - 320Marxist Literary Theory (English 353:320)Monday/Thursday 9:30-11:10amProfessorRichard Dienst (email: richard.dienst@rutgers.edu)office hours: Monday 1-2:30 pm and byappointment 43 Mine Street Room 102NEXT MONDAY MARAT/SADENEXTTHURSDAY wildcardWeemarx notesRutgers - PHILOSOPHY - 343MARX AND MARXISMJanuary 18th, 2011Always bring the text to classClass participationis 10%, but attendance is always requiredThis class is basically only about MARXI thinkMarx needs to be though philosophicallyPhilosophical anthropology minor areasART AND POWERRutgers - COMP LIT - 316ART AND POWER9/19RUSSIAN PROFESSOR.There are some articles on electronicreserve on SAKAI. Go to course name, enter heremail address as the email address, and thenthe password is Benjamin.Today is an introduction about various periods we will be disTOPICS IN ART HISTORYRutgers - ART HISTOR - 358TOPICS IN ART HISTORY9/20jasharp@edenWere going to examine axises of similaritybetween the avauntguarde art andcontemporary unofficial or nonconformist art.We willconsider how and why these practices were considered radical.In the West, the ideasocial evolutionRutgers - ANTHRO - 204SocialEvolution:Anthropology204Fall2011AmyS.JacobsonPh.D.Tuesday/Thursday1:403:00LucyStoneHallAuditorium,LivingstonCampusOfficeHours:Tuesday11:001:00OfficeLocation:Room208EBiologicalSciencesBldg.DouglassContactInfo:asjnorma@rci.rutgers.eduCourseDesurvey of russian art
    • Rutgers - ART HISTOR - 251Survey Course on Russian Art and Architecture, Part IFall 201101:082:251; index37404MW4: 1:10-2:30 p.m.Zimmerli museums education roomProfessorAlla Rosenfeld,Ph.DOffice hours: Wednesdays after class ( 2:30- 3:30 pm) and by appointmentalla.rosenfbrain mind and behaviorRutgers - NEUROBIOLO - 195BRAIN, MIND AND BEHAVIOR9/1My plan for today is to talk about the ideas for thiscourse. The syllabus, the textbook,and about the logistics of the class, and I want to show aDVD that is about forty minuteslong.The idea of offering this class is offemarxist theoryRutgers - POLI SCI - 377MARXIST THEORY1/18Overview of the historical situation in which Marx and Engelswere writing poverty people did not care about Dickens style, they cared about his politicalinsinuationsregarding the extreme forms of poverty we have Rutgers, because weweek6personalassessmentBYU - MATH - 108It was interesting to learn about those that reject Christ and his atonement because I knowmyroommates have been talking to each other about it and wondering about this issue. Itwasinteresting to see how Christs atonement comes into effect where if pmathgroup4efBYU - MATH - 108FDMAT 108-19, Group #5, Units 4D (4F)Helena Tse, Kori Honeywell, Jackie Young2:00 inthe Ricks Building on October, 21, 2011We discussed the review questions for this unit thatwe needed to turn in for this group report.We also talked about any probleAGGD_SCLASSRutgers - ECONOMICS - 01:220:103SR Keynesian Macro AggregateDemand and SupplyThe ideas of economists andpoliticalphilosophers, both when they are rightand when they are wrong, are morepowerfulthan is commonly understood.Indeed the world is ruled by little else.Practical men, whCAPITALCLASSRutgers - ECONOMICS - 01:220:103CAPITAL & Interest1In the News?Warren Buffett, the second-wealthiest man inAmerica,wants to pay more taxes. "People at thehigh end - people like myself - should be payinga lotmore in taxes.2Course IssuesLAST CLASS Monday May 2Investment Game eCLASSICALCLASSRutgers - ECONOMICS - 01:220:103Classical/Monetarist LR ModelFull employment Output in LR-Says LawSelf-adjustingeconomyVerticalagg S curve at natural rate ofunemployment/ natural rate level ofoutputFiscal Policy no (and probably bad)Complete crowding out G up I down no stimulusGROWTHCLASS01Rutgers - ECONOMICS - 01:220:103Economic GrowthGROWTHInterrupted butongoing3.33% real GDP peryear2% real percapitaGDP per year (5009)GDP/PopDoublesaboutevery 36 years rule of 7272Doubledsince1972Why?productivityOutput per worker(manhour) Y/LY=Y/L*LY/POP=Y/L*L/POPINFLATIONCLASSRutgers - ECONOMICS - 01:220:103
    • Prices, SR Inflation & Phillips CurveInflationfriedmaninflcausesInflation deflation explained401Key PointsCPI interpretation, calculation, problemsGDP Deflator and Chain weightedindexesHarm of Inflation-anticipated, unanticipatedInefficient uINTCLASSLRutgers - ECONOMICS - 01:220:103International Economics &MacroWhy do economists generally favor free trade? Whyrestricttrade?How?How do exchange rates matter to the macro economy?How are exchange ratesdetermined in the short-run? Thelong-run?Whats bad about a current account dIntroCLASSRutgers - ECONOMICS - 01:220:103Intro Macro 220:103 NeilSheflinhttp:/sakai.rutgers.eduhttp:/econweb.rutgers.edu/sheflinhttp:/wsjstudent.com/$29.9515 weeksOh when1Some of What We Will Deal With:Recession, Inflation, Deflation,Depression,Sub-prime mess, Unemployment, MonetaryLRINFLATCLASSRutgers - ECONOMICS - 01:220:103LR Adjustment, Inflation &PolicyKeyPointsVertical LR AS againInflation SR&LRExpectations and Shifts in theShort-Run Phillips CurveLong-Run Phillips CurveverticalNo trade-offMonetary and Fiscal Policy- LR IssuesFriedmaninflcausesDelong pMONETPOLFEDCLASSRutgers - ECONOMICS - 01:220:103Monetary Policy and the FedTheFedStructure, independence,goals, tools, reservesand moneycreationBalanceSheetConspiracy and otherViewsMonetaryPolicyFed-> Reserves/Ms->r>I,C,NX,D->y,pAlso $, Tobins q, asstpricesCant push on a string LiquiditMONEYCLASSRutgers - ECONOMICS - 01:220:103Money, Banking and the FinancialSystemLincoln/HistofMoney/Banks?1In theNews?2CourseIssuesClicker Registration if not, must see meGradebook/emailsOnlineMidtermOne Hour Window starting Tuesday3/8 6pm thru Thursday 3/106pm.Covers weeks 1-7NIPACLASSRutgers - ECONOMICS - 01:220:103Measuring the EconomyKeyPointsCircular flow / AntigrowthMacro (episode20)CircularFlowNIPAGDPconceptsValueAddedAddRealvs.NominalGDPDeflatorsWelfareComparisons1In the News?2Key PointsDefinition of nominal and realGDP and differencePOLICYCONTROVERSIESCLASSRutgers - ECONOMICS - 01:220:103Macroeconomic Policy Issues andControversiesOverview of Macro PolicySR versusLRExpectations and CredibilityTaylorRulePracticalMacroeconomicsGovt Deficits anddebtEvolution of MacroFinancial Crisis of 2007Current ControversyKrugman return ofS_DCLASSRutgers - ECONOMICS - 01:220:103Demand, Supply and the Meaning ofWhat did Adam Smith(Economic) LifeKnow?It is notfrom the benevolenceof the butcher, the brewer, orthe baker, that we expect ourdinner, butfrom their regard totheir own interest.By pursuing his own interesthefrSRKEYNESIANCLASS
    • Rutgers - ECONOMICS - 01:220:103Short-Run Keynesian Model &Business CyclesBusiness CyclesEconomicFluctuationsEconomicIndicatorsThe Recent RecessionThThe Keynesian SRModelSRAggregate Demand &ExpenditureFiscalPolicyMultipliersConsumption, Saving,Investment1In the News?UNEMPCLASSRutgers - ECONOMICS - 01:220:103Unemployment and WagesMeasuring unemployment and the unemploymentrateDiscouraged workers and hidden unemploymentCauses and PoliciesStructural, frictionaland cyclical unemploymentNatural Rate of unemployment &NAIRUNominal and real wagesand producLecture+1+September+1Rutgers - ECONOMICS - 01:220:102Economics 102Introduction to MicroeconomicsSection 2Prof. Douglas BlairTodays AgendaCentral Themes of Economics Economics as a Social Science Administrative MattersWhat iseconomics?Two ways to answer subject matter methods of analysisThe subLecture+2+September+8Rutgers - ECONOMICS - 01:220:102Todays Agenda Production Possibility Curves Opportunity Cost An Application ofOpportunity Cost Reasoning:The Surprising Principle of ComparativeAdvantageKey tasksfor you now Read the syllabus carefully Sign up for Aplia online homework system.Lecture+3+September+13Rutgers - ECONOMICS - 01:220:102Ten ways to help us all makethe most of these 80 minutes1. Arrive in class on time andremain attentive andengaged until you are dismissed.2. Sit as close to the front as you can.3.Use the restroom before, not during class.4. Do not talk to your neLecture+4+September+15Rutgers - ECONOMICS - 01:220:102Todays Agenda Equilibrium price and quantity in the supplyand demand model Comparativestatics The rationing and signaling functions ofpricesNeed to find your lost clicker ID? Seeme after class today with your clicker,pencil, and paper in hand.MLecture+5+September+20Rutgers - ECONOMICS - 01:220:102TodaysagendaMarket equilibrium viewed algebraicallyConsumersurplusProducersurplusAfirst look at the case for market allocationTA office hour changesMs. Xiangjin Shen421 NewJersey HallWednesdays, 3:00 to 4:20 p.m.Mr. Cheng Gao404 New JerseyLecture+6+September+22Rutgers - ECONOMICS - 01:220:102Todays Agenda More on Pareto efficiency and the surplus measures Price ceilings and floorsOr, how rent control can cause housing shortages abandoned apartment buildings racialdiscrimination Black marketsPareto efficiency No feasible reallocatioLecture+7+September+27