Week4 Responses due by Saturday 5pm 6/25/16 2 hours ago Norbert Pikulski  Week 4 - DB1 COLLAPSE Top of Form         There are several factors that influence the number of organizations founded in a population. The availability of resource being rather scarce or plenty, population tastes and preferences and population density are all important factors. When you have the availability of resources that are scarce take for instance a population where there are a lack of homes for a solar company. The desire of resourcing homes that are at the core of a solar companies business is in question. When you have availability of resources then a business is able to function and be well off. Take for instance tastes and preferences when you have a company that makes pizzas and the consumers in the population are not pizza choice customers then there are going to be lack of sales and influence an organization. Population density can have a huge impact on whether there is going to be a demand for a particular product or service as well and this can apply to the demand for pizza as well. Competing for resources in a general niche is a specialist strategy also "by focusing on their activities in one niche, specialists are often able to develop core competencies that allow them to outperform generalists in that niche" (Jones, 2013). Having a core competencies for example in fast food restaurants can make an organization stronger at what their strengths ultimately have challenges in like menu selection and price points so specialists can cater greater to their end customer and yield a greater margin. References Jones, G. R. (2013). Organizational theory, design, and change. Bottom of Form Kevin Knight  Population Ecology COLLAPSE Top of Form "Population ecology theory, the availability of resources determines the number of organizations in a population" (p. 332). This is due to the population density limiting the amount of resources in an environment. Due to the number of resources in a given population some organizations will die out due to insufficient resources to go around for too many organizations. Money is one of the limited resources that organizations compete for and can cause an organization to die if customers are not sold on the organization, its strategy, and/or its product. Rapid birthrate of organizations in a given population are accounted for by two factors. The first factor is the increased knowledge and skill available to generate similar new organizations. The second factor to account for rapid birthrate of organizations is the success of new organizations ease the process for entrepreneurs to found similar new organizations.  There are also two factors that work to decrease the number of organizations for a given population. The first factor is the diminishing of resources in the environment.  The second is the degree of difficulty in competing with existing organizations for resources. Pursuing a specialist strategy, an organization c.

1. Week4 Responses due by Saturday 5pm 6/25/16
2 hours ago
Norbert Pikulski
Week 4 - DB1
COLLAPSE
Top of Form
There are several factors that influence the number of
organizations founded in a population. The availability of
resource being rather scarce or plenty, population tastes and
preferences and population density are all important
factors. When you have the availability of resources that are
scarce take for instance a population where there are a lack of
homes for a solar company. The desire of resourcing homes that
are at the core of a solar companies business is in
question. When you have availability of resources then a
business is able to function and be well off. Take for instance
tastes and preferences when you have a company that makes
pizzas and the consumers in the population are not pizza choice
customers then there are going to be lack of sales and influence
an organization. Population density can have a huge impact on
whether there is going to be a demand for a particular product
or service as well and this can apply to the demand for pizza as
well. Competing for resources in a general niche is a specialist
strategy also "by focusing on their activities in one
niche, specialists are often able to develop core competencies
that allow them to outperform generalists in that
niche" (Jones, 2013). Having a core competencies for example
in fast food restaurants can make an organization stronger at
what their strengths ultimately have challenges in like menu
selection and price points so specialists can cater greater to
their end customer and yield a greater margin.

2. References
Jones, G. R. (2013). Organizational theory, design, and change.
Bottom of Form
Kevin Knight
Population Ecology
COLLAPSE
Top of Form
"Population ecology theory, the availability of resources
determines the number of organizations in a
population" (p. 332). This is due to the population density
limiting the amount of resources in an environment. Due to the
number of resources in a given population some organizations
will die out due to insufficient resources to go around for too
many organizations. Money is one of the limited resources that
organizations compete for and can cause an organization to die
if customers are not sold on the organization, its strategy,
and/or its product.
Rapid birthrate of organizations in a given population are
accounted for by two factors. The first factor is the increased
knowledge and skill available to generate similar new
organizations. The second factor to account for rapid birthrate
of organizations is the success of new organizations ease the
process for entrepreneurs to found similar new organizations.
There are also two factors that work to decrease the number of
organizations for a given population. The first factor is the
diminishing of resources in the environment. The second is the
degree of difficulty in competing with existing organizations for
resources.
Pursuing a specialist strategy, an organization can increase its
chance of survival because they can most times outperform
generalist in that particular niche. The investing of resources
into a particular niche offers specialist the opportunity to offer
services that generalists can't.
Bottom of Form

3. 1 day ago
Carol Deliz
Week 4 - 2
COLLAPSE
Top of Form
Rational decision making is a three step process which
includes: indentfy and define, generate alternatives, and select a
solution. In the model 12.1, it shows that the Rational model
uses information that is available, it is costless, it is value free,
has the full range of possible alternatives, it solves the
problem with a unanimous agreement, and the best solution is
chosen (Jones).
Carnegie stategy decision making works with satisficing and
bounded rationality. The Carnegie model is costly, uses limited
information which is relevant, makes decisions by preference,
limited alternatives, uses compromises, bargaining, and
accommodation between coalitions, and solution is chosen is
only satisfactory (Jones).
The differences between the incrementalist model and the
garbage model is the course of action that it takes.
The incrementalist, according to our textbook and the power
point, is a decision making process that takes alternative
courses of action that are minimally different from past
decisions. However, the garbage-can model is a process that
takes an unstructured process, that start from the solution side
of the problem. This form of action is done when action must be
made and the group or person with the most convincing
argument wins.
I would think the fast food restaurant would use the rational
strategy. With the rational strategy, they could define the
problem, find solutions, and the make a choice. The research
and development of a drug company, I would think, would use
the incremental strategy process. With a drug company, they
would be making small changes until problems were solved.
Bottom of Form

4. 2 days ago
Zackary Resor
Decision Making Methods
COLLAPSE
Top of Form
What are the critical differences between the rational and the
Carnegie approaches to decision making? What are the critical
differences between the incrementalist and garbage-can models?
Which models best describe how decision making takes place in
(a) a fast-food restaurant and (b) the research and development
laboratory of a major drug company?
With the rational model, decision making is costless and value
free, the decision makers have time to evaluate and choose the
best solution for the organization by unanimous agreement.
With the Carnegie model, decision making is costly and affected
by preferences and values of the decision makers, and a
satisfactory solution is chosen by the decision makers through
bargaining and compromise. The incrementalist model tells us
that managers develop a history of decision trends and rarely
stray away from that path. In a stable environment the
incrementalist model works well because they are able to make
small, necessary adjustments. The garbage-can model has the
decision makers address the process in reverse by starting by
proposing solutions to problems that are not present.
(a) Fast-food restaurants would be an example for the
incrementalist model because they operate in a pretty stable
environment. Their management makes minor changes
throughout their day such as staff allocation and food
preparation and stock levels. (b) The research and development
lab would be a more complex environment so it would use the
garbage-can model for decision making. Some R&D labs start
with a solution and try to find the best way to reach it in the
event that a new problem were to arise.

5. Bottom of Form
Before one considers Nancy Reagan and her advisory role
toward her husband, one must first provide a context for Ronald
Reagan and his presidency.
Any success of the Reagan presidency has to be at least
partly attributed to the previous decade, which saw Richard
Nixon resigning from the presidency, then the malaise of Gerald
Ford, and finally the disappointment of Jimmy Carter. William
H. Chafe, in his book, The Rise and Fall of the American
Century, (2009) points out that the atmospheres created by
Jimmy Carter and Ronald Reagan were very different.
Ronald Reagan was breezy, ebullient funny and inspiring,
Jimmy Carter pensive,
ponderous, and dour. The one brightened a room with his
laughter and self-
confidence; the other engendered concern and spurred
reflection as to whether
the country was going in the right direction. … the two
could not have been more
diametrically opposite in their approach to governing.
(239)
When Ronald Reagan was elected to the presidency, however,
everything changed. Chafe identifies this changing of the guard.
“What had only yesterday seemed to be the twilight of
American power suddenly became morning time in America,
launching an era that would see the Cold War end and the
country recover its sense of pride and power” (239).
The glow and the warmth that was Ronald Reagan, however,
while real in appearance, were indicative of nothing. There was
no heat beyond the glow. Reagan was able to operate this way
precisely because of what preceded him. He was the morning
after.
Despite his enormous popularity that followed his

6. succession of Carter, and
despite the intellectual prowess that his political position
implied, Reagan was simply an illusion. This fiction worked
because he was a zeitgeist leader, what
Nancy’s mundane, wifely concern also extended to matters
of policy. When AIDS began appearing in the mid 1980’s
Reagan gave it scant attention because it was a “gay disease.”
Dr. Anthony Fauci, then, as now, was the head of the National
Institute of Health. When he was asked by reporters about
drugs to fight AIDS he simply replied that the drugs “were in
the pipeline.” He had no other answer, since Reagan was not
interested in fighting the scourge and had allocated little money
to the cause. Nancy, however, persuaded her husband to take a
softer approach. “It was Nancy who, relying heavily on her
brother, a medical doctor … persuaded her Ronnie to be more
open-minded about the scourge of AIDS. He resisted mightily,
until it got personal – when their good friend Rock Hudson was
afflicted and died on October 2, 1985” (Mitchell).
Perhaps more important to the future of the US was the role
that Nancy played in reconciling her husband’s attitude toward
the “Evil Empire,” Russia.
Beginning in 1985, Mrs. Reagan encouraged her husband
to forge a friendly
relationship with Soviet President Mikhail Gorbachev. The
relationship
between the two leaders resulted in the 1987 Intermediate-
Range Nuclear
Forces (INF) Treaty. Some observers believe that President
Reagan’s close
relationship with Gorbachev eventually contributed to the
collapse of the
Soviet Union and the removal of the Berlin Wall. (Moser)
Nancy’s most notorious piece of advice, however, took place
after her husband was almost assassinated. On March 30, 1981,
after a speech at the Washington Hilton, Reagan was shot in an
awkward assassination attempt by John Hinckley Jr. In the

7. words of H.P. Brands, the assassination attempt
also prompted some unusual behavior on the part of Reagan
and his wife that his
aides carefully shielded from the public. Nancy Reagan
began to consult a secret
outside adviser whose karmic predictions affected virtually
every move and
decision that the Reagans made for the next seven years.
(Brands)
Ellen Moser writes that Nancy “hired the astrologer Joan
Quigley to tell her when to sign treaties, hold peace
conferences, and schedule important trips and events. Quigley
was a source of embarrassment … when the public learned the
extent to which President Reagan’s schedule revolved around
the astrologer’s advice” (Moser).
H.W. Brands writes that “Nancy, with the acceptance of her
husband, had consulted astrologers for years, dating back to
Reagan’s stint as governor of California. … Nancy found
herself consulting Quigley as to which days were auspicious for
the president and which days threatening” (Brands).
Works Cited
Brands, H. W. Reagan Reborn. History Reference Center. 2013.
Web. 20 October
2014. Chafe, William H. The Rise and Fall of the American
Century. New York: Oxford University Press. 2009. Print.
Johnson, Paul. A History of the American People. New York:
Harper Perennial. 1999.
Print.
Mitchell, Andrea. Talking Back … To Presidents, Dictators,
and Assorted Scoundrels.
New York: Viking. 2005. Print.

8. Moser, Ellen. Nancy Reagan. History Reference Center., 2006.
Web. 20 October
Thomas, Helen. Front Row at the White House My Life and
Times. New York:
Scribner. 1999.Print.
Research Paper Topics
Explain why the Greeks are important to the modern world.
What concepts of theirs have we adopted for our modern way of
life?
4 pages research paper (not include work cited page), MLA
Form
Due on Sunday, June 26, 20:00