360-degree Appraisal Project Rubric Levels of Achievement.docx
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360-degree Appraisal Project Rubric Levels of Achievement Criteria Not Acceptable - Poor Fair Good - Excellent Paper is formatted using an APA style: (Includes: Title Page, Abstract & Text Citations) 0 to 1 points 2 to 3 points 4 to 5 points Proofreading & Editing of Paper (Overall paper is free of spelling, grammar and punctuation errors) 0 to 1 points 2 to 3 points 4 to 5 points Quality written paper: Content is organized and written in a clear and easily understood manner. Actual copies or re-typed participant feedback forms included with your paper submission 0 to 5 points 6 to 7 points 8 to 10 points Comprehensive summary of feedback from reviewers. 0 to 8 points 9 to 11 points 12 to 15 points Plan of action proposed that is based on re�ection and thought of responses to your 360 degree reviews. 0 to 8 points 9 to 11 points 12 to 15 points Name Description Rubric Detail View Associated Items Print Close Window javascript:associationListToggle( ); Q1_Kansas City Missouri#RegionStateDemandZoneRatesTotalsMKT 255 Section: 8:00 9:30 11:001New EnglandCT4600Names:2New EnglandMA85003New EnglandME23004New EnglandNH20005New EnglandRI21006New EnglandVT16007Mid AtlanticDE36008Mid AtlanticMD68009Mid AtlanticNJ1090010Mid AtlanticNY2040011Mid AtlanticPA1370012Mid AtlanticVA900013Mid AtlanticWV360014MidwestIL1380015MidwestIN750016MidwestKY530017MidwestOH1250018MidwestMI1090019MidwestWI670020SoutheastAL580021SoutheastFL1660022SoutheastGA1070023SoutheastMS500024SoutheastNC1150025SoutheastSC560026SoutheastTN730027SoutheastAR390028SoutheastLA550029SoutheastOK1020030SoutheastTX2610031PlainsIA400032PlainsKS770033PlainsMO700034PlainsMN630035PlainsNE700036PlainsND300037PlainsSD180038MountainAZ1060039MountainNM500040MountainUT380041MountainNV370042MountainCO700043MountainID260044MountainWY160045MountainMT200046PacificCA3820047PacificOR480048PacificWA7800GRAND TOTAL0 Q2_Three DCs#RegionStateDemandZoneRatesTotalsDistribution Center (1, 2 or 3)1New EnglandCT4600Distribution Center 1 = 2New EnglandMA8500Distribution Center 2 = 3New EnglandME2300Distribution Center 3 = 4New EnglandNH20005New EnglandRI2100MKT 255 Section: 8:00 9:30 11:006New EnglandVT1600Names:7Mid AtlanticDE3600Add Maps Here (and provide printed copies). Place a Red Box over states that contain your DC's and identify in the table and on your map which states those sites are servicing (you may use any mapping software or tool you need). 8Mid AtlanticMD68009Mid AtlanticNJ1090010Mid AtlanticNY2040011Mid AtlanticPA1370012Mid AtlanticVA900013Mid AtlanticWV360014MidwestIL1380015MidwestIN750016MidwestKY530017MidwestOH1250018MidwestMI1090019MidwestWI670020SoutheastAL580021SoutheastFL1660022SoutheastGA1070023SoutheastMS500024SoutheastNC1150025SoutheastSC560026SoutheastTN730027SoutheastAR390028SoutheastLA550029SoutheastOK1020030SoutheastTX2610031PlainsIA400032PlainsKS770033PlainsMO700034PlainsMN630035PlainsNE700036PlainsND300037PlainsSD180038MountainAZ1060039Mountai ...
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4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist ...
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docx
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docx
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docx
This document outlines key concepts related to recognizing and analyzing ethical problems. It discusses how to distinguish ethical questions from clinical or legal ones, and introduces the common features of ethical problems - a moral agent, a course of action, and an outcome. It uses the story of a veteran, Bill, missing therapy appointments as an example, with his therapist Kate feeling uncertain about what to do.
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docx
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3Moral Identity Codes of Ethics and Institutional Ethics .docx
This document discusses codes of ethics and institutional ethics structures in healthcare organizations. It begins by outlining the key learning objectives which focus on understanding the importance of codes of ethics and how they reflect an organization's values. It then discusses the role of codes of ethics in shaping an organization's moral identity and standards of conduct. The document provides examples of codes from the American Medical Association and Trinity Health. It emphasizes that codes of ethics should apply to all healthcare workers and cover areas like cultural competence, privacy, and nondiscrimination. Institutional ethics committees and review boards also help address ethical issues.
3NIMH Opinion or FactThe National Institute of Mental Healt.docx
3
NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1Updated April-09Lecture NotesChapter 4Enterpr.docx
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
Recommended
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist ...
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docx
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docx
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docx
This document outlines key concepts related to recognizing and analyzing ethical problems. It discusses how to distinguish ethical questions from clinical or legal ones, and introduces the common features of ethical problems - a moral agent, a course of action, and an outcome. It uses the story of a veteran, Bill, missing therapy appointments as an example, with his therapist Kate feeling uncertain about what to do.
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docx
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3Moral Identity Codes of Ethics and Institutional Ethics .docx
This document discusses codes of ethics and institutional ethics structures in healthcare organizations. It begins by outlining the key learning objectives which focus on understanding the importance of codes of ethics and how they reflect an organization's values. It then discusses the role of codes of ethics in shaping an organization's moral identity and standards of conduct. The document provides examples of codes from the American Medical Association and Trinity Health. It emphasizes that codes of ethics should apply to all healthcare workers and cover areas like cultural competence, privacy, and nondiscrimination. Institutional ethics committees and review boards also help address ethical issues.
3NIMH Opinion or FactThe National Institute of Mental Healt.docx
3
NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1Updated April-09Lecture NotesChapter 4Enterpr.docx
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
3Type your name hereType your three-letter and -number cours.docx
3
Type your name here
Type your three-letter and -number course code here
The date goes here
Type instructor’s name here
Your Title Goes Here
This is an electronic template for papers written in GCU style. The purpose of the template is to help you follow the basic writing expectations for beginning your coursework at GCU. Margins are set at 1 inch for top, bottom, left, and right. The first line of each paragraph is indented a half inch (0.5"). The line spacing is double throughout the paper, even on the reference page. One space after punctuation is used at the end of a sentence. The font style used in this template is Times New Roman. The font size is 12 point. When you are ready to write, and after having read these instructions completely, you can delete these directions and start typing. The formatting should stay the same. If you have any questions, please consult with your instructor.
Citations are used to reference material from another source. When paraphrasing material from another source (such as a book, journal, website), include the author’s last name and the publication year in parentheses.When directly quoting material word-for-word from another source, use quotation marks and include the page number after the author’s last name and year.
Using citations to give credit to others whose ideas or words you have used is an essential requirement to avoid issues of plagiarism. Just as you would never steal someone else’s car, you should not steal his or her words either. To avoid potential problems, always be sure to cite your sources. Cite by referring to the author’s last name, the year of publication in parentheses at the end of the sentence, such as (George & Mallery, 2016), and page numbers if you are using word-for-word materials. For example, “The developments of the World War II years firmly established the probability sample survey as a tool for describing population characteristics, beliefs, and attitudes” (Heeringa, West, & Berglund, 2017, p. 3).
The reference list should appear at the end of a paper (see the next page). It provides the information necessary for a reader to locate and retrieve any source you cite in the body of the paper. Each source you cite in the paper must appear in your reference list; likewise, each entry in the reference list must be cited in your text. A sample reference page is included below; this page includes examples (George & Mallery, 2016; Heeringa et al., 2017; Smith et al., 2018; “USA swimming,” 2018; Yu, Johnson, Deutsch, & Varga, 2018) of how to format different reference types (e.g., books, journal articles, and a website). For additional examples, see the GCU Style Guide.
References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docx
3
Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docx
3
JWI 531 Finance II Assignment 1Template
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
· All green text includes instructions to support your writing. You should delete all green text before submitting your final paper.
· All blue text indicates areas where you need to replace text with your own information. Replace the blue text with your own words in black.
· Headings and subheadings are written in black, bold type. Keep these in your paper.
TIPS:
· Write in the third person, using “he” or “she” or “they”, or using specific names. Do not use the second person “you”.
· The body of this paper has one-inch margins and uses a professional font (size 10-12); we recommend Arial or Times New Roman fonts.
· The Assignment template is already formatted with all needed specifications like margins, appropriate font, and double spacing.
· Before submitting your paper, use Grammarly to check for punctuation and usage errors and make the required corrections. Then read aloud to edit for tone and flow.
· You should also run your paper through SafeAssign to ensure that it meets the required standards for originality.
FINALIZING YOUR PAPER
Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docx
3
Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
1) How to make a p ...
3HR StrategiesKey concepts and termsHigh commitment .docx
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
3Implementing ChangeConstruction workers on scaffolding..docx
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
3Assignment Three Purpose of the study and Research Questions.docx
3
Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
380067.docxby Jamie FeryllFILET IME SUBMIT T ED 22- .docx
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380067by Jamie Feryll380067ORIGINALITY REPORT380067WRITECHECK REPORT
Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
392Group Development JupiterimagesStockbyteThinkstoc.docx
39
2Group Development
Jupiterimages/Stockbyte/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to:
• Discuss and evaluate Tuckman’s sequential stage theory.
• Contrast sequential stage theory with Gersick’s punctuated equilibrium theory.
• Assess the practical implications of the team evaluation and maturation model.
• Identify critical elements in setting the stage for effective teamwork.
• Correlate commitment, attachment, and trust with shared leadership, meaningful and measurable perfor-
mance goals, and mutual accountability.
• Describe five major sources of objections to group work and teamwork, as well as strategies for overcoming
them.
cog81769_02_c02_039-076.indd 39 8/19/16 9:36 AM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Pretest
1. Performing is the final stage in a group’s development. T/F
2. Teams should be as large as possible to maximize skill potential. T/F
3. Teams require support from organizational systems in order to function effectively. T/F
4. Team building is complete once members have been selected and resources have been
acquired. T/F
5. Lack of positive group or team experience can be a major obstacle to team
development. T/F
Answers can be found at the end of the chapter.
Introduction
As senior manager at a large marketing company, Tai has successfully overseen the
development of several small groups into high-functioning teams. She was recently asked
to form a new group that will create a marketing campaign for a struggling product
line. Although past experience tells Tai that this will likely call for a team, she begins the
team-building process by first confirming that a team best suits the project’s complexity.
Once she does so, Tai determines that the structural parameters surrounding the team’s
project, and the essential nature of what it is expected to do, call for a design team in
which members with problem-solving experience and skills are particularly desirable. Tai
meets with potential team leaders, both in-house and out-house, to discuss the resources
they will need. They conclude that understanding and addressing the issues surrounding
the product’s current market struggles will require the team to coordinate and exchange
information with a knowledgeable individual or group within the client organization.
They discuss potential team leader and member combinations that can skillfully accom-
plish this.
The challenge is to keep the team small but represent enough KSA combinations so as to
support an effective solution. Tai likes to keep teams as small as possible because she’s
found that they work more quickly. Furthermore, her company is busy—wasting human
resources is not an option. After a lively discussion on how various members might work
together and complement each other’s KSAs, Tai selects a team leader—Maya—along
with the other members. The discussion also helps c ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docx
This document summarizes theories of teaching from several influential learning theorists. It discusses how theorists like Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné viewed the role of the teacher based on their behavioral and cognitive learning theories derived from animal and child studies. They generally saw teaching as managing external conditions to ensure specified behavioral changes in learners. The document then contrasts this with theories of teaching from adult learning theorists like Rogers, who rejected the notion that teaching is controlling learning and saw the teacher's role differently.
3902 wileyonlinelibrary.comjournalmec Molecular Ecology.docx
3902 | wileyonlinelibrary.com/journal/mec Molecular Ecology. 2019;28:3902–3914.© 2019 John Wiley & Sons Ltd
1 | I N T R O D U C T I O N
Maynard‐Smith and Haig (1974) recognized the influence of selection
on linked neutral sites, proposing that strong positive selection could
reduce genetic diversity at nearby sites. This process is now referred
to as a ‘selective sweep’. Much later, Charlesworth, Morgan, and
Charlesworth (1993) proposed that deleterious mutations could also
affect genetic diversity at nearby sites, because some haplotypes
would be removed from the population as selection acts against
linked deleterious alleles. They named this process background se‐
lection (BGS). Both selective sweeps and background selection af‐
fect genetic diversity; they both reduce the effective population size
and distort the site frequency spectrum (SFS) of linked loci. Empirical
evidence of a positive correlation between genetic diversity and
recombination rate has been reported in several species (Cutter &
Payseur, 2013), including Drosophila melanogaster (Begun & Aquadro,
1992; Elyashiv et al., 2016), humans (Spencer et al., 2006), collared
flycatchers, hooded crows and Darwin's finches (Dutoit et al., 2017;
see also Vijay et al., 2017).
BGS is also expected to affect FST (Charlesworth, Nordborg, &
Charlesworth, 1997; Cruickshank & Hahn, 2014; Cutter & Payseur,
2013; Hoban et al., 2016). The negative relationship between effec‐
tive population size Ne and FST is captured in Wright's classical in‐
finite island result; FST =
1
1+4Ne(m+�)
(Wright, 1943), where m is the
migration rate and µ is the mutation rate. One might therefore ex‐
pect that loci under stronger BGS would show higher FST.
Many authors have also argued that, because BGS reduces the
within‐population diversity, it should lead to high FST (Cruickshank
Received: 20 May 2018 | Revised: 19 June 2019 | Accepted: 3 July 2019
DOI: 10.1111/mec.15197
O R I G I N A L A R T I C L E
Background selection and FST: Consequences for detecting
local adaptation
Remi Matthey‐Doret | Michael C. Whitlock
Department of Zoology and Biodiversity
Research Centre, University of British
Columbia, Vancouver, BC, Canada
Correspondence
Remi Matthey‐Doret, Department of
Zoology and Biodiversity Research Centre,
University of British Columbia, Vancouver,
BC V6T 1Z4, Canada.
Email: [email protected]
Funding information
The work was funded by NSERC
Discovery Grant RGPIN‐2016‐03779 to
MCW and by the Swiss National Science
Foundation via the fellowship Doc.Mobility
P1SKP3_168393 to RMD.
Abstract
Background selection is a process whereby recurrent deleterious mutations cause a
decrease in the effective population size and genetic diversity at linked loci. Several
authors have suggested that variation in the intensity of background selection could
cause variation in FST across the genome, which could confound signals of local ad‐
aptation in genome scans. ...
38 Monthly Labor Review • June 2012TelecommutingThe.docx
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
3895SafeAssign Originality ReportComputer Sec.docx
%38
%9
%5
SafeAssign Originality Report
Computer Security: Foundations - 201950 - CRN163 - Zavgren • Week Eight Assignment
%51Total Score: High riskSanthosh Muthyapu
Submission UUID: febbc9ef-e6b9-70f0-6bf0-fe171274dcc9
Total Number of Reports
1
Highest Match
51 %
Santhosh Muthyapu week 8.docx
Average Match
51 %
Submitted on
08/20/19
10:16 AM EDT
Average Word Count
666
Highest: Santhosh Muthyapu week 8.docx
%51Attachment 1
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writemyclassessay atlatszo
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Word Count: 666
Santhosh Muthyapu week 8.docx
7 5 6
3
8 9 1
4 2
7 Student paper 5 Student paper 8 Student paper
https://blackboard.nec.edu/webapps/mdb-sa-BB5b75a0e7334a9/originalityReport?attemptId=2118e265-8842-4fba-87df-67e2234daca3&course_id=_44439_1&download=true&includeDeleted=true&print=true&force=true
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writemyclassessay 94%
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Running Head: INDUSTRIAL ESPIONAGE ALLEGED BY DAVID 1
INDUSTRIAL ESPIONAGE ALLEGED BY DAVID DOE 2
INDUSTRIAL ESPIONAGE ALLEGED BY DAVID Name: Santhosh Muthyapu Course: Computer Security: Foundations Date of Submission: 08/20//2019
The steps ought to have been taken in detecting Industrial Espionage Alleged by David Doe
David Doe was a network administrator for the ABC company. The ABC company ought to have taken various steps in detecting Industrial Espionage alleged by
David Doe. First, it should evaluate threat and risk data as well as log data from numerous sources, intending to acquire information about security that would
enhance instant response to security incidents. The manager should be in place to detect any warning signal. An instance is when David is unhappy since he is
passed over for promotion three times. The vital warning signs that a representative may have incorporates bringing home materials having a place with the
organization, being keen on things outside their duties, mainly that are related to the contender of the organization. However, David is alleged to have duplicated the
company’s research after quitting the company and starting his own consulting business (Ho & Hollister, J2015) To predict risks in the network traffic, and dangerous
malware, the company should install signature and behavior-based detection devices. Advanced Cyber Intrusion Detection enhance this. To enable immediate
response as soon as the alerts of faults, attacks, or misuse indications, there should be a correlation, analysis, and collection of server clients’ logs. For the
integrity of local systems, it is essential to ensure regular checks. It was necessary for intrusion finding (Jin & van Dijk, 2018). This involves an outline of possible
security liabilities in software and operating systems applications. Us ...
37Barram — Case Study Greenhill CollegeCase Study Greenh.docx
37Barram — Case Study: Greenhill College
Case Study: Greenhill College
T H E C A S E S T U D Y
Provost Chad Logan ambled along the red bricked
pathway leading to Centennial Hall, the 100-year-old orig-
inal administration building of Greenhill College, estab-
lished in 1909 by a group of protestant clergy and like-
minded educators who wanted an alternative to the secular
institutions of their day. The college had remained true to
its historical roots as a faith-based, Christian, interdenomi-
national institution. Chad entered, making his way directly
to the Academic Affairs Office. Sue Grant, the department
receptionist, was on the phone and shot him a warm smile
and mouthed, “Good morning.” The red blinking light
on his phone caught his eye as he entered his office. He
reached over and punched in his code and listened to a
pleasant voice telling him he had six new messages. The
most recent was Emerson Wilson, longtime president of
Greenhill, who wanted him to call as soon as he got in.
Ten minutes later he was seated in the president’s office
on the second floor. Chad still couldn’t decide if he liked
Wilson. At one moment he could be warm and friendly,
the next cold and unbending. The unpredictability of the
man’s nature created stress among all those around him.
“Chad, you better pay more attention to the new stu-
dent enrollment projections for this fall,” Wilson said. “I
saw Al Sanders this morning in the gym, and he tells me
next fall’s new student numbers are projected to be down
from this year. This is the first I have heard of it, and I’m
not too happy about being kept out of the loop. I really
don’t like hearing this news from the director of admis-
sions.”
Chad felt that now-familiar pang of worry in his
stomach. Unfortunately, Greenhill lacked the significant
endowment, immediate name recognition, and the ster-
ling academic reputation of its competition. Even though
Greenhill had a rich history, the glaring lack of a big
endowment and popular name recognition resulted in
continual financial pressure. Greenhill was a tuition-driven
institution. Eighty-five percent of the annual budget rev-
enue came from student tuition dollars. Chad despised this
dependence on student admissions. He believed it to be a
stranglehold on the college’s ability to move forward.
Chad wasn’t frustrated with Al because he knew
Wilson probably put him on the spot earlier that morn-
ing in the gym. Wilson’s management style didn’t confine
him to the office. He could be like a cat on the prowl. He
loved the college and believed it was appropriate to ask any
employee — at any time and place — about their job. In
A B S T R A C T : Greenhill College is an organizational decision-making case study involving the financial stabil-
ity of a fictitious small, private, religious liberal arts college with an enrollment of more than 2,000 students.
Traditional, small liberal arts colleges, long a staple of the American ...
386 Six canonical letters in which the author explicitly .docx
386
Six canonical letters in which the author explicitly
identifi es himself as Paul, Apostle to the Gentiles,
contain discrepancies that cause scholars to
question their Pauline authorship. Two of the
letters—2 Thessalonians and Colossians—are
still vigorously disputed, with a large minority
championing their authenticity. But an over-
whelming scholarly majority deny that Paul wrote
the four others—Ephesians, 1 and 2 Timothy, and
Titus. The latter three are called the pastoral epis-
tles because the writer—as a pastor or shepherd—
offers guidance and advice to his fl ock, the church.
c h a p t e r 1 7
Continuing the Pauline Tradition
2 Thessalonians, Colossians, Ephesians, and the Pastoral Epistles
Stand fi rm . . . and hold fast to the traditions which you have
learned from us by word or letter. 2 Thessalonians 2:15
Keep before you an outline of the sound teaching which you heard from me. . . .
Guard the treasure [apostolic tradition] put into our charge. 2 Timothy 1:13–14
Key Topics/Themes Paul’s continuing infl uence
on the church was so great after his death that
various Pauline disciples composed letters in his
name and spirit, claiming his authority to settle
new issues besetting the Christian community.
Whereas a minority of scholars defend Pauline
authorship of 2 Thessalonians and Colossians, a
large majority are certain that he did not write
Ephesians, 1 or 2 Timothy, or Titus.
Repeating themes from Paul’s genuine
letter to the Thessalonians, 2 Thessalonians
reinterprets Paul’s original eschatology,
asserting that a number of traditional
apocalyptic “signs” must precede the eschaton .
In Colossians, a close Pauline disciple
emphasizes Jesus’ identifi cation with the cosmic
power and wisdom by and for which the
universe was created. The divine “secret” is
revealed as Christ’s Spirit dwelling in the
believer. A deutero - Pauline composition,
Ephesians contains ideas similar to those in
Colossians, revising and updating Pauline
concepts about God’s universal plan of salvation
for both Jews and Gentiles and about believers’
spiritual warfare with supernatural evil.
Writing to Timothy and Titus as symbols of
a new generation of Christians, an anonymous
disciple (known as the Pastor) warns his
readers against false teachings (heresy). He
urges them to adhere strictly to the original
apostolic traditions, supported by the Hebrew
Bible and the church.
har19138_ch17_386-402.indd Page 386 09/01/14 8:06 PM user /204/MH02032/har19138_disk1of1/0078119138/har19138_pagefiles
V
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1
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T
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c h a p t e r 1 7 c o n t i n u i n g t h e p a u l i n e t r a d i t i o n 387
Most scholars today view several books in
the New Testament as pseudonymous, the
productions of unknown Christians who ad-
opted the Jewish literary convention of writing
under an assumed identity. Schola ...
382020 Originality Reporthttpsucumberlands.blackboard.docx
3/8/2020 Originality Report
https://ucumberlands.blackboard.com/webapps/mdb-sa-BB5a31b16bb2c48/originalityReport/ultra?attemptId=c78566dc-52b5-42ad-9746-958bd6224b… 1/5
%100
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Spring 2020 - Data Science & Big Data Analy (ITS-836-10) - Second Bi-… • Research Paper
%100Total Score: High riskVenkata Sindhur Gutta
Submission UUID: 1652bf77-9ec0-3297-c8c9-f2e32efcb4a5
Total Number of Reports
1
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3 2 1
3 Student paper 2 Student paper 1 My paper
Radical Platforms
Venkata Sindhur Gutta
University of the Cumberlands
The pedestrians in smart city centers and crowd congestion use agent-based models to simulate that facilitate communication and visualization of the models. 3D
imagining makes it easier to for people to understand smart cities. Smart city has visual reference of locations unique comprising of almost all the indispensable
infrastructures providing a superiority lifestyle to its residents. Big data is used by businesses to make strategic movements, including decisions when appropriately
analyzed (Bhavnani and Sylvan, 2017). Analysis of big data is used in studying large amounts of data where valuable information can be uncovered and extracted.
Newer technologies are being employed by big data in smart cities to increase and make use of services in the towns potentially. For example, ICT makes the
availability of data collected through its components. This type of technology is also referred to as the Internet of Things, and it does communicate between different
connected devices and does exchange data requiring either internet or wireless connections (Colombo, & Ferrari, 2015). This paper gives a brief history of how
different organizations in smart cities are using big data to prosper in terms of production and efficiency.
Smart cities are employing the use of Internet of Things strategies to extract data that requires the internet to run. Deploying big data in smart cities has also
impacted operations in organizations (Psomakelis et al. 2015). Many organizations are constructing and redefining new models so that they can initiate the use
of big data. Research shows that organizations and companies using big data and investing in it have higher chances of being more productive than those not
employing its usage. As with organizations in smart cities, there is technical ability and investment ability importance through the deployment of big data.
Organizations th+at have had strategic tools do not have to replace them but use the same means more effectively at their disposal.
Big data, for example, has interfered with production volume and fl ...
36Dissertation ProspectusComment by Astur, Ro.docx
This document provides feedback on a dissertation prospectus from a committee member named Robert Astur. Astur provides constructive criticism on improving various sections of the prospectus, including clarifying the research gap, providing more scientific citations, and correcting grammatical errors. Astur notes that the introduction does not clearly define the research gap and questions how the study will help address it. Suggestions are made to strengthen the background, problem statement, and theoretical framework sections by adding more details and references from the research literature. Overall, the comments aim to help the student enhance the quality and rigor of the prospectus.
38 I AUTOMATING INEQ!!AUTY during times of economic crisis.docx
38 I AUTOMATING INEQ!!AUTY
during times of economic crisis. Poor and working-c
lass people
resist restrictions of their rights, dismantle discriminatory in
sti
tutions, and join together for survival and mutual aid. But ti
me
and again they face middle-class backlash. Social assistan
ce is re
cast as charity, mutual aid is reconstructed as dependency,
and
new techniques to turn back the progress of the poor prolifera
te .
A well-funded, widely supported, and wildly successful counter-
movement to deny basic human rights to poor and working-clas
s
people has grown steadily since the 1970s. The movement man
u
factures and circulates misleading stories about the poor: t
hat
they are an undeserving, fraudulent, dependent, and immo
ral
minority. Conservative critics of the welfare state continue to ru
n -
a very effective propaganda campaign to convince Americans t
hat __
-
the working class and the poor must battle each other in a z
ero-_
sum game over limited resources. More quietly, program
ministrators and data scientists push high-tech tools
promise to help more people, more humanely, while un_,,,.,_,.,,
efficiency, identifying fraud, and containing costs. The
poorhouse is framed as a way to rationalize and streamline
fits, but the real goal is what it has always been: to profile, vuJ«�
--,- -
and punish the poor.
2
AUTOMATING HIGIBIUTY IN
THE HEARTLAND
A little white donkey is chewing on a fencepost where we turn
coward the Stipes house on a narrow utility road paralleling
the train tracks in Tipton, Indiana. Michael "Dan" Skinner,
65-year-old ex-newspaper man and my guide to central Indiana,
heaves his mom's 19-year-old sedan across the tracks and imo
the Stipes family's driveway a mile or so later. Their big white
house is marooned in a sea of cornfields, but on this sunny day
.-. in March 2015, the stalks are cut back low and softened by snow
•-•· melting to mud. Kim and Kevin Stipes joke that they've had to
\ grow tall children: come July, the smaller ones disappear into the
\ corn. I'm here to talk to Kim and Kevin about their daughter So
/phie, who lost her Medicaid benefits during Indiana's experiment
\with welfare eligibility automation.
\ In 2012, I delivered a lecture at Indiana University Blooming
••••- ton about how new data-based technologies were impacting pub
\ lie services. When I was finished, a well-dressed man raised his hand
and asked the question that would launch this book. "You know,"
he asked, "what's going on here in Indiana, right?" I looked at
40 I AUTOMAUN_G INE~ALITY
him blankly and shook my head, He gave me a quick synopsis:
a $L3 billion contract to privatize and automate the state's
welfare eligibility processes, thousands losing benefits, a high-
profile breach-of-contract case for the Indiana Supreme Court,
He handed me his card, In gold letters it identified him as Matt
Pierce, Democratic member of the Indiana House of Represen-
tatives. ...
38 Appendix M Capstone Paper Outline and Due Dates .docx
38
Appendix M: Capstone Paper Outline and Due Dates
Part 1: Problem Statement Due Week 1
Part 2: Paper Proposal Due Week 2
Part 3: Descriptive Epidemiology Due Week 4
To Include:
• Person,
Place,
Time
• History
of
disease/concern
• Big
picture
of
problem
• Incidence
and
Prevalence
• Now
focus
on
risk
factors
Part 4: Analytical Epidemiology Due: Week 5
To include:
• Observed
distribution
• Gaps
in
knowledge
• Determinants
of
the
disease
• Prevention,
screening,
diagnosis,
treatment,
and
surveillance
• Researching
your
disease/condition
(give
examples
of
different
types
of
studies:
case-‐control,
cohort,
meta-‐analysis,
etc.
and
provide
examples
of
what
studies
of
these
type
say
about
your
disease/concern
in
your
population)
• Areas for further research
Part 5: Program Analysis Due: Week 6
To include:
• Characteristics
of
effective
prevention
programs
• Choose
one
program
and
present
literature
about
it
and
research
on
it
• Critical
analysis
of
the
program
you
choose
(gaps,
etc
based
on
earlier
research)
• Recommendations
and
Conclusions
Part
6:
Due: Week 8
To
include:
Draft
Plan
including
feasibility
and
key
elements
such
as
stakeholders,
resources,
challenges,
and
conclusion
Final Paper Due: Week 9
Running head: RELIGION 1
RELIGION 6
Religion
Milestone Three: Rough Draft
Religion
Religion is an important aspect that needs to be clearly observed. This is a basic practice that requires the acute knowledge of basic issues that surrounds the society. a look at the main religious practices in the country is a key matter of concern that needs to be perfect conceptualized in this particular case. Christianity and Hinduism are the key subjects in this case. Hinduism and Christianity are key religious practices of interest. Religion is a key topic of concern in most societies. It defines the politics and culture of the place in a unique way that is clear in each society. Analyzing the importance of religion in the society explains the reason behind the existence of specific issues in the society that widely defines the nature of man. Each religious practice has certain features that creates simplicity in the identification of key religious practices in the society. The understanding of basic religious practices such as Hinduism and Christianity is essential.
Hindu is an ancient Indian religion that is widely practiced throughout India and parts of the southeast Asia. The religion developed in the early periods a ...
36CHAPTER TWOtwo notebooks, co.docx
36
CHAPTER
TWO
two
notebooks,
coincide?
The
answer
of
course
is
that
the
two
will
not
be
identi cal.
The
reason
fm
this
discrepancy
is
dearly
not
due
to
the
nature
ol
the
event,
but
rather
to
the
fact
that
the
observers
were
different,
psychologically
and
culturally.
So,
as
Heisenberg
would
have
suggested,
the
true
nature
of
the
event
is
indeter minable. (1999:
64)In every intercultural interaction, we try to capture and represent meaning so that we can use it in the future. In a way, we approach every situation of in tercultural interaction as if it consisted of 'things,• or small particles, and srrive to discover their exact meaning; this approach is found in the objective view of knowledge. But, as you remember, every situation is dynamic because "things• re late to other things, creating continual motion like that of a wave; this approach is found in the subjective view of knowledge. Thus, it is possible to discover the exact meaning of something with only a degree of certainty, which implies a de gree of uncertainty as well.
Introducing the Uncertainty Principle
lNow, on the basis of the discussion above, we can introduce the second principle underlying intercultural communication: the Uncertainty Principle. There are three parts to this principle, and each deals with the nature of our knowledge about our interactions with people from other cultures. First, we will discuss im certainty in terms of horizon of knowledge. Next, we will present intercultural communication as a process of dis-closure. Finally, we will show how uncertainty is linked to order. We will discuss each part separately and then formulate the Un- certainty Principle as a whole. ·
Uncertainty and Horizon of Knowledge
Uncertainty refers to our cognitive inability to predict or--explain •our own or others' feelings and behaviors in interactions• (Chen & Starosta, 1998: 122). Two kinds of uncertainty are often isolated: predictive and explanatory. Predictive uncertainty is the inability to predict what someone will say or do, while explanatory uncertainty is the inability to explain why people behave as they do (Martin & Nakayama, 2000: 210).
Uncertainty usually evokes anxiety, which is considered to be its affective equivalent (Gudykunst & Kim, 2003: 329). Higher levels of uncertainty and anx iety directly correlate with increased communication apprehension (Neuliep & Ryan, 1998).
The Uncertainty Management Theory (Gudykunst, 1995; Gudykunst & Lee, 2002) sees the goal of intercultural communication as seeking information to re duce uncertainty and increase the predictability of our interactions with the Other. Ideally, it seems, uncertainty would be eliminated from our intercultural interac tions, but can it be? Can we be absolutely confident that our knowledge is certain
1
L
CONSTRUCTING KNOWLEDGE IN INTERCULTURAL COMMUNICATION 37
and comple ...
220711130100 udita Chakraborty Aims and objectives of national policy on inf...
Aims and objectives of national policy on information and communication technology(ICT) in school education in india
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References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docx
3
Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docx
3
JWI 531 Finance II Assignment 1Template
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This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
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Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docx
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Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
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3HR StrategiesKey concepts and termsHigh commitment .docx
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
3Implementing ChangeConstruction workers on scaffolding..docx
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
3Assignment Three Purpose of the study and Research Questions.docx
3
Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
380067.docxby Jamie FeryllFILET IME SUBMIT T ED 22- .docx
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Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
392Group Development JupiterimagesStockbyteThinkstoc.docx
39
2Group Development
Jupiterimages/Stockbyte/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to:
• Discuss and evaluate Tuckman’s sequential stage theory.
• Contrast sequential stage theory with Gersick’s punctuated equilibrium theory.
• Assess the practical implications of the team evaluation and maturation model.
• Identify critical elements in setting the stage for effective teamwork.
• Correlate commitment, attachment, and trust with shared leadership, meaningful and measurable perfor-
mance goals, and mutual accountability.
• Describe five major sources of objections to group work and teamwork, as well as strategies for overcoming
them.
cog81769_02_c02_039-076.indd 39 8/19/16 9:36 AM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Pretest
1. Performing is the final stage in a group’s development. T/F
2. Teams should be as large as possible to maximize skill potential. T/F
3. Teams require support from organizational systems in order to function effectively. T/F
4. Team building is complete once members have been selected and resources have been
acquired. T/F
5. Lack of positive group or team experience can be a major obstacle to team
development. T/F
Answers can be found at the end of the chapter.
Introduction
As senior manager at a large marketing company, Tai has successfully overseen the
development of several small groups into high-functioning teams. She was recently asked
to form a new group that will create a marketing campaign for a struggling product
line. Although past experience tells Tai that this will likely call for a team, she begins the
team-building process by first confirming that a team best suits the project’s complexity.
Once she does so, Tai determines that the structural parameters surrounding the team’s
project, and the essential nature of what it is expected to do, call for a design team in
which members with problem-solving experience and skills are particularly desirable. Tai
meets with potential team leaders, both in-house and out-house, to discuss the resources
they will need. They conclude that understanding and addressing the issues surrounding
the product’s current market struggles will require the team to coordinate and exchange
information with a knowledgeable individual or group within the client organization.
They discuss potential team leader and member combinations that can skillfully accom-
plish this.
The challenge is to keep the team small but represent enough KSA combinations so as to
support an effective solution. Tai likes to keep teams as small as possible because she’s
found that they work more quickly. Furthermore, her company is busy—wasting human
resources is not an option. After a lively discussion on how various members might work
together and complement each other’s KSAs, Tai selects a team leader—Maya—along
with the other members. The discussion also helps c ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docx
This document summarizes theories of teaching from several influential learning theorists. It discusses how theorists like Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné viewed the role of the teacher based on their behavioral and cognitive learning theories derived from animal and child studies. They generally saw teaching as managing external conditions to ensure specified behavioral changes in learners. The document then contrasts this with theories of teaching from adult learning theorists like Rogers, who rejected the notion that teaching is controlling learning and saw the teacher's role differently.
3902 wileyonlinelibrary.comjournalmec Molecular Ecology.docx
3902 | wileyonlinelibrary.com/journal/mec Molecular Ecology. 2019;28:3902–3914.© 2019 John Wiley & Sons Ltd
1 | I N T R O D U C T I O N
Maynard‐Smith and Haig (1974) recognized the influence of selection
on linked neutral sites, proposing that strong positive selection could
reduce genetic diversity at nearby sites. This process is now referred
to as a ‘selective sweep’. Much later, Charlesworth, Morgan, and
Charlesworth (1993) proposed that deleterious mutations could also
affect genetic diversity at nearby sites, because some haplotypes
would be removed from the population as selection acts against
linked deleterious alleles. They named this process background se‐
lection (BGS). Both selective sweeps and background selection af‐
fect genetic diversity; they both reduce the effective population size
and distort the site frequency spectrum (SFS) of linked loci. Empirical
evidence of a positive correlation between genetic diversity and
recombination rate has been reported in several species (Cutter &
Payseur, 2013), including Drosophila melanogaster (Begun & Aquadro,
1992; Elyashiv et al., 2016), humans (Spencer et al., 2006), collared
flycatchers, hooded crows and Darwin's finches (Dutoit et al., 2017;
see also Vijay et al., 2017).
BGS is also expected to affect FST (Charlesworth, Nordborg, &
Charlesworth, 1997; Cruickshank & Hahn, 2014; Cutter & Payseur,
2013; Hoban et al., 2016). The negative relationship between effec‐
tive population size Ne and FST is captured in Wright's classical in‐
finite island result; FST =
1
1+4Ne(m+�)
(Wright, 1943), where m is the
migration rate and µ is the mutation rate. One might therefore ex‐
pect that loci under stronger BGS would show higher FST.
Many authors have also argued that, because BGS reduces the
within‐population diversity, it should lead to high FST (Cruickshank
Received: 20 May 2018 | Revised: 19 June 2019 | Accepted: 3 July 2019
DOI: 10.1111/mec.15197
O R I G I N A L A R T I C L E
Background selection and FST: Consequences for detecting
local adaptation
Remi Matthey‐Doret | Michael C. Whitlock
Department of Zoology and Biodiversity
Research Centre, University of British
Columbia, Vancouver, BC, Canada
Correspondence
Remi Matthey‐Doret, Department of
Zoology and Biodiversity Research Centre,
University of British Columbia, Vancouver,
BC V6T 1Z4, Canada.
Email: [email protected]
Funding information
The work was funded by NSERC
Discovery Grant RGPIN‐2016‐03779 to
MCW and by the Swiss National Science
Foundation via the fellowship Doc.Mobility
P1SKP3_168393 to RMD.
Abstract
Background selection is a process whereby recurrent deleterious mutations cause a
decrease in the effective population size and genetic diversity at linked loci. Several
authors have suggested that variation in the intensity of background selection could
cause variation in FST across the genome, which could confound signals of local ad‐
aptation in genome scans. ...
38 Monthly Labor Review • June 2012TelecommutingThe.docx
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
3895SafeAssign Originality ReportComputer Sec.docx
%38
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Computer Security: Foundations - 201950 - CRN163 - Zavgren • Week Eight Assignment
%51Total Score: High riskSanthosh Muthyapu
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Santhosh Muthyapu week 8.docx
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Running Head: INDUSTRIAL ESPIONAGE ALLEGED BY DAVID 1
INDUSTRIAL ESPIONAGE ALLEGED BY DAVID DOE 2
INDUSTRIAL ESPIONAGE ALLEGED BY DAVID Name: Santhosh Muthyapu Course: Computer Security: Foundations Date of Submission: 08/20//2019
The steps ought to have been taken in detecting Industrial Espionage Alleged by David Doe
David Doe was a network administrator for the ABC company. The ABC company ought to have taken various steps in detecting Industrial Espionage alleged by
David Doe. First, it should evaluate threat and risk data as well as log data from numerous sources, intending to acquire information about security that would
enhance instant response to security incidents. The manager should be in place to detect any warning signal. An instance is when David is unhappy since he is
passed over for promotion three times. The vital warning signs that a representative may have incorporates bringing home materials having a place with the
organization, being keen on things outside their duties, mainly that are related to the contender of the organization. However, David is alleged to have duplicated the
company’s research after quitting the company and starting his own consulting business (Ho & Hollister, J2015) To predict risks in the network traffic, and dangerous
malware, the company should install signature and behavior-based detection devices. Advanced Cyber Intrusion Detection enhance this. To enable immediate
response as soon as the alerts of faults, attacks, or misuse indications, there should be a correlation, analysis, and collection of server clients’ logs. For the
integrity of local systems, it is essential to ensure regular checks. It was necessary for intrusion finding (Jin & van Dijk, 2018). This involves an outline of possible
security liabilities in software and operating systems applications. Us ...
37Barram — Case Study Greenhill CollegeCase Study Greenh.docx
37Barram — Case Study: Greenhill College
Case Study: Greenhill College
T H E C A S E S T U D Y
Provost Chad Logan ambled along the red bricked
pathway leading to Centennial Hall, the 100-year-old orig-
inal administration building of Greenhill College, estab-
lished in 1909 by a group of protestant clergy and like-
minded educators who wanted an alternative to the secular
institutions of their day. The college had remained true to
its historical roots as a faith-based, Christian, interdenomi-
national institution. Chad entered, making his way directly
to the Academic Affairs Office. Sue Grant, the department
receptionist, was on the phone and shot him a warm smile
and mouthed, “Good morning.” The red blinking light
on his phone caught his eye as he entered his office. He
reached over and punched in his code and listened to a
pleasant voice telling him he had six new messages. The
most recent was Emerson Wilson, longtime president of
Greenhill, who wanted him to call as soon as he got in.
Ten minutes later he was seated in the president’s office
on the second floor. Chad still couldn’t decide if he liked
Wilson. At one moment he could be warm and friendly,
the next cold and unbending. The unpredictability of the
man’s nature created stress among all those around him.
“Chad, you better pay more attention to the new stu-
dent enrollment projections for this fall,” Wilson said. “I
saw Al Sanders this morning in the gym, and he tells me
next fall’s new student numbers are projected to be down
from this year. This is the first I have heard of it, and I’m
not too happy about being kept out of the loop. I really
don’t like hearing this news from the director of admis-
sions.”
Chad felt that now-familiar pang of worry in his
stomach. Unfortunately, Greenhill lacked the significant
endowment, immediate name recognition, and the ster-
ling academic reputation of its competition. Even though
Greenhill had a rich history, the glaring lack of a big
endowment and popular name recognition resulted in
continual financial pressure. Greenhill was a tuition-driven
institution. Eighty-five percent of the annual budget rev-
enue came from student tuition dollars. Chad despised this
dependence on student admissions. He believed it to be a
stranglehold on the college’s ability to move forward.
Chad wasn’t frustrated with Al because he knew
Wilson probably put him on the spot earlier that morn-
ing in the gym. Wilson’s management style didn’t confine
him to the office. He could be like a cat on the prowl. He
loved the college and believed it was appropriate to ask any
employee — at any time and place — about their job. In
A B S T R A C T : Greenhill College is an organizational decision-making case study involving the financial stabil-
ity of a fictitious small, private, religious liberal arts college with an enrollment of more than 2,000 students.
Traditional, small liberal arts colleges, long a staple of the American ...
386 Six canonical letters in which the author explicitly .docx
386
Six canonical letters in which the author explicitly
identifi es himself as Paul, Apostle to the Gentiles,
contain discrepancies that cause scholars to
question their Pauline authorship. Two of the
letters—2 Thessalonians and Colossians—are
still vigorously disputed, with a large minority
championing their authenticity. But an over-
whelming scholarly majority deny that Paul wrote
the four others—Ephesians, 1 and 2 Timothy, and
Titus. The latter three are called the pastoral epis-
tles because the writer—as a pastor or shepherd—
offers guidance and advice to his fl ock, the church.
c h a p t e r 1 7
Continuing the Pauline Tradition
2 Thessalonians, Colossians, Ephesians, and the Pastoral Epistles
Stand fi rm . . . and hold fast to the traditions which you have
learned from us by word or letter. 2 Thessalonians 2:15
Keep before you an outline of the sound teaching which you heard from me. . . .
Guard the treasure [apostolic tradition] put into our charge. 2 Timothy 1:13–14
Key Topics/Themes Paul’s continuing infl uence
on the church was so great after his death that
various Pauline disciples composed letters in his
name and spirit, claiming his authority to settle
new issues besetting the Christian community.
Whereas a minority of scholars defend Pauline
authorship of 2 Thessalonians and Colossians, a
large majority are certain that he did not write
Ephesians, 1 or 2 Timothy, or Titus.
Repeating themes from Paul’s genuine
letter to the Thessalonians, 2 Thessalonians
reinterprets Paul’s original eschatology,
asserting that a number of traditional
apocalyptic “signs” must precede the eschaton .
In Colossians, a close Pauline disciple
emphasizes Jesus’ identifi cation with the cosmic
power and wisdom by and for which the
universe was created. The divine “secret” is
revealed as Christ’s Spirit dwelling in the
believer. A deutero - Pauline composition,
Ephesians contains ideas similar to those in
Colossians, revising and updating Pauline
concepts about God’s universal plan of salvation
for both Jews and Gentiles and about believers’
spiritual warfare with supernatural evil.
Writing to Timothy and Titus as symbols of
a new generation of Christians, an anonymous
disciple (known as the Pastor) warns his
readers against false teachings (heresy). He
urges them to adhere strictly to the original
apostolic traditions, supported by the Hebrew
Bible and the church.
har19138_ch17_386-402.indd Page 386 09/01/14 8:06 PM user /204/MH02032/har19138_disk1of1/0078119138/har19138_pagefiles
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c h a p t e r 1 7 c o n t i n u i n g t h e p a u l i n e t r a d i t i o n 387
Most scholars today view several books in
the New Testament as pseudonymous, the
productions of unknown Christians who ad-
opted the Jewish literary convention of writing
under an assumed identity. Schola ...
382020 Originality Reporthttpsucumberlands.blackboard.docx
3/8/2020 Originality Report
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%100Total Score: High riskVenkata Sindhur Gutta
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3 Student paper 2 Student paper 1 My paper
Radical Platforms
Venkata Sindhur Gutta
University of the Cumberlands
The pedestrians in smart city centers and crowd congestion use agent-based models to simulate that facilitate communication and visualization of the models. 3D
imagining makes it easier to for people to understand smart cities. Smart city has visual reference of locations unique comprising of almost all the indispensable
infrastructures providing a superiority lifestyle to its residents. Big data is used by businesses to make strategic movements, including decisions when appropriately
analyzed (Bhavnani and Sylvan, 2017). Analysis of big data is used in studying large amounts of data where valuable information can be uncovered and extracted.
Newer technologies are being employed by big data in smart cities to increase and make use of services in the towns potentially. For example, ICT makes the
availability of data collected through its components. This type of technology is also referred to as the Internet of Things, and it does communicate between different
connected devices and does exchange data requiring either internet or wireless connections (Colombo, & Ferrari, 2015). This paper gives a brief history of how
different organizations in smart cities are using big data to prosper in terms of production and efficiency.
Smart cities are employing the use of Internet of Things strategies to extract data that requires the internet to run. Deploying big data in smart cities has also
impacted operations in organizations (Psomakelis et al. 2015). Many organizations are constructing and redefining new models so that they can initiate the use
of big data. Research shows that organizations and companies using big data and investing in it have higher chances of being more productive than those not
employing its usage. As with organizations in smart cities, there is technical ability and investment ability importance through the deployment of big data.
Organizations th+at have had strategic tools do not have to replace them but use the same means more effectively at their disposal.
Big data, for example, has interfered with production volume and fl ...
36Dissertation ProspectusComment by Astur, Ro.docx
This document provides feedback on a dissertation prospectus from a committee member named Robert Astur. Astur provides constructive criticism on improving various sections of the prospectus, including clarifying the research gap, providing more scientific citations, and correcting grammatical errors. Astur notes that the introduction does not clearly define the research gap and questions how the study will help address it. Suggestions are made to strengthen the background, problem statement, and theoretical framework sections by adding more details and references from the research literature. Overall, the comments aim to help the student enhance the quality and rigor of the prospectus.
38 I AUTOMATING INEQ!!AUTY during times of economic crisis.docx
38 I AUTOMATING INEQ!!AUTY
during times of economic crisis. Poor and working-c
lass people
resist restrictions of their rights, dismantle discriminatory in
sti
tutions, and join together for survival and mutual aid. But ti
me
and again they face middle-class backlash. Social assistan
ce is re
cast as charity, mutual aid is reconstructed as dependency,
and
new techniques to turn back the progress of the poor prolifera
te .
A well-funded, widely supported, and wildly successful counter-
movement to deny basic human rights to poor and working-clas
s
people has grown steadily since the 1970s. The movement man
u
factures and circulates misleading stories about the poor: t
hat
they are an undeserving, fraudulent, dependent, and immo
ral
minority. Conservative critics of the welfare state continue to ru
n -
a very effective propaganda campaign to convince Americans t
hat __
-
the working class and the poor must battle each other in a z
ero-_
sum game over limited resources. More quietly, program
ministrators and data scientists push high-tech tools
promise to help more people, more humanely, while un_,,,.,_,.,,
efficiency, identifying fraud, and containing costs. The
poorhouse is framed as a way to rationalize and streamline
fits, but the real goal is what it has always been: to profile, vuJ«�
--,- -
and punish the poor.
2
AUTOMATING HIGIBIUTY IN
THE HEARTLAND
A little white donkey is chewing on a fencepost where we turn
coward the Stipes house on a narrow utility road paralleling
the train tracks in Tipton, Indiana. Michael "Dan" Skinner,
65-year-old ex-newspaper man and my guide to central Indiana,
heaves his mom's 19-year-old sedan across the tracks and imo
the Stipes family's driveway a mile or so later. Their big white
house is marooned in a sea of cornfields, but on this sunny day
.-. in March 2015, the stalks are cut back low and softened by snow
•-•· melting to mud. Kim and Kevin Stipes joke that they've had to
\ grow tall children: come July, the smaller ones disappear into the
\ corn. I'm here to talk to Kim and Kevin about their daughter So
/phie, who lost her Medicaid benefits during Indiana's experiment
\with welfare eligibility automation.
\ In 2012, I delivered a lecture at Indiana University Blooming
••••- ton about how new data-based technologies were impacting pub
\ lie services. When I was finished, a well-dressed man raised his hand
and asked the question that would launch this book. "You know,"
he asked, "what's going on here in Indiana, right?" I looked at
40 I AUTOMAUN_G INE~ALITY
him blankly and shook my head, He gave me a quick synopsis:
a $L3 billion contract to privatize and automate the state's
welfare eligibility processes, thousands losing benefits, a high-
profile breach-of-contract case for the Indiana Supreme Court,
He handed me his card, In gold letters it identified him as Matt
Pierce, Democratic member of the Indiana House of Represen-
tatives. ...
38 Appendix M Capstone Paper Outline and Due Dates .docx
38
Appendix M: Capstone Paper Outline and Due Dates
Part 1: Problem Statement Due Week 1
Part 2: Paper Proposal Due Week 2
Part 3: Descriptive Epidemiology Due Week 4
To Include:
• Person,
Place,
Time
• History
of
disease/concern
• Big
picture
of
problem
• Incidence
and
Prevalence
• Now
focus
on
risk
factors
Part 4: Analytical Epidemiology Due: Week 5
To include:
• Observed
distribution
• Gaps
in
knowledge
• Determinants
of
the
disease
• Prevention,
screening,
diagnosis,
treatment,
and
surveillance
• Researching
your
disease/condition
(give
examples
of
different
types
of
studies:
case-‐control,
cohort,
meta-‐analysis,
etc.
and
provide
examples
of
what
studies
of
these
type
say
about
your
disease/concern
in
your
population)
• Areas for further research
Part 5: Program Analysis Due: Week 6
To include:
• Characteristics
of
effective
prevention
programs
• Choose
one
program
and
present
literature
about
it
and
research
on
it
• Critical
analysis
of
the
program
you
choose
(gaps,
etc
based
on
earlier
research)
• Recommendations
and
Conclusions
Part
6:
Due: Week 8
To
include:
Draft
Plan
including
feasibility
and
key
elements
such
as
stakeholders,
resources,
challenges,
and
conclusion
Final Paper Due: Week 9
Running head: RELIGION 1
RELIGION 6
Religion
Milestone Three: Rough Draft
Religion
Religion is an important aspect that needs to be clearly observed. This is a basic practice that requires the acute knowledge of basic issues that surrounds the society. a look at the main religious practices in the country is a key matter of concern that needs to be perfect conceptualized in this particular case. Christianity and Hinduism are the key subjects in this case. Hinduism and Christianity are key religious practices of interest. Religion is a key topic of concern in most societies. It defines the politics and culture of the place in a unique way that is clear in each society. Analyzing the importance of religion in the society explains the reason behind the existence of specific issues in the society that widely defines the nature of man. Each religious practice has certain features that creates simplicity in the identification of key religious practices in the society. The understanding of basic religious practices such as Hinduism and Christianity is essential.
Hindu is an ancient Indian religion that is widely practiced throughout India and parts of the southeast Asia. The religion developed in the early periods a ...
36CHAPTER TWOtwo notebooks, co.docx
36
CHAPTER
TWO
two
notebooks,
coincide?
The
answer
of
course
is
that
the
two
will
not
be
identi cal.
The
reason
fm
this
discrepancy
is
dearly
not
due
to
the
nature
ol
the
event,
but
rather
to
the
fact
that
the
observers
were
different,
psychologically
and
culturally.
So,
as
Heisenberg
would
have
suggested,
the
true
nature
of
the
event
is
indeter minable. (1999:
64)In every intercultural interaction, we try to capture and represent meaning so that we can use it in the future. In a way, we approach every situation of in tercultural interaction as if it consisted of 'things,• or small particles, and srrive to discover their exact meaning; this approach is found in the objective view of knowledge. But, as you remember, every situation is dynamic because "things• re late to other things, creating continual motion like that of a wave; this approach is found in the subjective view of knowledge. Thus, it is possible to discover the exact meaning of something with only a degree of certainty, which implies a de gree of uncertainty as well.
Introducing the Uncertainty Principle
lNow, on the basis of the discussion above, we can introduce the second principle underlying intercultural communication: the Uncertainty Principle. There are three parts to this principle, and each deals with the nature of our knowledge about our interactions with people from other cultures. First, we will discuss im certainty in terms of horizon of knowledge. Next, we will present intercultural communication as a process of dis-closure. Finally, we will show how uncertainty is linked to order. We will discuss each part separately and then formulate the Un- certainty Principle as a whole. ·
Uncertainty and Horizon of Knowledge
Uncertainty refers to our cognitive inability to predict or--explain •our own or others' feelings and behaviors in interactions• (Chen & Starosta, 1998: 122). Two kinds of uncertainty are often isolated: predictive and explanatory. Predictive uncertainty is the inability to predict what someone will say or do, while explanatory uncertainty is the inability to explain why people behave as they do (Martin & Nakayama, 2000: 210).
Uncertainty usually evokes anxiety, which is considered to be its affective equivalent (Gudykunst & Kim, 2003: 329). Higher levels of uncertainty and anx iety directly correlate with increased communication apprehension (Neuliep & Ryan, 1998).
The Uncertainty Management Theory (Gudykunst, 1995; Gudykunst & Lee, 2002) sees the goal of intercultural communication as seeking information to re duce uncertainty and increase the predictability of our interactions with the Other. Ideally, it seems, uncertainty would be eliminated from our intercultural interac tions, but can it be? Can we be absolutely confident that our knowledge is certain
1
L
CONSTRUCTING KNOWLEDGE IN INTERCULTURAL COMMUNICATION 37
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- 1. 360-degree Appraisal Project Rubric Levels of Achievement Criteria Not Acceptable - Poor Fair Good - Excellent Paper is formatted using an APA style: (Includes: Title Page, Abstract & Text Citations) 0 to 1 points 2 to 3 points 4 to 5 points Proofreading & Editing of Paper (Overall paper is free of spelling, grammar and punctuation errors) 0 to 1 points
- 2. 2 to 3 points 4 to 5 points Quality written paper: Content is organized and written in a clear and easily understood manner. Actual copies or re-typed participant feedback forms included with your paper submission 0 to 5 points 6 to 7 points 8 to 10 points Comprehensive summary of feedback from reviewers. 0 to 8 points 9 to 11 points 12 to 15 points Plan of action proposed that is based on re�ection and thought of responses to your 360 degree reviews.
- 3. 0 to 8 points 9 to 11 points 12 to 15 points Name Description Rubric Detail View Associated Items Print Close Window javascript:associationListToggle( ); Q1_Kansas City Missouri#RegionStateDemandZoneRatesTotalsMKT 255 Section: 8:00 9:30 11:001New EnglandCT4600Names:2New EnglandMA85003New EnglandME23004New EnglandNH20005New EnglandRI21006New EnglandVT16007Mid AtlanticDE36008Mid AtlanticMD68009Mid AtlanticNJ1090010Mid AtlanticNY2040011Mid AtlanticPA1370012Mid AtlanticVA900013Mid AtlanticWV360014MidwestIL1380015MidwestIN750016Midwe stKY530017MidwestOH1250018MidwestMI1090019MidwestWI 670020SoutheastAL580021SoutheastFL1660022SoutheastGA10 70023SoutheastMS500024SoutheastNC1150025SoutheastSC560
- 4. 026SoutheastTN730027SoutheastAR390028SoutheastLA550029 SoutheastOK1020030SoutheastTX2610031PlainsIA400032Plain sKS770033PlainsMO700034PlainsMN630035PlainsNE700036Pl ainsND300037PlainsSD180038MountainAZ1060039MountainN M500040MountainUT380041MountainNV370042MountainCO7 00043MountainID260044MountainWY160045MountainMT2000 46PacificCA3820047PacificOR480048PacificWA7800GRAND TOTAL0 Q2_Three DCs#RegionStateDemandZoneRatesTotalsDistribution Center (1, 2 or 3)1New EnglandCT4600Distribution Center 1 = 2New EnglandMA8500Distribution Center 2 = 3New EnglandME2300Distribution Center 3 = 4New EnglandNH20005New EnglandRI2100MKT 255 Section: 8:00 9:30 11:006New EnglandVT1600Names:7Mid AtlanticDE3600Add Maps Here (and provide printed copies). Place a Red Box over states that contain your DC's and identify in the table and on your map which states those sites are servicing (you may use any mapping software or tool you need). 8Mid AtlanticMD68009Mid AtlanticNJ1090010Mid AtlanticNY2040011Mid AtlanticPA1370012Mid AtlanticVA900013Mid AtlanticWV360014MidwestIL1380015MidwestIN750016Midwe stKY530017MidwestOH1250018MidwestMI1090019MidwestWI 670020SoutheastAL580021SoutheastFL1660022SoutheastGA10 70023SoutheastMS500024SoutheastNC1150025SoutheastSC560 026SoutheastTN730027SoutheastAR390028SoutheastLA550029 SoutheastOK1020030SoutheastTX2610031PlainsIA400032Plain sKS770033PlainsMO700034PlainsMN630035PlainsNE700036Pl ainsND300037PlainsSD180038MountainAZ1060039MountainN M500040MountainUT380041MountainNV370042MountainCO7 00043MountainID260044MountainWY160045MountainMT2000 46PacificCA3820047PacificOR480048PacificWA7800GRAND TOTAL0 Q3_Data Analysis PatternsCARD NAMEPKG SIZELANGUAGECARD SIZESALESChristmas CatTen LB
- 5. BoxEnglish "Merry Christmas" Five by seven$ 22,500Christmas CatTen LB BoxEnglish "Merry Christmas" Four by six$ 3,000Christmas CatTen LB BoxFrench "Joyeux Noel"Five by seven$ 2,025Christmas CatTen LB BoxFrench "Joyeux Noel"Four by six$ 300Christmas CatTen LB BoxSpanish "Feliz Navidad"Five by seven$ 6,075Christmas CatTen LB BoxSpanish "Feliz Navidad"Four by six$ 900Christmas CatTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 2,025Christmas CatTwenty LB BoxEnglish "Merry Christmas" Four by six$ 300Christmas CatTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 1,013Christmas CatTwenty LB BoxFrench "Joyeux Noel"Four by six$ 150Christmas CatTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 1,519Christmas CatTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 225Christmas CityTen LB BoxEnglish "Merry Christmas" Five by seven$ 109,125Christmas CityTen LB BoxEnglish "Merry Christmas" Four by six$ 16,200Christmas CityTen LB BoxFrench "Joyeux Noel"Five by seven$ 55,125Christmas CityTen LB BoxFrench "Joyeux Noel"Four by six$ 8,100Christmas CityTen LB BoxSpanish "Feliz Navidad"Five by seven$ 109,125Christmas CityTen LB BoxSpanish "Feliz Navidad"Four by six$ 16,200Christmas CityTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 12,150Christmas CityTwenty LB BoxEnglish "Merry Christmas" Four by six$ 1,800Christmas CityTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 6,075Christmas CityTwenty LB BoxFrench "Joyeux Noel"Four by six$ 900Christmas CityTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 12,150Christmas CityTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 1,800Delightful HolidaysTen LB BoxEnglish "Merry Christmas" Five by seven$ 135,000Delightful HolidaysTen LB BoxEnglish "Merry Christmas" Four by six$ 20,100Delightful HolidaysTen LB BoxFrench "Joyeux Noel"Five by seven$ 47,250Delightful HolidaysTen LB BoxFrench "Joyeux Noel"Four by six$ 6,900Delightful HolidaysTen LB BoxSpanish "Feliz
- 6. Navidad"Five by seven$ 92,250Delightful HolidaysTen LB BoxSpanish "Feliz Navidad"Four by six$ 13,500Delightful HolidaysTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 18,000Delightful HolidaysTwenty LB BoxEnglish "Merry Christmas" Four by six$ 2,700Delightful HolidaysTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 1,013Delightful HolidaysTwenty LB BoxFrench "Joyeux Noel"Four by six$ 150Delightful HolidaysTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 12,150Delightful HolidaysTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 1,800Gingerbread FamilyTen LB BoxEnglish "Merry Christmas" Five by seven$ 135,000Gingerbread FamilyTen LB BoxEnglish "Merry Christmas" Four by six$ 20,100Gingerbread FamilyTen LB BoxFrench "Joyeux Noel"Five by seven$ 4,050Gingerbread FamilyTen LB BoxFrench "Joyeux Noel"Four by six$ 3,600Gingerbread FamilyTen LB BoxSpanish "Feliz Navidad"Five by seven$ 90,000Gingerbread FamilyTen LB BoxSpanish "Feliz Navidad"Four by six$ 13,500Gingerbread FamilyTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 3,038Gingerbread FamilyTwenty LB BoxEnglish "Merry Christmas" Four by six$ 600Gingerbread FamilyTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 1,013Gingerbread FamilyTwenty LB BoxFrench "Joyeux Noel"Four by six$ 150Gingerbread FamilyTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 2,025Gingerbread FamilyTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 300Joy to the WorldTen LB BoxEnglish "Merry Christmas" Five by seven$ 47,250Joy to the WorldTen LB BoxEnglish "Merry Christmas" Four by six$ 36,900Joy to the WorldTen LB BoxFrench "Joyeux Noel"Five by seven$ 12,150Joy to the WorldTen LB BoxFrench "Joyeux Noel"Four by six$ 1,800Joy to the WorldTen LB BoxSpanish "Feliz Navidad"Five by seven$ 24,750Joy to the WorldTen LB BoxSpanish "Feliz Navidad"Four by six$ 3,600Joy to the WorldTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 4,050Joy to the
- 7. WorldTwenty LB BoxEnglish "Merry Christmas" Four by six$ 600Joy to the WorldTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 1,013Joy to the WorldTwenty LB BoxFrench "Joyeux Noel"Four by six$ 150Joy to the WorldTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 2,025Joy to the WorldTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 300Reindeer in ForestTen LB BoxEnglish "Merry Christmas" Five by seven$ 202,500Reindeer in ForestTen LB BoxEnglish "Merry Christmas" Four by six$ 30,000Reindeer in ForestTen LB BoxFrench "Joyeux Noel"Five by seven$ 202,500Reindeer in ForestTen LB BoxFrench "Joyeux Noel"Four by six$ 30,000Reindeer in ForestTen LB BoxSpanish "Feliz Navidad"Five by seven$ 203,625Reindeer in ForestTen LB BoxSpanish "Feliz Navidad"Four by six$ 28,500Reindeer in ForestTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 20,250Reindeer in ForestTwenty LB BoxEnglish "Merry Christmas" Four by six$ 3,000Reindeer in ForestTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 20,250Reindeer in ForestTwenty LB BoxFrench "Joyeux Noel"Four by six$ 3,000Reindeer in ForestTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 20,250Reindeer in ForestTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 3,000Shining SnowflakeTen LB BoxEnglish "Merry Christmas" Five by seven$ 5,386,500Shining SnowflakeTen LB BoxEnglish "Merry Christmas" Four by six$ 798,000Shining SnowflakeTen LB BoxFrench "Joyeux Noel"Five by seven$ 445,500Shining SnowflakeTen LB BoxFrench "Joyeux Noel"Four by six$ 66,000Shining SnowflakeTen LB BoxSpanish "Feliz Navidad"Five by seven$ 1,458,000Shining SnowflakeTen LB BoxSpanish "Feliz Navidad"Four by six$ 216,000Shining SnowflakeTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 81,000Shining SnowflakeTwenty LB BoxEnglish "Merry Christmas" Four by six$ 12,000Shining SnowflakeTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 243,000Shining SnowflakeTwenty LB BoxFrench "Joyeux Noel"Four by six$ 30,000Shining SnowflakeTwenty LB
- 8. BoxSpanish "Feliz Navidad"Five by seven$ 162,000Shining SnowflakeTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 24,000Snowflake OrnamentsTen LB BoxEnglish "Merry Christmas" Five by seven$ 546,750Snowflake OrnamentsTen LB BoxEnglish "Merry Christmas" Four by six$ 81,000Snowflake OrnamentsTen LB BoxFrench "Joyeux Noel"Five by seven$ 60,750Snowflake OrnamentsTen LB BoxFrench "Joyeux Noel"Four by six$ 9,000Snowflake OrnamentsTen LB BoxSpanish "Feliz Navidad"Five by seven$ 303,750Snowflake OrnamentsTen LB BoxSpanish "Feliz Navidad"Four by six$ 345,000Snowflake OrnamentsTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 10,125Snowflake OrnamentsTwenty LB BoxEnglish "Merry Christmas" Four by six$ 1,500Snowflake OrnamentsTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 30,375Snowflake OrnamentsTwenty LB BoxFrench "Joyeux Noel"Four by six$ 4,500Snowflake OrnamentsTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 20,250Snowflake OrnamentsTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 3,000Snowman and TreeTen LB BoxEnglish "Merry Christmas" Five by seven$ 172,125Snowman and TreeTen LB BoxEnglish "Merry Christmas" Four by six$ 24,000Snowman and TreeTen LB BoxFrench "Joyeux Noel"Five by seven$ 172,125Snowman and TreeTen LB BoxFrench "Joyeux Noel"Four by six$ 24,000Snowman and TreeTen LB BoxSpanish "Feliz Navidad"Five by seven$ 172,125Snowman and TreeTen LB BoxSpanish "Feliz Navidad"Four by six$ 24,000Snowman and TreeTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 1,013Snowman and TreeTwenty LB BoxEnglish "Merry Christmas" Four by six$ 150Snowman and TreeTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 20,250Snowman and TreeTwenty LB BoxFrench "Joyeux Noel"Four by six$ 3,000Snowman and TreeTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 10,125Snowman and TreeTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 1,500Two PenguinsTen LB BoxEnglish "Merry Christmas" Five by seven$
- 9. 3,827,250Two PenguinsTen LB BoxEnglish "Merry Christmas" Four by six$ 567,000Two PenguinsTen LB BoxFrench "Joyeux Noel"Five by seven$ 445,500Two PenguinsTen LB BoxFrench "Joyeux Noel"Four by six$ 60,000Two PenguinsTen LB BoxSpanish "Feliz Navidad"Five by seven$ 2,754,000Two PenguinsTen LB BoxSpanish "Feliz Navidad"Four by six$ 408,000Two PenguinsTwenty LB BoxEnglish "Merry Christmas" Five by seven$ 324,000Two PenguinsTwenty LB BoxEnglish "Merry Christmas" Four by six$ 45,000Two PenguinsTwenty LB BoxFrench "Joyeux Noel"Five by seven$ 162,000Two PenguinsTwenty LB BoxFrench "Joyeux Noel"Four by six$ 24,000Two PenguinsTwenty LB BoxSpanish "Feliz Navidad"Five by seven$ 324,000Two PenguinsTwenty LB BoxSpanish "Feliz Navidad"Four by six$ 45,000 MKT 255 Section: 8:00 9:30 11:00 Names: Recommendations: Type recommendation here and print page, or prepare separate word document to print and turn in. MKT 255 – Fall 2019 - Analysis 2 – Hallmark (USA) Hallmark Cards, The Greeting Card Developer, created a new line of premium greeting cards and has been shipping 10 and 20 pound boxes of seasonal cards to US retail
- 10. stores weekly. Fast delivery is critical because many of the card designs are holiday themed and late arrivals are not useful due to the seasonal nature of the product (e.g. Christmas cards on December 26 th). All cards are shipped from Kansas City, Missouri (postal code 64102) to all stores via UPS ground service, commercial rate (SEE RATE TABLE BELOW). Hallmark absorbs all transportation charges. The geographic demand pattern for these cards is as follows: (SEE DEMAND TABLE IN DATA FILE). Hallmark selected Kansas City, MO as the shipping point for two reasons: (1) it is the location of the printer; and (2) it is centrally located in the United States. Recent pressure to cut costs and improve service has prompted logistics management to consider multiple US shipment sites. Access the UPS Website at www.UPS.com and find the US Transit Time Maps. https://www.ups.com/maps?loc=en_US. Enter the Kansas City postal code to determine the transit times. Transit Time Rate USD$ 1 day delivery $15.00 USD
- 11. 2 day delivery $16.50 USD 3 day delivery $19.00 USD 4 day delivery $21.00 USD 5 day delivery $22.00 USD +6 day delivery $23.00 USD *Assume no more than 1 delivery time applies to each state. Majority rules… if more than ½ of a state is a particular delivery time (color), use it for the entire county (in case of a tie, check where the largest city is located and use the same delivery time). Objective is to find the lowest cost solution. Each team will submit 1 excel file. Access the accompanying excel file for the data. Distribution Center = DC. Question 1 tab: find the zone (enter transit days), rate, and total cost of the demanded volume. Provide images of the UPS map (imbed or copy/paste it in the excel worksheet) to validate your transit time. Question 2 tab: Pick 3 DC locations and which distribution center would service each city. Calculate rates from a DC to each city using UPS maps and the table given above.
- 12. Find the solution that provides the lowest total cost for Hallmark. Show solution map (square for DC – Circle for destination w/lines) Question 3 tab: Evaluate the data on this tab and create suggestions for Hallmark based on your findings. Please perform your analysis of the data on this tab. In the Excel file enter recommendations or prepare a separate Word document. https://www.ups.com/maps?loc=en_US Project I - MGT 320 Develop Your Career Potential 360-Degree Feedback Prior to this project, read the section on performance appraisals, especially the 360 feedback, so you have the context necessary to complete the project. Whereas most performance appraisal ratings have traditionally come from just one person, the boss, 360-degree feedback is obtained from four sources: the boss, subordinates, peers and coworkers, and the employees themselves. If you do not have a job, you can use family, friends, etc. In this assignment, you will be gathering 360-degree feedback from people that you work with or from a team or group that you are a member of for a class. This project should include: · a title page · executive summary
- 13. · three pages. In the three pages you should summarize the feedback received that includes: · the things you should continue doing (strengths) · the things you should change (areas of improvement) · a plan of action to address the areas to improve · All feedback forms should be included with your submission Here are some guidelines for obtaining your 360-degree feedback: Carefully select respondents. One of the keys to good 360- degree feedback is getting feedback from the right people. In general, the people you ask for feedback should be ones that interact with you on a regular basis and should have the chance to regularly observe your behavior. Get a large enough number of responses. Obtain feedback from 4-5 people. You can select a current or former boss, co- workers, peers, parents, etc. Ensure confidentiality. Select a “feedback facilitator”. Respondents are much more likely to be honest if they know that their comments are confidential and anonymous. So, when you ask respondents for feedback, have them return their comments to your “feedback facilitator”. Explain how the 360-degree feedback will be used. In this case, explain that the feedback is for a class assignment, that the results will be used for your own personal growth and development, and that the feedback they give you will not affect your grade or formal assessment at work. Ask respondents to make their feedback as specific as possible. For instance, “bad attitude” isn’t very good feedback. “Won’t listen to others’ suggestions” is much better because it will let you know how to improve your behavior. Have your respondents use the feedback form below to provide your feedback. Here’s what you need to turn in for this assignment: · The names and relationships (boss, peers, subordinates, classmates, teammates) of those whom you’ve asked for feedback.
- 14. · The name of the person you’ve asked to be your feedback facilitator. · The actual paper portion which will include: · a summary of the written feedback (this is in addition to the actual filled out forms) · your interpretation/reaction of the feedback collected · finally your specific goals and action plans for responding to the feedback you received. What can you do with this information? How can it assist you in your growth as a professional? · Copies of all written feedback that was returned to you. By this, I mean literally copy and paste what was written in each form from each person into your paper. Obviously this portion is not in APA format and is simply a copy of the forms given to you at the bottom of this instruction sheet. NOTE: This paper is more reflective of your experience and not based on theory or textbook application therefore no evidence of the text is necessary for this paper. 360-Degree Feedback Form As part of a class assignment, I, _______________, am collecting feedback from you about my performance. What you say or write will not affect my grade. The purpose of this assignment is for me to receive honest feedback from the people I work with in order to identify the things I’m doing well and the things that I need to improve. Please be honest and direct in
- 15. your evaluation. When you have completed this feedback form, please return it to _______________. S/he has been selected as my feedback facilitator and is responsible for ensuring that your confidentiality and anonymity are maintained. After all feedback forms have been returned to _______________, s/he will make sure that your particular responses cannot be identified. Only then will the feedback be shared with me. Please provide the following feedback. Continue doing . . . Describe three things that _______________ is doing that are a positive part of his or her performance and that you want him or her to continue doing. 1. 2. 3. Start doing . . . Describe three things that _______________ needs to start doing that would significantly improve his or her performance. 1. 2. 3. Please make your feedback as specific and behavioral as possible. For instance, "needs to adjust attitude" isn’t very good feedback. “Needs to begin listening to others’ suggestions” is much better because the person now knows exactly how to change his or her behavior, so please be specific. Also, please write more than one sentence per comment. This will help the feedback recipient better understand your comments.