This document presents a conceptual model and formalization of procrastination based on factors identified in psychological literature. The conceptual model depicts the task-related, personality-related, and other factors that influence procrastination and their relationships. A formal model then defines agents with goals, tasks, and activities. Agents choose activities from their options, which can come from intended tasks or be triggered by external events. The formalization aims to better understand the dynamics of procrastination and will be used to develop a computational model for simulating decisions and testing interventions.
*
Chapter 10
Motivating Others
[These slides are intended to be used in conjunction with Health Care Management by Donald J. Lombardi and John R. Schermerhorn, Jr. with Brian Kramer (the Text). Please refer to the Text for a more complete explanation of the materials covered herein and for all source material references.]
Copyright by John Wiley and Sons, 2006
Copyright by John Wiley and Sons, 2006
*The term motivation is used in management theory to describe forces within individuals that account for the level, direction, and persistence of effort they expend at work. Simply put, a highly motivated person works hard at a job; an unmotivated person does not. Needs are unfulfilled physiological or psychological desires of an individual. Good managers and leaders establish conditions in which people can satisfy important needs through their work. They also take action to eliminate things that can block the satisfaction of important needs. There are three main theories of motivation based on needs.
Motivation Based on Human Needs
*
Hierarchy of Needs Abraham Maslow’s theory of human needs views people as seeking the satisfaction of the five levels of needs.
Two principles are central to Maslow’s theory:deficit principleprogression principle
*
Two-Factor Theory
Frederick Herzberg’s two-factor theory offers another framework for understanding motivation in the workplace.
*
Acquired Needs Theory David McClelland offers another motivation theory based on individual needs.Need for achievement is the desire to do something better or more efficiently, to solve problems, or to master complex tasks.Need for power is the desire to control other people, to influence their behavior, or to be responsible for them.Need for affiliation is the desire to establish and maintain friendly and warm relations with other people.Managers are encouraged to recognize the strength of each need in themselves and in other people. Attempts can then be made to create work environments responsive to them.
*
Motivation Based on ProcessProcess theories are motivational theories that focus on how people actually make choices to work hard or not, based on their individual preferences, the available rewards, and possible work outcomes.
Equity Theory. The essence of this theory is that perceived inequity is a motivating state – that is, when people believe that they have been inequitably treated in comparison to others, they will try to eliminate the discomfort and restore a sense of equity to the situation. For example, people who feel underpaid and perceive negative inequity, for example, tend to reduce their work efforts to compensate for missing rewards. These workers are less motivated to work hard in the future.
*
Motivation Based on Process (con’t)Expectancy theory. Victor Vroom’s motivation theory based on an individual’s willingness to work hard at tasks important to the organization. Vroom suggests that the motivation to work depend.
Cognitive Process Theories of MotivationFew of us would deny th.docxmonicafrancis71118
Cognitive Process Theories of Motivation
Few of us would deny that our conscious thoughts play a role in how we
behave. A second group of motivation theories, called cognitive process theories,
recognizes this and argues that motivation is based on a person’s thoughts and
beliefs (or cognitions). These theories are sometimes referred to as process theo-
ries because they attempt to explain the sequence of thoughts and decisions that
energize, direct, and control behavior.
Cognitive motivation theories have direct relevance to HRD. Most HRD
programs include attempts to change employee behavior by influencing their
thoughts, beliefs, and attitudes. Learning, which lies at the heart of HRD, is
often seen as a cognitive process (learning is discussed in Chapter 3). We can
do a better job of designing and implementing HRD programs if we understand
how employees’ thoughts and beliefs affect their behavior. In the following sec-
tion, we briefly review four cognitive theories of motivation: expectancy theory,
goal-setting theory, social learning theory, and equity theory. Each theory has
relevance for the practice of HRD.
Expectancy Theory. Expectancy theory, first proposed by Victor Vroom, assumes
that motivation is a conscious choice process.57 According to this theory, people
choose to put their effort into activities they believe they can perform that will
produce desired outcomes. Expectancy theory argues that decisions about which
activities to engage in are based on the combination of three sets of beliefs: expec-
tancy, instrumentality, and valence.
Expectancy beliefs reflect an individual’s judgment of whether applying (or
increasing) effort to a task will result in its successful accomplishment. Stated
another way, people with high expectancy believe that increased effort will lead
to better performance, but people with low expectancy do not believe that their
efforts, no matter how great, will affect their performance. All things being equal,
people should engage in tasks for which they have high expectancy beliefs.
The second belief, instrumentality, is a judgment about the connection the
individual perceives (if any) between task performance and possible outcomes.
Making an instrumentality judgment entails asking the question, “If I perform
this task successfully, is it likely to get me something I want (or something I
don’t want)?” Instrumentality ranges from strongly positive (the individual is cer-
tain that performing a task will lead to a particular outcome), through zero (the
individual is certain there is no relationship between performing the task and the
occurrence of a particular outcome), to strongly negative (the individual is cer-
tain that performing a certain task will prevent a particular outcome from
occurring).
The third belief important to expectancy theory is valence. Valence refers to the
value the person places on a particular outcome. Valence judgments range from
strongl.
The document contains responses to several questions related to management concepts. It discusses the contingency approach to management, Luther Gulick's contributions to management functions through POSDCORB, the differences between unity of command and direction, the importance of gang-plank in organizations, details about the Hawthorne experiments, justification that management is a pseudo-science, differences between brainstorming and Delphi techniques, differences between products and services, types of management plans and principles, decision making process, and bases of departmentation.
The document outlines a course on principles of management, including 14 chapters that will be covered throughout the semester. It provides the dates that each chapter will be discussed and lists assignments that will be given in groups. One of the chapters discussed is on human factors and motivation. It covers several theories of motivation, including: McGregor's Theory X and Y, Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, expectancy theory, equity theory, goal setting theory, and Skinner's reinforcement theory. Group assignments include topics related to various chapters like portfolio analysis, planning for a new company, and controls.
The document is a student assignment on organizational psychology that was submitted on August 14, 2015. It discusses key topics in organizational psychology including selection and assessment, training, performance management, workplace/ergonomics, group behaviors, and organizational development. It also covers individual variables that influence work such as abilities/skills, background, and demographic characteristics. Effective communication is important for managers to avoid misunderstandings, express needs/opinions, and foster deeper connections with others which helps work function smoothly.
Time management involves planning and exercising control over how time is spent on activities to increase effectiveness. It includes setting priorities and goals, and implementing plans through task lists and time management software and systems. The key aspects of time management are creating an environment conducive to effectiveness, setting priorities, carrying out priority tasks, and reducing time spent on non-priorities. Effective time management aims to maximize productivity and minimize wasted time.
*
Chapter 10
Motivating Others
[These slides are intended to be used in conjunction with Health Care Management by Donald J. Lombardi and John R. Schermerhorn, Jr. with Brian Kramer (the Text). Please refer to the Text for a more complete explanation of the materials covered herein and for all source material references.]
Copyright by John Wiley and Sons, 2006
Copyright by John Wiley and Sons, 2006
*The term motivation is used in management theory to describe forces within individuals that account for the level, direction, and persistence of effort they expend at work. Simply put, a highly motivated person works hard at a job; an unmotivated person does not. Needs are unfulfilled physiological or psychological desires of an individual. Good managers and leaders establish conditions in which people can satisfy important needs through their work. They also take action to eliminate things that can block the satisfaction of important needs. There are three main theories of motivation based on needs.
Motivation Based on Human Needs
*
Hierarchy of Needs Abraham Maslow’s theory of human needs views people as seeking the satisfaction of the five levels of needs.
Two principles are central to Maslow’s theory:deficit principleprogression principle
*
Two-Factor Theory
Frederick Herzberg’s two-factor theory offers another framework for understanding motivation in the workplace.
*
Acquired Needs Theory David McClelland offers another motivation theory based on individual needs.Need for achievement is the desire to do something better or more efficiently, to solve problems, or to master complex tasks.Need for power is the desire to control other people, to influence their behavior, or to be responsible for them.Need for affiliation is the desire to establish and maintain friendly and warm relations with other people.Managers are encouraged to recognize the strength of each need in themselves and in other people. Attempts can then be made to create work environments responsive to them.
*
Motivation Based on ProcessProcess theories are motivational theories that focus on how people actually make choices to work hard or not, based on their individual preferences, the available rewards, and possible work outcomes.
Equity Theory. The essence of this theory is that perceived inequity is a motivating state – that is, when people believe that they have been inequitably treated in comparison to others, they will try to eliminate the discomfort and restore a sense of equity to the situation. For example, people who feel underpaid and perceive negative inequity, for example, tend to reduce their work efforts to compensate for missing rewards. These workers are less motivated to work hard in the future.
*
Motivation Based on Process (con’t)Expectancy theory. Victor Vroom’s motivation theory based on an individual’s willingness to work hard at tasks important to the organization. Vroom suggests that the motivation to work depend.
Cognitive Process Theories of MotivationFew of us would deny th.docxmonicafrancis71118
Cognitive Process Theories of Motivation
Few of us would deny that our conscious thoughts play a role in how we
behave. A second group of motivation theories, called cognitive process theories,
recognizes this and argues that motivation is based on a person’s thoughts and
beliefs (or cognitions). These theories are sometimes referred to as process theo-
ries because they attempt to explain the sequence of thoughts and decisions that
energize, direct, and control behavior.
Cognitive motivation theories have direct relevance to HRD. Most HRD
programs include attempts to change employee behavior by influencing their
thoughts, beliefs, and attitudes. Learning, which lies at the heart of HRD, is
often seen as a cognitive process (learning is discussed in Chapter 3). We can
do a better job of designing and implementing HRD programs if we understand
how employees’ thoughts and beliefs affect their behavior. In the following sec-
tion, we briefly review four cognitive theories of motivation: expectancy theory,
goal-setting theory, social learning theory, and equity theory. Each theory has
relevance for the practice of HRD.
Expectancy Theory. Expectancy theory, first proposed by Victor Vroom, assumes
that motivation is a conscious choice process.57 According to this theory, people
choose to put their effort into activities they believe they can perform that will
produce desired outcomes. Expectancy theory argues that decisions about which
activities to engage in are based on the combination of three sets of beliefs: expec-
tancy, instrumentality, and valence.
Expectancy beliefs reflect an individual’s judgment of whether applying (or
increasing) effort to a task will result in its successful accomplishment. Stated
another way, people with high expectancy believe that increased effort will lead
to better performance, but people with low expectancy do not believe that their
efforts, no matter how great, will affect their performance. All things being equal,
people should engage in tasks for which they have high expectancy beliefs.
The second belief, instrumentality, is a judgment about the connection the
individual perceives (if any) between task performance and possible outcomes.
Making an instrumentality judgment entails asking the question, “If I perform
this task successfully, is it likely to get me something I want (or something I
don’t want)?” Instrumentality ranges from strongly positive (the individual is cer-
tain that performing a task will lead to a particular outcome), through zero (the
individual is certain there is no relationship between performing the task and the
occurrence of a particular outcome), to strongly negative (the individual is cer-
tain that performing a certain task will prevent a particular outcome from
occurring).
The third belief important to expectancy theory is valence. Valence refers to the
value the person places on a particular outcome. Valence judgments range from
strongl.
The document contains responses to several questions related to management concepts. It discusses the contingency approach to management, Luther Gulick's contributions to management functions through POSDCORB, the differences between unity of command and direction, the importance of gang-plank in organizations, details about the Hawthorne experiments, justification that management is a pseudo-science, differences between brainstorming and Delphi techniques, differences between products and services, types of management plans and principles, decision making process, and bases of departmentation.
The document outlines a course on principles of management, including 14 chapters that will be covered throughout the semester. It provides the dates that each chapter will be discussed and lists assignments that will be given in groups. One of the chapters discussed is on human factors and motivation. It covers several theories of motivation, including: McGregor's Theory X and Y, Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, expectancy theory, equity theory, goal setting theory, and Skinner's reinforcement theory. Group assignments include topics related to various chapters like portfolio analysis, planning for a new company, and controls.
The document is a student assignment on organizational psychology that was submitted on August 14, 2015. It discusses key topics in organizational psychology including selection and assessment, training, performance management, workplace/ergonomics, group behaviors, and organizational development. It also covers individual variables that influence work such as abilities/skills, background, and demographic characteristics. Effective communication is important for managers to avoid misunderstandings, express needs/opinions, and foster deeper connections with others which helps work function smoothly.
Time management involves planning and exercising control over how time is spent on activities to increase effectiveness. It includes setting priorities and goals, and implementing plans through task lists and time management software and systems. The key aspects of time management are creating an environment conducive to effectiveness, setting priorities, carrying out priority tasks, and reducing time spent on non-priorities. Effective time management aims to maximize productivity and minimize wasted time.
This is a stem education course, this is due within 10 hours! muojas18
This document provides directions for a STEM education course discussion assignment. It includes two discussion questions that must be answered in 150 words each, citing references using APA style. It also includes two response questions that must be answered in 100 words. The document provides examples of responses from two students, Jill and Molly, addressing feedback from assessments and how it can help students. It emphasizes using feedback to improve, setting goals, and student self-assessment and tracking progress. The document stresses clear communication and empathy when working with families to ensure they feel supported in the accommodations process.
SOCW 6311 WK 1 responses Respond to at least two colleagues .docxsamuel699872
SOCW 6311 WK 1 responses
Respond to at least two colleagues
(You have to compare my post to 2 SEPARATE peer posts and respond to their posts and ask a question I have provided all three)
by noting the similarities and differences in the factors that would support or impede your colleague’s implementation of evidence-based practice as noted in his or her post to those that would impact your implementation of evidence-based practice as noted in your original post. Offer a solution for addressing one of the factors that would impede your colleague’s implementation of evidence-based practice.
IT does not have to be long but has to in text citation and full references
MY POST
SummerLove Holcomb
RE: Discussion - Week 1
Top of Form
The Characteristics of the evidence-based practice (EBP)
The evidence-based program is defined as the programs that are effective and this is based on the rigorous assessment. One of the key features of EBP is that they have been assessed thoroughly in an experimental or quasi-experimental study. The evaluation of the EBP has been subjected to critical peer review and this implies that a conclusion has been reached by the evaluation experts. The EBP requires the ability to differentiate between the unverified opinions concerning the psychosocial interventions and the facts about their effectiveness. It is involving the process of inquiry that is provided to the practitioners and described for the physicians. This is important in integrating the best evidence, clinical expertise, and patient values as well as the situations that are linked to the management of the patient, management of the practice, and health policy decision-making processes (Small & O'Connor, 2007).
The assessment of the factors that are supporting or impeding the adoption of the evidence-based practice
Several factors are associated with the failure to the successful adoption of EBP. The implementation of EBP for example in healthcare facilities requires the dedication of time. Therefore, lack of adequate time for the training and implementation of the EBP makes it hard to adopt it within the facility. The adoption of evidence-based practice also requires adequate resources. This, therefore, implies that there must be adequate resources to facilitate the effective implementation and the adoption of the EBP. This, therefore, implies that smaller organizations with unstable capital income might not adopt the EBP. Another barrier is the inability to understand the statistical terms or the jargons used in the EBP. This leads to barriers in understanding thus making it hard to implement the EBP (Duncombe, 2018). Therefore, the factors that might support the implementation of the EBP are the availability of resources and adequate time.
References
Duncombe, D. C. (2018). A multi‐institutional study of the perceived barriers and facilitators to implementing evidence‐based practice. Journal of Clinical Nursing,.
Achievement motivation evolved fast in the educational field. In this development, the trichotomous and the 2X2 models received myriad attention from the educational specialist. However, there is a debate about which is better between the two models. This study aimed to intercede this debate and argue that the study's duration should be accounted for in the validation. Approach goals should dominate new students' achievement goals, and old students' achievement goals will show the balance of approach and avoidance goals. For these reasons, this study gathers the data from 350 new students and 203 old students. Confirmatory factor analysis reveals that the trichotomous is the best model for new student segments. While for the old student segment, the 2X2 model shows its efficacy. Therefore, for the new students' segment, achievement goals consist of mastery-approach, performance-approach, and performance-avoidance goals. For the old students, besides those three-goal orientations, mastery-avoidance goals are also included. As expected, the independent sample t-test shows that new students have higher mastery-approach and performance-approach goals than old students have. Self-efficacy is more influential in the new than old student segments, as shown by simple linear regression. This study is still stuck to a single cross-sectional design. Further research can utilize longitudinal research with segmental-based analysis and pay attention to gender, major, social class, or other potential moderation variables.
Time Management and Professional Stress among Bank Managers: A Correlational ...iosrjce
The purpose of present research is to investigate relationship and between time management and
professional stress among bank managers. Moreover, it investigates gender difference on the variables of time
management and professional stress. The sample consisted on hundred subjects, was taken from various bank of
Government sector. How organize are you and Professional life Stress scale were used to assess time
management and professional stress in bank managers. Pearson product moment coefficient of Correlation and
t-test were calculated for analysis of data. Results indicated that there is a significant negative correlation
between time management and professional stress. Additionally, there is no significant differences in male and
female on the variables of time management and professional stress among bank managers
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
EXTRA CREDITWe just finished watching 12 Angry Men, a movie which .docxssuser454af01
EXTRA CREDIT
We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
INTEGRATIVE THINKING 2.0:
A USER'S GUIDE
TOYOUR
OPPOSABLE MIND
How to embrace opposing models and apply Integrative Thinking
in four (not always easy) steps.
by Jennifer Riel and Roger Martin
IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
In fact, as Drucker hints, opposing models are only a prob-
lem when we choose to treat them as such. Sloan's example of-
fers another, more productive approach, which is to use conflict-
ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
look for a better answer, treating opposing models as ...
Employee mentoring a training and development technique in enhancing organiz...IAEME Publication
This document summarizes an article from the International Journal of Management about employee mentoring. It discusses mentoring as a training and development technique to enhance organizational effectiveness and efficiency. The document provides an overview of mentoring and examines its benefits to both mentees and mentors. It also explores several theories of mentoring and provides conceptual clarifications of mentoring. The key findings are that mentoring can improve both individual and organizational effectiveness, and that it benefits the mentee, mentor and organization.
This document discusses organizational behavior and managing staff on projects. It covers selecting the right person for a job, motivating staff using theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses stress and stress management, health and safety issues, and some ethical concerns regarding responsibilities to others and financial ethics. The main topics are staff selection, development, motivation, and well-being during a project.
November 3-6 i Potsdam -- the OECD is hosting a seminar on how to assess the impact of entrepreneurship training. This is my white paper (draft!) on how to assess student outcomes: How can we rigorously assess change in the entrepreneurial mindset? Comments definitely welcome!
The document provides an overview of Theory X and Theory Y management styles. Theory X assumes humans are inherently lazy and need close supervision, while Theory Y assumes humans can be ambitious and self-motivated if given freedom. Theories X utilizes hard, soft, and firm management approaches, while Theory Y emphasizes decentralization, delegation, and job enlargement to give employees responsibility and autonomy. Performance appraisals also differ between the theories in their focus on inspection versus goal-setting.
Perfectionism As A Multidimensional Personality...Camella Taylor
The San Diego Quick Assessment is a brief reading assessment tool used by middle school teachers to evaluate the reading levels of over 100 students. It provides a faster alternative to more extensive assessments. The assessment involves having students read one-minute passages and answer multiple-choice questions about the passage. Scores are used to determine independent, instructional, and frustration reading levels for students. The brief nature of the assessment allows teachers to evaluate many students in a short period of time to inform reading instruction.
Expectancy theory is a motivation theory proposed by Victor Vroom that explains how individuals choose between alternatives that vary in their expected consequences. The theory states that motivation is a function of Expectancy (the belief that effort will lead to performance), Instrumentality (the belief that performance will lead to rewards), and Valence (the value placed on the rewards). Porter and Lawler expanded on the theory by introducing additional factors like abilities, individual satisfaction, and reward equity that influence motivation. While expectancy theory provides insights, it has also received critiques for oversimplifying motivation and difficulties accurately measuring scientific concepts.
MAPPING INDIVIDUAL AND COLLECTIVE REGRET IN ORGANIZATIONAL LIFEAnant Kumar
The document summarizes research into mapping individual and collective regret patterns in organizational life. It evaluates existing literature on counterfactual thinking and the experience of regret. Interviews were conducted with 10 employees to understand causes of unrealized potential and resulting regrets. Analysis found regrets can originate from internal personal factors like shortcomings or restraining oneself, or external factors like rules or lack of opportunities. While external factors are sometimes beyond an individual's control, mental barriers are often the true cause. Realizing untapped potential through external stimuli like motivation can empower employees and increase positivity.
PitchThis a very new experience for me with this internshi.docxrandymartin91030
Pitch
This a very new experience for me with this internship. I was dead set on the Capstone and maybe not truly sure this is the proper course of study for me within Kap Consulting. I’m personally a creature of habit and have come to accustom with the standard format. And seeing the emails on how this will get easier doesn’t really help me grasp what I’m doing in this first week. Sure, I could ask questions but I’m I asking with no knowledge of the task. I know I’m very nervous that week eight will be like week one and trying to make it, this is not easy for me to get my head around. I guess that’s life and nothing comes easy, but what I’m hoping my last class doesn’t seem like the first and I hope I excel in this internship and finish strong.
Sales and Martketing
Advertising-never done either
Getting 10 hours a week tough
Managers are quick with email responses
Always available
Wanted finace/tax department
MT490 Unit 1 Assignment Examples
These examples are intended to help you “see” the way you need to complete the
Assignment yourself, using your own words and ideas. Copying any portion of
the examples is considered plagiarism, so it is important not to copy the words
and ideas in the examples, but rather use them as a guide to support your
understanding of the components, the structure, and the underlying principles
that support writing these types of essays.
Introduction:
The process of experiential learning requires an intern/extern to put the knowledge,
skills, abilities, and behaviors learned in a formal educational setting, into practice. This
is called putting "Theory to Practice." In the courses you completed throughout your
degree plan, you learned many theories and concepts and attained knowledge, skills,
abilities, and behaviors at various levels of rigor. Now, it is time for you to put what you
know and can do into action for your intern/externship employer. Upon application of the
theoretical and conceptual knowledge, skills, abilities, and behaviors, you will return to
the academic setting to reflect on your experiences, thoughts, ideas, observations,
emotions, etc. by putting "Practice to Theory". Your ability to put "Theory to Practice"
and "Practice to Theory" is the essence of your experiential learning journey here at
Kaplan University. The two-steps in the process of experiential learning are described
as follows:
1. Theory to Practice: This is the process of practically applying learned knowledge,
skills, abilities, and behaviors in a real world setting. As stated by Dunmade (2013),
theories are verified empirical truths that may be used in application, by practitioners, as
a point of reference when making decisions and thinking critically about a topic.
Throughout your experiential learning journey, you will put theory to practice while
working for your intern/externship employer. However, as part of the learning process, it
is also important to reflect on your exper.
is exactly what the name implies. It’s the overall management of a healthcare facility, such as a clinic or hospital. A healthcare manager is in charge of ensuring a healthcare facility is running as it should in terms of budget, the goals of the facility’s practitioners, and the needs of the community. A person in charge of healthcare management oversees the day-to-day operations of the facility.his individual also acts as a spokesperson when providing information to the media. The person in charge of healthcare management also collaborates with medical staff leaders on issues such as medical equipment, department budgets, planning ways to ensure the facility meets their goals, and maintaining a good relationship with doctors, nurses, and all department heads. The healthcare manager also makes decisions about performance evaluations, staff expectations, budgeting, social media updates, and billing. The objective of the Program in Healthcare Management is to train professionals, according to the needs of the healthcare sector, that are committed to basic principles and values of the sector, have knowledge of managerial procedures and practices, and are competent in inpatient/customer relations and communication
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
The document summarizes several theories of motivation: Three Need Theory focuses on needs for achievement, affiliation, and power; Goal-Setting Theory ties goals to task performance; Reinforcement Theory states behavior is shaped by consequences; Equity Theory seeks a balance between employee inputs and outputs; and Expectancy Theory links effort, performance, and motivation based on expectations of outcomes. The theories provide frameworks to understand employee motivation and ways for managers to enhance it.
Time Management Seminar ProposalHow many hours are lost per ye.docxjuliennehar
Time Management Seminar Proposal
How many hours are lost per year because of people mismanaging their time? Has your company experienced a problem with people missing deadlines and costing your stores money? Poor time management is a widespread issue among working professionals, and it stems from not knowing the best ways to take care of your assigned tasks.
Background/Overview: Show that your team has a solid, research-based understanding of the topic and how it’s relevant to the success of that company and/or particular industry. Be sure to incorporate information from at least 6 of your sources.
Benefits of Our Program
With our program specifically, the idea is to not only teach employees how to be more productive but to structure their workday in a way that is going to improve their quality of life at work. Happier employees make for more productive workplaces, and empowering your workers to have the skills necessary to not only do good work but excel and enjoy doing it is going to result in a huge net positive shift in your culture. We emphasize an environment that minimizes stressors and promotes healthy working habits.
Learning Goals
Our learning goals are as follows:
1. Learn what time management is at a deeper level than most people understand
2. Understand the impact time management has on you, the worker
3. Learn strategies to improve your habits
4. Understand what those techniques will do for you and the quality of your workplace
Sample Agenda
Agenda:
· Introductions (1 minute)
· Background on time management (3 minutes)
· Explanation of strategies (5 minutes)
· Interactive activity (5 minutes)
· Conclusion (1 minute)
Our interactive activity will consist of each person being given a list of tasks that they must address. Each one will be assigned a deadline, and it will be up to the employees to quickly use their newfound knowledge to properly prioritize the workload in order to fit everything they need to do into a workday. There will be no grading or review of each person’s answers, but the conclusion will include our suggested priority so employees can see if they’re on the right track.
Conclusion: Provide a clear/persuasive request for the CEO to hire your team.
Working Bibliography
Atkinson, F. (2009). Part 2: Time management tools - chapter 08: Essential time management skills. Richmond: Crimson Business Ltd. Retrieved from https://search-proquest-com.mutex.gmu.edu/docview/742656248?accountid=14541
(Jacob) Atkinson’s book on time management skills is handy when considering what skills one can use in order to promote proper time management. It goes in-depth into the qualities of a schedule he believes to be important. The chapter also explores procrastination, its sources, and what can be done to prevent it from happening. He explores concepts like list oversaturation and physical organization, and explains how understanding and addressing the root causes of the problems that occur in an office can promote good ...
Importance Of Top-Rated Essay Writing Services - A Helpful Tool ForSean Flores
The document discusses the steps to use an essay writing service:
1. Create an account with personal information.
2. Complete a form providing instructions, sources, deadline and sample work.
3. Review bids from writers and choose one based on qualifications.
4. Review the paper and authorize payment or request revisions if needed. The service offers refunds for plagiarized work.
Linking Words For Essay Telegraph. Online assignment writing service.Sean Flores
1. The document provides instructions for how to request and receive writing assistance from the HelpWriting.net website. It outlines a 5-step process for creating an account, submitting a request, reviewing bids from writers, revising the paper if needed, and requesting revisions.
2. The process involves registering with a password and email, completing a request form with instructions and deadlines, choosing a writer based on their profile, paying a deposit to start the work, reviewing and authorizing payment for the completed paper or requesting revisions.
3. HelpWriting.net uses a bidding system where writers submit proposals, and clients can ensure their needs will be fully met with original, high-quality content or receive a refund if plag
This is a stem education course, this is due within 10 hours! muojas18
This document provides directions for a STEM education course discussion assignment. It includes two discussion questions that must be answered in 150 words each, citing references using APA style. It also includes two response questions that must be answered in 100 words. The document provides examples of responses from two students, Jill and Molly, addressing feedback from assessments and how it can help students. It emphasizes using feedback to improve, setting goals, and student self-assessment and tracking progress. The document stresses clear communication and empathy when working with families to ensure they feel supported in the accommodations process.
SOCW 6311 WK 1 responses Respond to at least two colleagues .docxsamuel699872
SOCW 6311 WK 1 responses
Respond to at least two colleagues
(You have to compare my post to 2 SEPARATE peer posts and respond to their posts and ask a question I have provided all three)
by noting the similarities and differences in the factors that would support or impede your colleague’s implementation of evidence-based practice as noted in his or her post to those that would impact your implementation of evidence-based practice as noted in your original post. Offer a solution for addressing one of the factors that would impede your colleague’s implementation of evidence-based practice.
IT does not have to be long but has to in text citation and full references
MY POST
SummerLove Holcomb
RE: Discussion - Week 1
Top of Form
The Characteristics of the evidence-based practice (EBP)
The evidence-based program is defined as the programs that are effective and this is based on the rigorous assessment. One of the key features of EBP is that they have been assessed thoroughly in an experimental or quasi-experimental study. The evaluation of the EBP has been subjected to critical peer review and this implies that a conclusion has been reached by the evaluation experts. The EBP requires the ability to differentiate between the unverified opinions concerning the psychosocial interventions and the facts about their effectiveness. It is involving the process of inquiry that is provided to the practitioners and described for the physicians. This is important in integrating the best evidence, clinical expertise, and patient values as well as the situations that are linked to the management of the patient, management of the practice, and health policy decision-making processes (Small & O'Connor, 2007).
The assessment of the factors that are supporting or impeding the adoption of the evidence-based practice
Several factors are associated with the failure to the successful adoption of EBP. The implementation of EBP for example in healthcare facilities requires the dedication of time. Therefore, lack of adequate time for the training and implementation of the EBP makes it hard to adopt it within the facility. The adoption of evidence-based practice also requires adequate resources. This, therefore, implies that there must be adequate resources to facilitate the effective implementation and the adoption of the EBP. This, therefore, implies that smaller organizations with unstable capital income might not adopt the EBP. Another barrier is the inability to understand the statistical terms or the jargons used in the EBP. This leads to barriers in understanding thus making it hard to implement the EBP (Duncombe, 2018). Therefore, the factors that might support the implementation of the EBP are the availability of resources and adequate time.
References
Duncombe, D. C. (2018). A multi‐institutional study of the perceived barriers and facilitators to implementing evidence‐based practice. Journal of Clinical Nursing,.
Achievement motivation evolved fast in the educational field. In this development, the trichotomous and the 2X2 models received myriad attention from the educational specialist. However, there is a debate about which is better between the two models. This study aimed to intercede this debate and argue that the study's duration should be accounted for in the validation. Approach goals should dominate new students' achievement goals, and old students' achievement goals will show the balance of approach and avoidance goals. For these reasons, this study gathers the data from 350 new students and 203 old students. Confirmatory factor analysis reveals that the trichotomous is the best model for new student segments. While for the old student segment, the 2X2 model shows its efficacy. Therefore, for the new students' segment, achievement goals consist of mastery-approach, performance-approach, and performance-avoidance goals. For the old students, besides those three-goal orientations, mastery-avoidance goals are also included. As expected, the independent sample t-test shows that new students have higher mastery-approach and performance-approach goals than old students have. Self-efficacy is more influential in the new than old student segments, as shown by simple linear regression. This study is still stuck to a single cross-sectional design. Further research can utilize longitudinal research with segmental-based analysis and pay attention to gender, major, social class, or other potential moderation variables.
Time Management and Professional Stress among Bank Managers: A Correlational ...iosrjce
The purpose of present research is to investigate relationship and between time management and
professional stress among bank managers. Moreover, it investigates gender difference on the variables of time
management and professional stress. The sample consisted on hundred subjects, was taken from various bank of
Government sector. How organize are you and Professional life Stress scale were used to assess time
management and professional stress in bank managers. Pearson product moment coefficient of Correlation and
t-test were calculated for analysis of data. Results indicated that there is a significant negative correlation
between time management and professional stress. Additionally, there is no significant differences in male and
female on the variables of time management and professional stress among bank managers
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
EXTRA CREDITWe just finished watching 12 Angry Men, a movie which .docxssuser454af01
EXTRA CREDIT
We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
INTEGRATIVE THINKING 2.0:
A USER'S GUIDE
TOYOUR
OPPOSABLE MIND
How to embrace opposing models and apply Integrative Thinking
in four (not always easy) steps.
by Jennifer Riel and Roger Martin
IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
In fact, as Drucker hints, opposing models are only a prob-
lem when we choose to treat them as such. Sloan's example of-
fers another, more productive approach, which is to use conflict-
ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
look for a better answer, treating opposing models as ...
Employee mentoring a training and development technique in enhancing organiz...IAEME Publication
This document summarizes an article from the International Journal of Management about employee mentoring. It discusses mentoring as a training and development technique to enhance organizational effectiveness and efficiency. The document provides an overview of mentoring and examines its benefits to both mentees and mentors. It also explores several theories of mentoring and provides conceptual clarifications of mentoring. The key findings are that mentoring can improve both individual and organizational effectiveness, and that it benefits the mentee, mentor and organization.
This document discusses organizational behavior and managing staff on projects. It covers selecting the right person for a job, motivating staff using theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses stress and stress management, health and safety issues, and some ethical concerns regarding responsibilities to others and financial ethics. The main topics are staff selection, development, motivation, and well-being during a project.
November 3-6 i Potsdam -- the OECD is hosting a seminar on how to assess the impact of entrepreneurship training. This is my white paper (draft!) on how to assess student outcomes: How can we rigorously assess change in the entrepreneurial mindset? Comments definitely welcome!
The document provides an overview of Theory X and Theory Y management styles. Theory X assumes humans are inherently lazy and need close supervision, while Theory Y assumes humans can be ambitious and self-motivated if given freedom. Theories X utilizes hard, soft, and firm management approaches, while Theory Y emphasizes decentralization, delegation, and job enlargement to give employees responsibility and autonomy. Performance appraisals also differ between the theories in their focus on inspection versus goal-setting.
Perfectionism As A Multidimensional Personality...Camella Taylor
The San Diego Quick Assessment is a brief reading assessment tool used by middle school teachers to evaluate the reading levels of over 100 students. It provides a faster alternative to more extensive assessments. The assessment involves having students read one-minute passages and answer multiple-choice questions about the passage. Scores are used to determine independent, instructional, and frustration reading levels for students. The brief nature of the assessment allows teachers to evaluate many students in a short period of time to inform reading instruction.
Expectancy theory is a motivation theory proposed by Victor Vroom that explains how individuals choose between alternatives that vary in their expected consequences. The theory states that motivation is a function of Expectancy (the belief that effort will lead to performance), Instrumentality (the belief that performance will lead to rewards), and Valence (the value placed on the rewards). Porter and Lawler expanded on the theory by introducing additional factors like abilities, individual satisfaction, and reward equity that influence motivation. While expectancy theory provides insights, it has also received critiques for oversimplifying motivation and difficulties accurately measuring scientific concepts.
MAPPING INDIVIDUAL AND COLLECTIVE REGRET IN ORGANIZATIONAL LIFEAnant Kumar
The document summarizes research into mapping individual and collective regret patterns in organizational life. It evaluates existing literature on counterfactual thinking and the experience of regret. Interviews were conducted with 10 employees to understand causes of unrealized potential and resulting regrets. Analysis found regrets can originate from internal personal factors like shortcomings or restraining oneself, or external factors like rules or lack of opportunities. While external factors are sometimes beyond an individual's control, mental barriers are often the true cause. Realizing untapped potential through external stimuli like motivation can empower employees and increase positivity.
PitchThis a very new experience for me with this internshi.docxrandymartin91030
Pitch
This a very new experience for me with this internship. I was dead set on the Capstone and maybe not truly sure this is the proper course of study for me within Kap Consulting. I’m personally a creature of habit and have come to accustom with the standard format. And seeing the emails on how this will get easier doesn’t really help me grasp what I’m doing in this first week. Sure, I could ask questions but I’m I asking with no knowledge of the task. I know I’m very nervous that week eight will be like week one and trying to make it, this is not easy for me to get my head around. I guess that’s life and nothing comes easy, but what I’m hoping my last class doesn’t seem like the first and I hope I excel in this internship and finish strong.
Sales and Martketing
Advertising-never done either
Getting 10 hours a week tough
Managers are quick with email responses
Always available
Wanted finace/tax department
MT490 Unit 1 Assignment Examples
These examples are intended to help you “see” the way you need to complete the
Assignment yourself, using your own words and ideas. Copying any portion of
the examples is considered plagiarism, so it is important not to copy the words
and ideas in the examples, but rather use them as a guide to support your
understanding of the components, the structure, and the underlying principles
that support writing these types of essays.
Introduction:
The process of experiential learning requires an intern/extern to put the knowledge,
skills, abilities, and behaviors learned in a formal educational setting, into practice. This
is called putting "Theory to Practice." In the courses you completed throughout your
degree plan, you learned many theories and concepts and attained knowledge, skills,
abilities, and behaviors at various levels of rigor. Now, it is time for you to put what you
know and can do into action for your intern/externship employer. Upon application of the
theoretical and conceptual knowledge, skills, abilities, and behaviors, you will return to
the academic setting to reflect on your experiences, thoughts, ideas, observations,
emotions, etc. by putting "Practice to Theory". Your ability to put "Theory to Practice"
and "Practice to Theory" is the essence of your experiential learning journey here at
Kaplan University. The two-steps in the process of experiential learning are described
as follows:
1. Theory to Practice: This is the process of practically applying learned knowledge,
skills, abilities, and behaviors in a real world setting. As stated by Dunmade (2013),
theories are verified empirical truths that may be used in application, by practitioners, as
a point of reference when making decisions and thinking critically about a topic.
Throughout your experiential learning journey, you will put theory to practice while
working for your intern/externship employer. However, as part of the learning process, it
is also important to reflect on your exper.
is exactly what the name implies. It’s the overall management of a healthcare facility, such as a clinic or hospital. A healthcare manager is in charge of ensuring a healthcare facility is running as it should in terms of budget, the goals of the facility’s practitioners, and the needs of the community. A person in charge of healthcare management oversees the day-to-day operations of the facility.his individual also acts as a spokesperson when providing information to the media. The person in charge of healthcare management also collaborates with medical staff leaders on issues such as medical equipment, department budgets, planning ways to ensure the facility meets their goals, and maintaining a good relationship with doctors, nurses, and all department heads. The healthcare manager also makes decisions about performance evaluations, staff expectations, budgeting, social media updates, and billing. The objective of the Program in Healthcare Management is to train professionals, according to the needs of the healthcare sector, that are committed to basic principles and values of the sector, have knowledge of managerial procedures and practices, and are competent in inpatient/customer relations and communication
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
The document summarizes several theories of motivation: Three Need Theory focuses on needs for achievement, affiliation, and power; Goal-Setting Theory ties goals to task performance; Reinforcement Theory states behavior is shaped by consequences; Equity Theory seeks a balance between employee inputs and outputs; and Expectancy Theory links effort, performance, and motivation based on expectations of outcomes. The theories provide frameworks to understand employee motivation and ways for managers to enhance it.
Time Management Seminar ProposalHow many hours are lost per ye.docxjuliennehar
Time Management Seminar Proposal
How many hours are lost per year because of people mismanaging their time? Has your company experienced a problem with people missing deadlines and costing your stores money? Poor time management is a widespread issue among working professionals, and it stems from not knowing the best ways to take care of your assigned tasks.
Background/Overview: Show that your team has a solid, research-based understanding of the topic and how it’s relevant to the success of that company and/or particular industry. Be sure to incorporate information from at least 6 of your sources.
Benefits of Our Program
With our program specifically, the idea is to not only teach employees how to be more productive but to structure their workday in a way that is going to improve their quality of life at work. Happier employees make for more productive workplaces, and empowering your workers to have the skills necessary to not only do good work but excel and enjoy doing it is going to result in a huge net positive shift in your culture. We emphasize an environment that minimizes stressors and promotes healthy working habits.
Learning Goals
Our learning goals are as follows:
1. Learn what time management is at a deeper level than most people understand
2. Understand the impact time management has on you, the worker
3. Learn strategies to improve your habits
4. Understand what those techniques will do for you and the quality of your workplace
Sample Agenda
Agenda:
· Introductions (1 minute)
· Background on time management (3 minutes)
· Explanation of strategies (5 minutes)
· Interactive activity (5 minutes)
· Conclusion (1 minute)
Our interactive activity will consist of each person being given a list of tasks that they must address. Each one will be assigned a deadline, and it will be up to the employees to quickly use their newfound knowledge to properly prioritize the workload in order to fit everything they need to do into a workday. There will be no grading or review of each person’s answers, but the conclusion will include our suggested priority so employees can see if they’re on the right track.
Conclusion: Provide a clear/persuasive request for the CEO to hire your team.
Working Bibliography
Atkinson, F. (2009). Part 2: Time management tools - chapter 08: Essential time management skills. Richmond: Crimson Business Ltd. Retrieved from https://search-proquest-com.mutex.gmu.edu/docview/742656248?accountid=14541
(Jacob) Atkinson’s book on time management skills is handy when considering what skills one can use in order to promote proper time management. It goes in-depth into the qualities of a schedule he believes to be important. The chapter also explores procrastination, its sources, and what can be done to prevent it from happening. He explores concepts like list oversaturation and physical organization, and explains how understanding and addressing the root causes of the problems that occur in an office can promote good ...
Importance Of Top-Rated Essay Writing Services - A Helpful Tool ForSean Flores
The document discusses the steps to use an essay writing service:
1. Create an account with personal information.
2. Complete a form providing instructions, sources, deadline and sample work.
3. Review bids from writers and choose one based on qualifications.
4. Review the paper and authorize payment or request revisions if needed. The service offers refunds for plagiarized work.
Linking Words For Essay Telegraph. Online assignment writing service.Sean Flores
1. The document provides instructions for how to request and receive writing assistance from the HelpWriting.net website. It outlines a 5-step process for creating an account, submitting a request, reviewing bids from writers, revising the paper if needed, and requesting revisions.
2. The process involves registering with a password and email, completing a request form with instructions and deadlines, choosing a writer based on their profile, paying a deposit to start the work, reviewing and authorizing payment for the completed paper or requesting revisions.
3. HelpWriting.net uses a bidding system where writers submit proposals, and clients can ensure their needs will be fully met with original, high-quality content or receive a refund if plag
Research Paper Outline Template Sample Room SSean Flores
The document provides instructions for creating a research paper outline on the website HelpWriting.net. It outlines 5 steps: 1) Create an account with a password and email. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and choose one based on qualifications. 4) Review the completed paper and authorize payment if satisfied. 5) Request revisions until needs are fully met, with a refund option for plagiarized content.
Research Paper On College Athletes Getting Paid. Gold Essay ResearchSean Flores
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In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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A Strategic Approach: GenAI in EducationPeter Windle
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Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
1. A formal model of procrastination
Ruurdje Procee a
Bart Kamphorst a
Arlette van Wissen b
John-Jules Meyer c
a
Utrecht University, Janskerkhof 13A, 3512 BL Utrecht
b
VU University Amsterdam, De Boelelaan 1081a, 1081 HV Amsterdam
c
Utrecht University, Princetonplein 5, De Uithof, 3584 CC Utrecht
Abstract
Procrastination is widespread self-undermining behaviour that negatively impacts individual performance
and well-being. Psychological research has identified a variety of factors that influence this complex
behaviour. However, how these factors interact and influence procrastination is poorly understood; there
is no uniform theory that integrates all these factors. This paper presents an initial conceptual model of
procrastination built from factors that are found in the psychological literature. In addition, it presents a
formalization of the model that will serve as the basis for a computational model. The aim of the project
is to develop model-based e-coaching software that can offer personalized support to individuals in their
struggle with procrastination.
1 Introduction
Procrastination is voluntarily delaying what one intended to do despite expecting negative consequences.
This self-undermining behaviour is widely spread among students [13], but also chronically affects 15% –
20% of the general population [8]. Research shows that procrastination has a negative influence on an indi-
vidual’s performance [17] and well-being [18]. The majority of the procrastinators (95%) see this behaviour
as problematic and want to reduce it [17].
There are many definitions of procrastination but most include the existence of an irrational and unnec-
essary delay and negative consequences. The definition by Klingsieck combines all these features, stating
that procrastination is “the voluntary delay of an intended and necessary and/or [personally] important
activity, despite expecting potential negative consequences that outweigh the positive consequences of the
delay” [9, p. 26]. Notice that not performing an intended action is not necessarily procrastination. Someone
may justifiably shift his or her priorities if something more important comes along.
Procrastination is complex behaviour influenced by many factors such as low conscientiousness [17],
task aversiveness [4] and self-efficacy [17]. However, how these factors interact and influence procrastina-
tion is poorly understood. There is no uniform theory that integrates all these factors. This paper presents an
initial conceptual model of procrastination built from factors that were found in the psychological literature.
Using this conceptual model, a formalization is made that captures the different factors and defines an agent
that can choose to perform activities that are either task-related or not. The goal of the formal model is
to gain a better understanding of the factors influencing procrastination and the connections between them.
In future work, the formal model will be used to make a computational model to run simulations, train
the model on empirical data and test it. It will simulate what decisions an agent will make when it has to
choose between different tasks and indicate whether the selected activity classifies as procrastination or not.
The aim is that in future work the trained model will serve as the basis for e-coaching software to support
individuals in decreasing procrastination.
The paper is organized as follows. Section 2 discusses other approaches to modeling procrastination.
Section 3 presents a conceptual model of procrastination that is built from factors prominently featured in
psychological literature. A formalization of the model is presented in Section 4. Section 5 outlines an
evaluation plan and, lastly, Section 6 discusses conclusions and ideas for future work.
2. 2 Related Work
There are only a few other models on procrastination and the majority of them are economic models. The
idea of the economic models on procrastination (e.g. [11], [19]) is that an agent can choose between some
tasks. Each task is associated with costs that are incurred when the task is executed, and benefits that are
received when the task is completed. Traditional economic models assume time-consistency: an agent’s
preference for a task remains the same over time. Most people are however time-inconsistent: they prefer
well-being at an earlier date over a later date [6]. Economic models on procrastination differ from traditional
economic models in that time-inconsistency is taken into account.
In such models agents can have a self-control problem and are either fully aware of this (‘sophisticated’)
or unaware (‘naive’). A sophisticated agent will estimate the utility of a task the same for every day, so it
will perform the task immediately. A naive agent believes that it is better off to perform the task later instead
of now, so it will do the task the next day. However, when this continues, the agent may end up spending
too little time on a task. The main determinants of utility are time preference, costs, and benefits.
These economic models give some insight into the dynamics of procrastination. However, it is often
not clear how these models relate to relevant psychological concepts. To get a better understanding of
procrastination with the use of a model, it is important to specify how the model components are mapped to
concepts in psychological literature.
An example of a model that also integrates psychological concepts is the temporal motivation theory
(TMT). It is based on the economic models, but it also incorporates expectancy and need theory, and aims
to integrate different theories on motivation. The model is applied to procrastination, using the following
formula [17]:
Utility =
E × V
ΓD
with expectancy E, value V (the costs and benefits received from performing a task), sensitivity to delay Γ
(representing to what extent delay influences utility) and the time to the deadline D. Each element consists
of different task-related and personality-related factors. This theory integrates a number of psychological
notions connected to procrastination. However, it is not specified how the theory should be implemented;
only some small, non-formal examples are given. Implementation into a formal model can validate the
theory and provide new insights into the underlying mechanisms of procrastination instead of only listing
the factors that influence it.
3 Conceptual model
In this section, prominent factors influencing procrastination found in the literature will be discussed. The
factors can be divided into different groups: task-related, personality-related and other factors like ego
depletion, mood, temptations and coping strategies. All these factors and their influence on procrastination
can be found in Figure 1. The + and − of the arrows represent respectively the positive and negative
influence from that factor on procrastination or another factor. This conceptual model was reviewed at an
early stage by a self-regulation expert.
The nature of the task and how the agent perceives it influence how likely someone is to procrastinate:
Boredom When a person finds a task really boring, it is hard to sustain it as an intentional activity when
there are less boring alternatives present [3]. The more boring a task, the more procrastination [4].
Frustration Being frustrated makes it harder to focus on a task. This lack of focus makes someone more
likely to procrastinate by engaging in other activities [4].
Personal Meaning The extent to which individuals feel their projects are worthwhile pursuits [10]. This
includes factors such as fun, pleasure, passion and other’s benefit. The lower this is, the less desirable
it is to do a task, which leads to more procrastination [4].
Autonomous Motivation A combination of intrinsic motivation, where there is an inner drive to reach
a certain goal, and extrinsic motivation, where people have identified with an activity’s value [5].
Autonomous motivation for a task leads to less procrastination [20].
Task Delay Events that are further away in time have less impact on people’s decisions. So when the
deadline or the consequences are far away, there is more procrastination [14].
Self-efficacy A person’s belief in his/her own competence. When someone’s self-efficacy for a certain task
is high, one is more likely to put effort in the task and set appropriate goals for oneself [1]. Self-
efficacy varies across different domains and tasks and is thus grouped with the task-related causes.
3. When self-efficacy is high and someone believes that a certain goal is attainable, he/she is less likely
to procrastinate [17].
Task Structure When a task is less structured and more difficult to coordinate, there is more procrastina-
tion. The reason for this is that when the task is less structured, there are many points in time at which
a decision has to be made about what to do next, and this gives more opportunities for procrastination
[4].
Procrastination
Task aversiveness Frustration
Boredom
Personal meaning Autonomous motivation
Task Structure
Task delay
Self-efficacy
+
+
−
-
+
−
−
+
Mood
−
−
Ego depletion
Temptations
+
Trait procrastination
Sensation Seeking
Conscientiousness
Impulsiveness
Self esteem
+
−
+
−
+
Fear of failure
+/−
+/−
−
−
+
+
+
Legend:
Task related
Personality related
Other factors
−→ Influence on another factor
or procrastination (positive (+)
or negative (−)). Weights may be
influenced by coping strategies.
Figure 1: Overview of causes and relations of procrastination
The personality of the agent is also important:
Impulsiveness Impulsive people are more likely to act on the desires of the moment. People that score high
on impulsiveness are more likely to procrastinate [17].
Sensation Seeking Sensation seeking is the tendency to find exciting activities, take risks and avoid bore-
dom. The higher someone scores on this trait, the more likely he/she is to procrastinate [17].
Conscientiousness Someone who scores high on this factor can be described in terms such as orderly, neat
and organized. Highly conscientious people are less likely to procrastinate [15].
Self-esteem How someone evaluates oneself. When someone has low self-esteem, one is more likely to
procrastinate [17].
Fear of Failure The fear of the negative consequences of not reaching one’s goals. How it affects procras-
tination is dependent on self-efficacy: individuals with fear of failure and high perceived competence
believe they can avoid failure by working very hard, thus reducing procrastination. When the per-
ceived competence is low, individuals feel that the probability of failing is very high and they will
avoid this by procrastinating [7].
Other factors that are taken into account are listed below. These are either external or internal variables that
change.
Mood The influence of mood on procrastination is not clear. Some research (e.g. [18]) suggests that a bad
mood can increase procrastination and that procrastination will have a negative influence on mood in
return, which will increase procrastination again. Yet others say there is no relation between mood
and procrastination [17]. We include it to be able to investigate the influence.
Ego Depletion The strength needed for self-regulation is a limited resource and when this resource is de-
pleted, it is much harder to control oneself [2]. The lower the ego resources, the more procrastination.
There is also a link between mood and ego-depletion. The reason for this is that when mood is low, it
makes a person more depleted, and a more depleted person has more difficulties maintaining a positive
mood.
Temptations Other activities that can be done instead of the current activity, but don’t contribute towards
reaching any of agent’s goals. The more temptations are present, the more likely that someone will
procrastinate [17].
4. Coping Strategies Strategies that can be applied to reduce procrastination [16]. Good coping strategies
help to reduce the effects that certain factors have on procrastination. For example, a coping strategy
like ‘gamifying a task’ can decrease procrastination by decreasing task aversiveness, while another
strategy may affect the influence of a particular temptation. Coping strategies are not directly included
in the figure. Instead, they are considered co-determinants for the weights of the connections.
4 Formalisation of the model
In this section a formalisation of the conceptual model is presented. In this model an individual agent has
various goals. These goals are the personal projects [10] of the agent and can be virtually anything. A
goal can be implemented by tasks. These tasks can have subtasks or a single activity. The tasks are on
a list of intended tasks and the place on this list is determined by the priority of the task. The agent can
perform activities belonging to tasks (one at the time) to reach given goals or perform other activities that
do not belong to a task. The activities that don’t belong to a task are generated by events. Figure 2 gives
an illustration of the model. Note that the events e1 and e2 are triggers that add a5 and a6 to the agent’s
options. When, for example, one of the activities in the block ‘Procrastination’ is performed, the agent is
procrastinating. Structured procrastination occurs when an agent is doing something useful that is on the list
of intended tasks, but not the most important thing to be done [12]. (A typical example of this is the increase
in cleanliness of student housing by the end of the semester because students don’t feel like studying but do
want to do something useful.) This is the case when a2, a3 or a4 are performed.
In the following sections, first all the definitions will be discussed, followed by an explanation of how
the model works. All concepts and their formal notations can be found in Table 1.
g1 g2 g3
τ1 τ2 τ5 e1 e2
a1 a2 a3 a4 a5 a6
τ3 τ4
Structured procrastination Procrastination
Options of the agent
List of intended tasks:
1: τ1
2: τ2
3: τ3
4: τ4
5: τ5
Figure 2: An illustration of the formal model
4.1 Definitions
The agent p, goal g, task τ and activity a are defined as tuples:
p =<Mood, EgoResource, SensationSeeking, SelfEsteem, Conscientiousness, Impulsiveness, I, Gp, Cur-
rentActivity, O >
where I is an ordered set containing all intended tasks ordered by their priority, Gp the set of personal
goals of the agent, CurrentActivity the activity the agent is performing and O the set of all possible activities
an agent can choose from (i.e. the agent’s options): O = AE ∪ AT (where AE is the set of all activities
that belong to any event and AT the set of all activities that belong to any task). The other elements are the
personality traits found in the literature (see Section 3).
g =<Description, Tg, Importance, EstimatedTime, Deadline>
where Tg is the set of tasks belonging to a goal. This set can be empty when the agent hasn’t imple-
mented the goal yet with some tasks. It is assumed that each goal has a known importance value for the
agent. EstimatedTime and Deadline can be 0 when the agent doesn’t know these values.
5. Concept Formal notation Definition
Agent p An individual agent in the model.
Goals gp ∈ Gp The personal projects of the agent. Given as an input in the model. Gp
is the set of goals of an agent p.
Task τ ∈ Tg Implementation of the goal g. A task consists of subtasks or an activity.
Activity a ∈ AE ∪ AT Description of what an agent can do. An activity belongs either to an
event (ae) or a task (aτ ), and is thus either part of the set of all activities
belonging to an event (AE) or to a task (AT ).
Intended tasks List I Every task is on this list, but ordered by priority. The priority is a func-
tion of the importance of the goal and other task characteristics. I is a
list containing all elements in TG.
Options o ∈ O Options are all possible activities an agent can do. O = AE ∪ AT .
Event e ∈ E Something that triggers the agent to reconsider his current activity.
Adds an activity to O.
Utility U(a, p) Representation of the desirability of an activity a for a person p.
Table 1: List of definitions
τ =<Description, Components, Priority, EstimatedTime, Deadline, Preconditions, Structure, Boredom,
PersonalMeaning, AutonomousMotivation, Frustration, FearOfFailure, SelfEfficacy>
where Components = aτ | Subtasks. Subtasks is a set of tasks (which can have subtasks as well). So a
task either has an activity, other tasks or nothing as its component. Preconditions are the tasks that have to
be performed before τ can be performed. Initially, we assume there are no preconditions to any tasks. The
priority determines the order in the list of intended tasks. It can be calculated with the following formula:
Priority(τ, p) =
Eτ,p · Vτ,p
Γ · D
· Importance(gτ )
where Eτ,p is the expectancy of agent p succeeding in the task, Vτ,p the value, which are the costs and
benefits of performing τ, Γ the sensitivity to delay, D the delay and gτ is the goal associated with task τ.
EstimatedTime is a summation over all subtasks or the underlying activity:
EstimatedTimeτ = EstimatedTimeaτ
+
X
Subtasks∈τ
EstimatedTimeSubtasks.
τ and a (described next) both include task-related factors found in literature (see Section 3).
a =<Description, EstimatedTime, Preconditions, Boredom, PersonalMeaning, AutonomousMotivation,
Frustration, FearOfFailure, SelfEfficacy>
In this model, an event is a trigger for the agent to reconsider the current activity. The reason for this is
that when an agent is performing an activity, it is most likely that the agent continues with this activity. An
agent will consider switching to another activity only when a) the current activity is finished, b) the deadline
of the current activity passed or c) an event occurs.
Finally, an event e is defined as:
e =< Kind, Activity, Saliency >
where Kind can be internal or external, Activity is an activity that will be added to the options of the
agent (and, when applicable, connected with a task) and Saliency is how difficult it is to resist the activity
associated with the event. Temptations can be modeled with events. An example of this is a friend who calls
to have a drink. This is an external event, with the activity ‘Go out for a drink’ and the strength depends
on how difficult it is to resist this temptation. Internal events are governed by rules like ‘when a value (e.g.,
EgoResource) gets below a certain threshold, a specific event will happen’. External events can also be
governed by rules, but will initially be added manually to model a given situation.
The definitions of procrastination and structured procrastination are as follows:
An agent p is procrastinating when (CurrentActivityp ∈ AE or CurrentActivityp = ∅) and I 6= ∅.
An agent p is performing structured procrastination when CurrentActivityp ∈ Aτ and I 6=< τ, . . . , n >.
6. 4.2 Process overview
This section contains an overview of the process of the model. It explains how an agent chooses activities
and what happens when events occur. Algorithm 1 gives a more formal specification.
Algorithm 1 Process overview
1: for All tasks τ in I do
2: Calculate priority
3: end for
4: Sort I
5: for each activity a do
6: Calculate U(a, p)
7: end for
8: for Each timestep t do
9: EgoResource = EgoResource · updatespeed
10: for Each activity a do
11: if aτ is finished then # Remove finished activities and their tasks
12: O = O aτ
13: TG = TG τ
14: Go back to line 5
15: end if
16: end for
17: for Each task τ do
18: if t ≥ Deadlineτ then # Remove tasks with passed deadlines and their activities
19: O = O aτ
20: TG = TG τ
21: Go back to line 5
22: end if
23: if an event e occurs then
24: if activity a is associated with a task τg then
25: #Connect activity with associated task and add to set of task-related activities
26: τg = τg ∪ τ
27: AT = AT ∪ a
28: else#Add to set of event-related activities
29: AE = AE ∪ a
30: end if
31: EgoResource = EgoResource - Saliencye
32: Go to line 1
33: end if
34: CurrentActivityp = MaxUtility(a)
35: end for
36: end for
First, the priority of all the tasks in the model is calculated to determine the order in the list of intended
tasks. Next, for each activity the utility is calculated with one of the following formulas (depending on
whether it’s a task-related activity or event-related activity):
Utility(aτ , p) =
Eaτ ,p · Vaτ ,p
Γp · Daτ
· Bτ Utility(ae, p) =
Eae,p · Vae,p
t − EstimatedTimeae
where Eaτ ,p is the expectancy, Vaτ ,p the value, Γp the sensitivity to delay, Dτ the delay, Bτ a small bonus
when an activity is associated with a task in the list of intended tasks and t the current time step. The for-
mulas to calculate these variables are given below. The weights w determine how strong a factor influences
procrastination. The formulas include all factors discussed in the conceptual model. Some factors have a
positive effect, others a negative, and this is dependent on the influence of this factor on procrastination.
Eaτ ,p = Selfefficacyaτ
· wselfefficacy + SelfEsteemp · wselfesteem + AdjustedFearOfFailurep · wfearOfFailure
AdjustedFearOfFailurep =
FearOfFailurep when SelfEfficacyaτ
0, 5
−FearOfFailurep else
Vaτ ,p = −Boredomaτ · wboredom−Frustrationaτ · wfrustration−AutonomousMotivationaτ · wAutonomousMotivation
−SensationSeekingp · wSensationSeeking+Conscientiousnessp · wconscientiousness+EgoResourcep · wEgoResource
+PersonalMeaningp · wPersonalmeaning+Moodp · wMood
Γp = Impulsivenessp · wImpulsiveness Daτ = Deadlineτ − t − EstimatedTimeaτ
7. Bt = 1 −
position of τ in I
number of items in I
In each time step, EgoResource is updated. Next, it is checked whether activities are finished, and if so,
they are removed from the options. Tasks with deadlines that are passed are also removed. After this, the
utility of all activities is calculated again. When an event occurs, it is checked whether they belong to a task
that doesn’t have an activity yet. If this is the case, the activity is connected to this task and added to the
task-related activities Aτ . Otherwise, the activity is added to the set of event-related activities Ae. Because it
requires ego resources to resist the event, this value is also updated (depending on the saliency of the event).
After this, the utility of all activities is calculated again. If none of the previously described conditions
are the case, the activity with the highest utility is performed. When this activity is in Ae, the agent is
procrastinating because the agent is performing an activity that does not belong to a task therefore is not part
of the agent’s goals. When an agent is performing an activity that does not belong to the task on top of the
list of intended tasks, it is structured procrastination.
5 Evaluation plan
The proposed model described in the previous sections should provide insights into the mechanisms of
procrastination. We will evaluate the model in three stages. First, we will implement the model in Matlab
and run some initial simulations. The weights will be determined in consultation with a procrastination
expert and will be the same for all scenarios. A few different scenarios with different kinds of agents (e.g.,
with high or low conscientiousness scores) will be tested to see if the expected behaviour will follow from the
model. Second, we will use an existing data set from a previous psychological experiment on procrastination
as training data to determine the appropriate weights for the model. Supervised learning can be used to train
the model. The trained model will be evaluated by using another data set as a test set. Third, the trained
model will be used to make predictions about behaviour under certain conditions. These predictions will be
tested empirically in collaboration with psychologists.
6 Conclusions Future Work
In this paper, a conceptual model of procrastination is presented that includes prominent factors from psy-
chological literature that influence procrastination. In addition, it presents a formal specification of this
model that will serve as the basis of a computational model, which in turn will be used to validate the
conceptual model. In future work, the stages presented in the evaluation plan (Section 5) will be executed
to validate the model. The complexity of the proposed model mirrors the complexity of the phenomenon.
Depending on the outcome of the evaluation the model may be pruned, but we did not want to dismiss any
empirically identified factors out of hand.
Procrastination is problematic for many people because it negatively influences people’s performance
and well-being. There are a number of existing coping strategies (e.g., self-forgiveness [22] and making
very concrete plans [21]), but because procrastination is complex behaviour, some strategies may have been
unexplored. The validated model can be used to explore whether there are points of influence that the model
predicts will decrease procrastination, that as of yet are unused in interventions. This will lead to hypotheses
for further empirical studies. Another application of the model is to develop e-coaching software that can
support people on an individual basis (by identifying the factors that have the most influence for this indi-
vidual) in their struggle against procrastination.
Acknowledgments. This research was supported by Philips and Technology Foundation STW, Nationaal
Initiatief Hersenen en Cognitie NIHC under the Partnership programme Healthy Lifestyle Solutions. We
thank Floor Kroese from the Self-Regulation Lab for reviewing and discussing the conceptual model. We
thank Saskia van Dantzig (Philips) for extensive comments on an earlier version of this paper.
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