360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
Download Today! State of Hiring White Paper
Did you know that 65% of managers guide their hiring decisions based on instinct rather than data?*
With organizations facing a struggle for talent and feeling pressured to fill positions quickly, speed becomes the predominant criteria in the selection process. The result? Hiring managers are left susceptible to unconscious bias and may unknowingly make decisions and choices that exclude certain individuals based on a single characteristic or trait.
Choosing this route could have a long-term effect on an organization’s ability to attract and retain quality talent.
But there is good news! Organizations can address unconscious bias, and in turn gain access to qualified candidates and a diverse and equitable workplace environment.
Download Today!
From building organization-wide awareness to committing to Diversity and Inclusion Initiatives, learn more about the steps your organization can take to combat unconscious bias by downloading State of Hiring, our new exclusive PXT Select™ white paper.
Stereotypes Perceptions about Groups of People TO THE POINTHo.docxdessiechisomjj4
Stereotypes: Perceptions about Groups of People
TO THE POINT
How can managers use knowledge of stereotypes and stereotype formation to more effectively reduce problems associated with sex role, age, racial, and disability stereotypes?
LO.3
While it is often true that beauty is in the eye of the beholder, perception does result in some predictable outcomes. Managers aware of the perception process and its outcomes enjoy a competitive edge. The Walt Disney Company, for instance, takes full advantage of perceptual tendencies to influence customers' reactions to waiting in long lines at its theme parks:
Example. In Orlando, at Disney-MGM Studios, visitors waiting to get into a Muppet attraction watch tapes of Kermit the Frog on TV monitors. At the Magic Kingdom, visitors to the Extra Terrestrial Alien Encounter attraction are entertained by a talking robot before the show. At some rides, the company uses simple toys, like blocks, to help parents keep small children busy and happy during the wait.20
This example illustrates how the focus of one's attention influences the perception of standing in long lines.
Likewise, managers can use knowledge of perceptual outcomes to help them interact more effectively with employees. For example, Table 7–2 describes five common perceptual errors. Since these perceptual errors often distort the evaluation of job applicants and of employee performance, managers need to guard against them. This section examines one of the most important and potentially harmful perceptual outcomes associated with person perception: stereotypes. After exploring the process of stereotype formation and maintenance, we discuss sex-role stereotypes, age stereotypes, race stereotypes, disability stereotypes, and the managerial challenge to avoid stereotypical biases.
table 7–2
Commonly Found Perceptual Errors
PERCEPTUAL ERROR
DESCRIPTION
EXAMPLE
RECOMMENDED SOLUTION
Halo
A rater forms an overall impression about an object and then uses that impression to bias ratings about the object.
Rating a professor high on the teaching dimensions of ability to motivate students, knowledge, and communication because we like him or her.
Remember that an employee's behavior tends to vary across different dimensions of performance. Keep a file or diary to record examples of positive and negative employee performance throughout the year.
Leniency
A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.
Rating a professor high on all dimensions of performance regardless of his or her actual performance. The rater that hates to say negative things about others.
It does not help employees when they are given positive feedback that is inaccurate. Try to be fair and realistic when evaluating others.
Central tendency
The tendency to avoid all extreme judgments and rate people and objects as average or neutral.
Rating a professor average on all dimensions of performance regardless of.
Spending only 14,99$, you can find in this Test, an accurate description of my personality, at work or non-work situations.
I believe that spreading that type of tests inside our Companies will improve a lot our effectiveness and joy to work together.
We are different human beings, but often we consider ourselves as identic as everyone else, so spreading conflicts every day.
You can apply for your test here: https://www.123test.com/
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
Chapter 8 - Children of alcoholics often display characteristic tr.docxrobertad6
Chapter 8 - Children of alcoholics often display characteristic traits: (1) the "hero" who attempts to replace the dysfunctional parent by overachieving, or (2) the "jester" who compensates for a lack of parental guidance by being mischievous and unruly. Which role did Beethoven play in his family? What is the evidence for your choice? 100+ words
Chapter 9 - Discuss the way travel might have affected composers (for example, Mendelssohn). If you have been outside the U.S., or even taveled far within the U.S., what effect did it have on you? 100+ words
.
Download Today! State of Hiring White Paper
Did you know that 65% of managers guide their hiring decisions based on instinct rather than data?*
With organizations facing a struggle for talent and feeling pressured to fill positions quickly, speed becomes the predominant criteria in the selection process. The result? Hiring managers are left susceptible to unconscious bias and may unknowingly make decisions and choices that exclude certain individuals based on a single characteristic or trait.
Choosing this route could have a long-term effect on an organization’s ability to attract and retain quality talent.
But there is good news! Organizations can address unconscious bias, and in turn gain access to qualified candidates and a diverse and equitable workplace environment.
Download Today!
From building organization-wide awareness to committing to Diversity and Inclusion Initiatives, learn more about the steps your organization can take to combat unconscious bias by downloading State of Hiring, our new exclusive PXT Select™ white paper.
Stereotypes Perceptions about Groups of People TO THE POINTHo.docxdessiechisomjj4
Stereotypes: Perceptions about Groups of People
TO THE POINT
How can managers use knowledge of stereotypes and stereotype formation to more effectively reduce problems associated with sex role, age, racial, and disability stereotypes?
LO.3
While it is often true that beauty is in the eye of the beholder, perception does result in some predictable outcomes. Managers aware of the perception process and its outcomes enjoy a competitive edge. The Walt Disney Company, for instance, takes full advantage of perceptual tendencies to influence customers' reactions to waiting in long lines at its theme parks:
Example. In Orlando, at Disney-MGM Studios, visitors waiting to get into a Muppet attraction watch tapes of Kermit the Frog on TV monitors. At the Magic Kingdom, visitors to the Extra Terrestrial Alien Encounter attraction are entertained by a talking robot before the show. At some rides, the company uses simple toys, like blocks, to help parents keep small children busy and happy during the wait.20
This example illustrates how the focus of one's attention influences the perception of standing in long lines.
Likewise, managers can use knowledge of perceptual outcomes to help them interact more effectively with employees. For example, Table 7–2 describes five common perceptual errors. Since these perceptual errors often distort the evaluation of job applicants and of employee performance, managers need to guard against them. This section examines one of the most important and potentially harmful perceptual outcomes associated with person perception: stereotypes. After exploring the process of stereotype formation and maintenance, we discuss sex-role stereotypes, age stereotypes, race stereotypes, disability stereotypes, and the managerial challenge to avoid stereotypical biases.
table 7–2
Commonly Found Perceptual Errors
PERCEPTUAL ERROR
DESCRIPTION
EXAMPLE
RECOMMENDED SOLUTION
Halo
A rater forms an overall impression about an object and then uses that impression to bias ratings about the object.
Rating a professor high on the teaching dimensions of ability to motivate students, knowledge, and communication because we like him or her.
Remember that an employee's behavior tends to vary across different dimensions of performance. Keep a file or diary to record examples of positive and negative employee performance throughout the year.
Leniency
A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.
Rating a professor high on all dimensions of performance regardless of his or her actual performance. The rater that hates to say negative things about others.
It does not help employees when they are given positive feedback that is inaccurate. Try to be fair and realistic when evaluating others.
Central tendency
The tendency to avoid all extreme judgments and rate people and objects as average or neutral.
Rating a professor average on all dimensions of performance regardless of.
Spending only 14,99$, you can find in this Test, an accurate description of my personality, at work or non-work situations.
I believe that spreading that type of tests inside our Companies will improve a lot our effectiveness and joy to work together.
We are different human beings, but often we consider ourselves as identic as everyone else, so spreading conflicts every day.
You can apply for your test here: https://www.123test.com/
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
Chapter 8 - Children of alcoholics often display characteristic tr.docxrobertad6
Chapter 8 - Children of alcoholics often display characteristic traits: (1) the "hero" who attempts to replace the dysfunctional parent by overachieving, or (2) the "jester" who compensates for a lack of parental guidance by being mischievous and unruly. Which role did Beethoven play in his family? What is the evidence for your choice? 100+ words
Chapter 9 - Discuss the way travel might have affected composers (for example, Mendelssohn). If you have been outside the U.S., or even taveled far within the U.S., what effect did it have on you? 100+ words
.
Chapter 8 - Review the Siemens AG case study. Note the importan.docxrobertad6
Chapter 8 - Review the Siemens AG case study. Note the importance of understanding the interrelationships amongst all the senior leaders at every location. Pay special attention to Figure 8.1 and Figure 8.2. Note how the corporate CIO should engage with each of the regional leaders. Why is this important? (Information Technology and Organizational Learning)
The above submission should be one-page in length and adhere to APA formatting standards.
.
Chapter 7Victimology and Patterns of VictimizationThe a.docxrobertad6
Chapter 7:
Victimology and Patterns of Victimization
The authors discuss the meaning of genocide, criminology’s aversion of the topic, and assertions of the United States’ own participation in it. Through reviewing a brief U.S. history, the authors argue that genocide stemming from the treatment of Native Americans throughout history should not be written off as radical conspiracy. Likening American Indian reservations to inner cities, a connection is made provoking questions between the historical treatment of African Americans and genocide.
Chapter 8: Lawmaking and the Administration of Criminal Law
This Chapter analyzes the impact that class, race, and gender have on shaping laws and the lawmaking process. Although criminal law is thought to be an objective measure of harm, it is instead the direct result of our political process headed by a powerful few, where money and privilege reign. The authors explain that the laws that shape our reality and perceptions of what is criminal serve the interests of the influential ruling class at the expense of the underclasses.
Discuss
one
of the following (Write Minimum of 250 words):
1. You learned in Chapter 7 that certain victims are valued above others. Why do you think that is? How do you think that impacts the U.S Criminal Justice System?
OR
2. According to Chapter 8, minorities are the labor pool that is regulated through punishment. How is this analysis relevant in criminal justice today?
.
Chapter 7Thinking and IntelligenceFigure 7.1 Thinking .docxrobertad6
Chapter 7
Thinking and Intelligence
Figure 7.1 Thinking is an important part of our human experience, and one that has captivated people for centuries.
Today, it is one area of psychological study. The 19th-century Girl with a Book by José Ferraz de Almeida Júnior, the
20th-century sculpture The Thinker by August Rodin, and Shi Ke’s 10th-century painting Huike Thinking all reflect the
fascination with the process of human thought. (credit “middle”: modification of work by Jason Rogers; credit “right”:
modification of work by Tang Zu-Ming)
Chapter Outline
7.1 What Is Cognition?
7.2 Language
7.3 Problem Solving
7.4 What Are Intelligence and Creativity?
7.5 Measures of Intelligence
7.6 The Source of Intelligence
Introduction
Why is it so difficult to break habits—like reaching for your ringing phone even when you shouldn’t, such
as when you’re driving? How does a person who has never seen or touched snow in real life develop an
understanding of the concept of snow? How do young children acquire the ability to learn language with
no formal instruction? Psychologists who study thinking explore questions like these.
Cognitive psychologists also study intelligence. What is intelligence, and how does it vary from person
to person? Are “street smarts” a kind of intelligence, and if so, how do they relate to other types of
intelligence? What does an IQ test really measure? These questions and more will be explored in this
chapter as you study thinking and intelligence.
In other chapters, we discussed the cognitive processes of perception, learning, and memory. In this
chapter, we will focus on high-level cognitive processes. As a part of this discussion, we will consider
thinking and briefly explore the development and use of language. We will also discuss problem solving
and creativity before ending with a discussion of how intelligence is measured and how our biology
and environments interact to affect intelligence. After finishing this chapter, you will have a greater
appreciation of the higher-level cognitive processes that contribute to our distinctiveness as a species.
Chapter 7 | Thinking and Intelligence 217
7.1 What Is Cognition?
Learning Objectives
By the end of this section, you will be able to:
• Describe cognition
• Distinguish concepts and prototypes
• Explain the difference between natural and artificial concepts
Imagine all of your thoughts as if they were physical entities, swirling rapidly inside your mind. How is it
possible that the brain is able to move from one thought to the next in an organized, orderly fashion? The
brain is endlessly perceiving, processing, planning, organizing, and remembering—it is always active. Yet,
you don’t notice most of your brain’s activity as you move throughout your daily routine. This is only one
facet of the complex processes involved in cognition. Simply put, cognition is thinking, and it encompasses
the processes associated with perception, knowledge, problem solving, judgment, langu.
Chapter 7 2. How does a false positive alarm differ from a f.docxrobertad6
Chapter 7
2. How does a false positive alarm differ from a false negative alarm? From a security perspective, which is less desirable?
3.
How does a network-based IDPS differ from a host-based IDPS?
14.
What is an open port? Why is it important to limit the number of open ports to those that are absolutely essential?
Chapter 8
3.
What is a cryptographic key, and what is it used for? What is a more formal name for a cryptographic key?
4.
What are the three basic operations in cryptography?
9.
What are the components of PKI?
.
Chapter 7 covers Corporate Information Security and Privacy Regu.docxrobertad6
Chapter 7 covers Corporate Information Security and Privacy Regulation. Specifically, the Sarbanes Oxley Act of 2002 was passed as a result of the Enron scandal. Give a short synopsis of the Enron scandal and then provide a short synopsis of SOX.
Answer the question with a short paragraph, between 250 and 350 words. Brevity is a virtue. That is why you are limited to 350 words. If you can't present your hypothesis in 350 words or less then it is too complicated.
Remember that when you state a fact if you don't provide a reference, it is not a fact but rather an opinion.
submit it by 2/16/2020 at 4:59 PM EST
.
Chapter 7The Problem of EvilOf all the objections to theism pr.docxrobertad6
Chapter 7
The Problem of Evil
Of all the objections to theism presented by atheists, the most celebrated and oft-rehearsed, by far, is the problem of evil and suffering. Debates about evolution and the like notwithstanding, most reflective theists would likely agree that objections to belief in God posed by the occurrence of evil and suffering present a far more serious challenge than do objections from science. (In fact, one of the most popular lines of objection to theistic evolution is really a version of the problem of evil; it asks, How could a perfectly loving God employ a means of creation that proceeds by way of the systematic destruction of the weakest and most vulnerable creatures?) A distinction must be drawn, however, between the problem of evil as a philosophical objection to religious belief and the problem as a concerned question.
Some philosophers have put forward arguments from evil which purport to show that God does not exist or that belief in God is unreasonable. To such philosophical attacks, philosophical responses are appropriate. However, many people—believers and nonbelievers alike—are bothered by evil. When they are faced with suffering, on their own part or on the part of others, they may pose an agonizing Why? A philosophical argument is often the last thing such a person wants to hear; such an argument may appear irritatingly superficial or even callous. The person wants compassion and empathy, and the proper response may simply be to listen and try to share the other’s grief and questions. At such times the problem of evil calls more for pastoral care than for philosophical debate.
The philosophical problem of evil, on the other hand, can be posed briefly and sharply. It appears to many people that a perfectly good, all-knowing and all-powerful being, were he to exist, would not allow the kinds or quantity of evil and suffering that exists in our world. The underlying assumption of this argument is the intuition—common to many atheists and theists alike—that a good being eliminates evil as far as it is able to. God, being omniscient, should be aware of every instance of evil and suffering; being perfectly good, he would presumably want to eliminate all evil; being omnipotent, he should be able to do just that. If there were a God, therefore, one would expect not to find any evil in the world. Since one does find evil—and quite a bit of it—God must not exist. In this way, the existence of evil and suffering is thought to undermine the rationality of belief in God.
Types of Evil, Versions of the Problem and Types of Responses
The evils in the world which this argument takes as its basis are usually divided into two types. Moral evil is all the evil which is due to the actions of free, morally responsible beings. Murders, rapes and the hunger caused by social injustice would be examples of moral evil. Natural evil (or nonmoral evil) is all the evil that is not (or at least does not appear to be) due to the actions.
CHAPTER 7The CPU and MemoryThe Architecture of Comp.docxrobertad6
CHAPTER 7:
The CPU and Memory
The Architecture of Computer Hardware, Systems Software & Networking:
An Information Technology Approach
5th Edition, Irv Englander
John Wiley and Sons 2013
PowerPoint slides authored by Angela Clark, University of South Alabama
PowerPoint slides for the 4th edition were authored by Wilson Wong, Bentley University
CPU and MemoryEvery instruction executed by the CPU requires memory accessPrimary memory holds program instructions and dataSecondary storage is used for long term storageData is moved from secondary storage to primary memory for CPU execution
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
CPU: Major ComponentsALU (arithmetic logic unit)Performs calculations and comparisonsCU (control unit)Performs fetch/execute cycle
Accesses program instructions and issues commands to the ALU
Moves data to and from CPU registers and other hardware componentsSubcomponents:
Memory management unit: supervises fetching instructions and data from memory
I/O Interface: sometimes combined with memory management unit as Bus Interface Unit
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
System Block Diagram
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
The Little Man Computer
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Concept of RegistersSmall, permanent storage locations within the CPU used for a particular purposeManipulated directly by the Control UnitWired for specific functionSize in bits or bytes (not in MB like memory) Can hold data, an address, or an instructionHow many registers does the LMC have?What are the registers in the LMC?
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
RegistersUse of RegistersScratchpad for currently executing program
Holds data needed quickly or frequentlyStores information about status of CPU and currently executing program
Address of next program instruction
Signals from external devicesGeneral Purpose RegistersUser-visible or program-visible registersHold intermediate results or data values, e.g., loop countersEquivalent to LMC’s calculatorTypically several dozen in current CPUs
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Special-Purpose RegistersProgram Counter Register (PC)Also called instruction pointer (IP)Instruction Register (IR)Stores instruction fetched from memoryMemory Address Register (MAR)Memory Data Register (MDR) Status RegistersStatus of CPU and currently executing programFlags (one bit Boolean variable) to track conditions like arithmetic carry and overflow, power failure, internal computer error
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Register OperationsStores values from other locations (registers and memory)Addition and subtractionShift or rotate dataT.
Chapter 7QUESTION 1. Which of the following is defin.docxrobertad6
Chapter 7
QUESTION 1
.
Which of the following is defined as the persistnce of learning over time, through the encoding, storage and retrieval of memory?
.
memory
long-term memory
short-term memory
sensory memory
.
10 points
QUESTION 2
.
Which of the following refers to the processing of information outside of conscious awareness?
.
sensory memory
short-term memory
automatic processing
working memory
.
10 points
QUESTION 3
.
Behaviors such as texting and driving home would be considered...
.
explicit memories
automatic processing
implicit memories
working memory
.
10 points
QUESTION 4
.
Which of the following pieces of memory would you not process automatically?
.
Where your bed and dresser are in your room
A new acquaintances address
The location of your PSY110 classroom
How to spell your name
.
10 points
QUESTION 5
.
Cramming has actually been shown to be an effective method of learning new information.
.
True
.
False
.
10 points
QUESTION 6
.
Mood can be a retrieval cue.
.
True
.
False
.
10 points
QUESTION 7
.
Which of the following brain structures is responsible for temporarily holding memories until they can be moved to storage?
.
basal ganglia
frontal lobe
cerebellum
hippocampus
.
10 points
QUESTION 8
.
Which of the following brain structures is most involved with you learning motor movements such as how to ride a bike?
.
brain stem
basal ganglia
frontal lobe
hippocampus
.
10 points
QUESTION 9
.
If you have to take a foreign language at Valpo and you took a foreign language in high school, you would benefit from taking the same language at Valpo as you did in high school because you would benefit most from which of the following?
.
Recall
Relearning
Recognition
.
10 points
QUESTION 10
.
This very multiple choice question, which is asking you to identify previously learned material, requires you to make use of which of the following skills?
.
relearning
recall
recognition
.
Chapter 2
QUESTION 1
.
Neurons are...
.
basic building blocks of the nervous system
extensions of the cell body that receive messages
extensions of the cell body that send messages
a nerve impulse
.
10 points
QUESTION 2
.
Everything psychological is simultaneously biological
.
True
.
False
.
10 points
QUESTION 3
.
Brain plasticity allows us to adapt to new environments
.
True
.
False
.
10 points
QUESTION 4
.
The nervous system consists of...
.
the sympathetic and the parasympathetic nervous systems
the brain and spinal cord
the central nervous system and the peripheral nervous system
.
10 points
QUESTION 5
.
Neurotransmitters...
.
include serotonin and dopamine and affect behaviors and emotions
are electrical impulses in the brain
the form of communication between motor neurons and sensory neurons
are natural opiates released in response to pain
.
10 p.
Chapter 7One pageAPA stylePlease comment on the followin.docxrobertad6
Chapter 7
One page
APA style
Please comment on the following statement regarding our current educational system and examples of practices
:
"
It
is a cardinal precept of the newer school of education that the
beginning of instruction shall be made with the experience learners
already have; that this experience and the capacities that have been
developed during its course provide the starting point for all further
learning" (Dewey, 1938, p. 88
).
(
one page- deadline will be
Friday
.
CHAPTER 7
Managing Financial Operations
Revenue cycle (billing and collections)
Receivables management
Cash and marketable securities management
Inventory (supply chain) management
Operational monitoring and control
Copyright 2009 Health Administration Press
7 - ‹#›
Financial Operations
Financial operations involves the day-to-day oversight of such tasks as billing and collections (revenue cycle), cash management, and inventory management.
The specifics are highly dependent on the type of provider (e.g., hospital versus medical practice versus nursing home).
Thus, the focus here is on fundamental concepts as opposed to details.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle
The revenue cycle is defined as all activities associated with billing and collecting for services.
In general, revenue cycle management should ensure that
patients are properly categorized by payer,
correct and timely billing takes place, and
correct and timely payment is received.
The revenue cycle includes the activities listed on the next slide.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
Before-service activities:
Insurance verification
Certification of managed-care patients
Patient financial counseling
At-service activities:
Insurance status verification
Service documentation/claims production
After-service activities:
Claims submission
Third-party follow-up (if needed)
Denials management
Payment receipt and posting
Monitoring and reporting:
Monitoring
Review and improvement
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
In revenue cycle management, each of the identified activities is closely monitored to ensure that
the correct amount of reimbursement is collected on each patient,
reimbursements are collected as quickly as possible, and
the costs associated with the revenue cycle are minimized consistently with rapid and correct collections.
Two important keys to good revenue cycle management are information technology and electronic claims processing.
Copyright 2009 Health Administration Press
7 - ‹#›
Receivables Management
If a service is provided for cash, the revenue is immediately received.
If the service is provided on credit, the revenue is not received until the receivable is collected.
Receivables management, which falls under the general umbrella of the revenue cycle, is extremely important to healthcare providers.
Why?
Copyright 2009 Health Administration Press
7 - ‹#›
Accumulation of Receivables
Suppose Valley Clinic contracts with an insurer whose patients use $2,000 in services daily and who pays in 40 days.
The clinic will accumulate receivables at a rate of $2,000 per day.
However, after 40 days, the receivables balance will stabilize at $80,000:
Receivables = Daily sales × Average collection period
= $2,000
× 40
= $80,000
Copyright 2009 Health Administration Press
7 - ‹#›
Cost of Carrying Receiva.
CHAPTER 7Primate BehaviorWhat is Meant By Behavior.docxrobertad6
CHAPTER 7
Primate Behavior
What is Meant By Behavior?
• Anything organisms do that involves action in response to
internal or external stimuli.
• The response of an individual, group, or species to its
environment.
• Such responses may or may not be deliberate and they
aren't necessarily the results of conscious decision
making.
Ecological Perspective
• Pertains to relationships between organisms and
all aspects of their environment
• Temperature
• Predators
• Vegetation
• Availability of food and water
• Types of food
• Disease organisms
• Parasites
Behavioral Ecology
Focuses on the relationship between behaviors,
natural environment, and biological traits of the
species.
Based on the assumption that animals, plants, and
microorganisms evolved together.
Behaviors have evolved through the operation of
natural selection, or
Some behaviors are influenced by genes and are
subject to natural selection the same way physical
characteristics are.
The Evolution of Behavior
Behavior constitutes a phenotype
Individuals whose behavioral phenotypes increase
reproductive fitness pass on their genes at a faster
rate.
Genes do not code for specific behaviors, but they do
code for biological factors that impact behavior, i.e.
hormone levels, intelligence
Species vary in their limits and potentials for learning
and behavioral flexibility, set by genetic factors.
Natural selection acts on genetic factors shaped by
ecological, the same as it does physical
characteristics
Social Structure
• The composition, size, and sex ratio of a group of
animals.
• The social structure of a species is, in part, the
result of natural selection in a specific habitat, and
it guides individual interactions and social
relationships.
Why Are Primates Social?
• Group living exposes animals to competition with other group
members, so why not live alone?
• Costs of competition are offset by the benefits of predator
defense provided by associating with others.
• Group living evolved as an adaptive response to a number of
ecological variables.
Some Factors That Influence Social Structure
• Body Size
• Larger animals are better able to retain heat and their overall energy
requirements are less than for smaller animals
• This means they need fewer calories per unit of body weight.
Some Factors That Influence Social Structure
• Metabolism
• The chemical processes within cells that break down nutrients and release
energy for the body to use.
• Basal Metabolic Rate (BMR) and Diet
• Smaller animals generally have a higher BMR than larger ones.
• This means smaller primates require an energy-rich diet high in protein,
fats, and carbohydrates (fruit, and insects).
Some Factors That Influence Social Structure
• BMR and Diet
• Nutritional needs have evolved along with BMR and body size
• Benefits are considered in terms of energy (calories) obtained from food
.
Chapter 7Medical Care Production and Costs(c) 2012 Cengage.docxrobertad6
Chapter 7
Medical Care Production and Costs
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Assumptions of short-run production:
Medical firm produces a single output of medical services, q
Only two medical inputs exist: nurse-hours, n, and a composite capital good, k
Quantity of capital is fixed at some amount
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Medical firm faces an incentive to produce as efficiently as possible
Medical firm possesses perfect information regarding the demands for its product
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Production function:
Identifies different ways nurse-hours & capital can be combined
To produce various levels of medical services
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Each level of output produced by -
Several different combinations of the nurse and capital inputs
Each combination – assumed to be technically efficient – maximum amount of output that is feasible given the state of technology
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Law of diminishing marginal productivity
At first, total output increases at an increasing rate
After some point, it increases at a decreasing rate
Total product curve, TP
Depicts total output produced by different levels of the variable input, holding all other inputs constant
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classro.
CHAPTER 7FriendshipTHE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS T.docxrobertad6
CHAPTER 7
Friendship
THE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS THE LIFE CYCLEDIFFERENCES IN FRIENDSHIPFRIENDSHIP DIFFICULTIESFOR YOUR CONSIDERATIONCHAPTER SUMMARY
I get by with a little help from my friends. John Lennon
Take a moment and think about your two best friends. Why are they such close companions? Why do you think of them as friends? You probably like but don't love them. (Or, at least, you're not “in love” with them, or you'd probably think of them as more than just “friends.”) You've probably shared a lot of good times with them, and you feel comfortable around them; you know that they like you, too, and you feel that you can count on them to help you when you need it.
Indeed, the positive sentiments you feel toward your friends may actually be rather varied and complex. They annoy you sometimes, but you're fond of them, and because they're best friends, they know things about you that no one else may know. You like to do things with them, and you expect your relationship to continue indefinitely. In fact, if you look back at the features that define intimacy (way back on page 2), you may find that your connections to your best friends are quite intimate, indeed. You may have substantial knowledge of them, and you probably feel high levels of trust and commitment toward them; you may not experience as much caring, interdependence, responsiveness, and mutuality as you do with a romantic partner, but all three are present, nonetheless.
So, are friendships the same as but just less intimate than our romantic partnerships? Yes and no. Friendships are based on the same building blocks of intimacy as romances are, but the mix of components is usually different. Romances also have some ingredients that friendships typically lack, so their recipes do differ. But many of the elements of friendships and romances are quite similar, and this chapter will set the stage for our consideration of love (in chapter 8) by detailing what it means to like an intimate partner. Among other topics, I'll describe various features of friendship and question whether men and women can be “just friends.”
Page 214
THE NATURE OF FRIENDSHIP
Our friendships are indispensable sources of pleasure and support. One study of unmarried young adults found that over one-third of them (36 percent) considered a friendship to be their “closest, deepest, most involved, and most intimate” current relationship (Berscheid et al., 1989). A larger proportion (47 percent) identified a romantic relationship as their most important partnerships, but friendships were obviously significant connections to others. And they remain so, even after people marry. Another study that used an event-sampling procedure1 to track people's interactions found that they were generally having more fun when they were with friends than when they were alone or with family members, including their spouses. The best times occurred when both their spouses and their friends were present, but if it was one or.
Chapter 7
Food, Nutrition & Obesity Policy
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
1
Identifying the Problem: Obesity & Its Consequences
Obesity = excessive body fat/bodyweight
BMI—a ratio of weight to height, calculated as kilograms divided by meters squared
Categorize an individual as obese = BMI ≥30
In children, obesity refers to a BMI greater than, or equal to, the 95th percentile
Obesity is a major risk factor for:
Type 2 diabetes, cardiovascular disease, and hypertension
Greater risk for additional comorbid health conditions, including stroke, arthritis, nonalcoholic fatty liver disease, kidney disease, and mental health problems related to social stigma
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
2
Identifying the Problem: Obesity & Its Consequences
Disparities
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
3
Identifying the Problem: Obesity & Its Consequences
Disparities: Children
Between 1980 and 2004, obesity prevalence tripled among children aged 2 to 19 years increasing from 6% to 19%
Overall prevalence has remained fairly stable since 2004
2011–2012 = 17% of children obese
Hispanic children have the highest obesity prevalence, followed by: non-Hispanic Black and non-Hispanic White children
Black children are more likely to be severely obese than are White children
Trends indicate the most pronounced increase of severe obesity in White female and Black male children
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
4
Identifying the Problem: Obesity & Its Consequences
Disparities: Adults
More prevalent in non-Hispanic Blacks and Hispanics
Exists at the highest rate among all adults aged 40 to 59 years
Gender- and income-based obesity-related disparities exist among all racial and ethnic groups
Most pronounced among non-Hispanic Black women across all age categories
Higher income non- Hispanic Black and Mexican American men have slightly higher obesity prevalence rates than those with lower incomes
Adults in rural areas are significantly more likely to be obese than those in urban areas
WHY?
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
5
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
6
Identifying the Problem: Obesity & Its Consequences
The Costs of Obesity
$315.8 billion was spent on adult obesity-related direct healthcare costs in 2010
Majority of expenses resulting from the treatment of comorbid health conditions, particularly type 2 diabetes
Medicare and Medicaid spending would see decreases of 8.5% and 11.8% if obesity-related costs were removed from the analysis
Obesity-related absenteeism translates to an estimated cost of $8.65 billion per year in lost productivity
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
7
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
8
https://youtu.be/5Rm7E2e1Su8
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
3. Characteristics of the Perceiver
Direction of gaze: Gaze is the first step in the perception
process because it focuses your attention and tells the brain
what you think is important in the immediate environment.
Needs and goals: We are more likely to perceive whatever is
related to our goals and to our needs.
Experience with target: Our perception of a target is influenced
by our past experience with him or her.
Category-based knowledge: This knowledge consists of
perceptions, including stereotypes, that we have stored in
memory about various categories of people that we use to
interpret what we see and hear.
Gender and emotional status: Women recognize emotions more
accurately than men, and experiencing negative emotions such
as anger and frustration is likely to make your perceptions more
negative.
Cognitive load: Cognitive load represents the amount of activity
going on in your brain; your perceptions are more likely to be
distorted and susceptible to stereotypical judgments if you are
tired.
Characteristics of the Target
Direction of gaze: We form different perceptions of people
based on whether they are looking at us while conversing.
Facial features and body shape: We often use faces as markers
for gender, race, and age, but face and body characteristics can
lead us to fall back on cultural stereotypes.
Nonverbal cues: Gestures, touching, facial expressions, eye
contact, and body movements like slouching all convey
messages, and these nonverbal actions are highly influential in
perception.
Appearance or dress: We all are susceptible to being influenced
by appearance and attire.
Physical attractiveness: The beauty-is-good stereotype leads us
to perceive attractive people positively.
5. awareness.
The existence of implicit cognition leads people to make biased
decisions without an understanding that it is occurring.
Managers can be trained to understand and reduce this type of
hidden bias. Bias can be reduced by using structured as opposed
to unstructured interviews, and by relying on evaluations from
multiple interviewers rather than just one or two people. More
and more companies are using virtual interviews as a tool for
reducing problems associated with implicit cognition.
Faulty schemata about good versus poor performance can lead
to inaccurate performance appraisals, which erode morale.
Therefore, managers must accurately identify and communicate
the behavioral characteristics and results they look for in good
performance at the beginning of a review cycle.
Furthermore, because memory for specific instances of
employee performance deteriorates over time, managers need a
mechanism for accurately recalling employee behavior.
Research demonstrates that employees’ evaluations of leader
effectiveness are influenced strongly by their schemata of good
and poor leaders.
5
Test Your OB Knowledge (1 of 5)
Steven wants to be sure there is no implicit cognition creating
bias in his company’s interviewing process. The best course of
action is to
train all interviewers in the interview process.
have more than one interviewer conducting interviews.
conduct the interviews virtually.
15. referred to as surface-level dimensions of diversity. Surface-
level characteristics are those that are quickly apparent to
interactants, such as race, gender, and age. Because these
characteristics are viewed as unchangeable, they strongly
influence our attitudes and expectations and assumptions about
others, which, in turn, influence our behavior.
Figure 4.3 shows that the next layer of diversity comprises
external influences. They represent individual differences that
we have a greater ability to influence or control. Examples
include where you live today, your religious affiliation, whether
you are married and have children, and your work experiences.
These dimensions also exert a significant influence on our
perceptions, behavior, and attitudes.
The final layer of diversity includes organizational dimensions
such as seniority, work location, and job title and function.
Integrating these last two layers results in what is called deep-
level characteristics of diversity. Deep-level characteristics are
those that take time to emerge in interactions, such as attitudes,
opinions, and values. These characteristics are definitely under
our control.
17
Addressing Discrimination
Discrimination occurs when employment decisions about an
individual are due to individual characteristics and attributes
that are not related to the job.
Affirmative Action
Interventions to correct imbalances, injustice, mistakes, or
outright discrimination
Both voluntary and mandatory programs
Not based on quotas
Can lead to stigmas for those expected to benefit from AA
programs
Managing Diversity
23. Lack of political savvy on the part of diverse employees.
Diverse employees may not get promoted because they do not
know how to “play the game” of getting along and getting ahead
in an organization. Research reveals that women and people of
color are excluded from organizational networks.
Difficulty in balancing career and family issues. Women still
assume the majority of the responsibilities associated with
raising children.
Fears of reverse discrimination. Some employees believe that
managing diversity is a smoke screen for reverse discrimination.
This belief leads to very strong resistance because people feel
that one person’s gain is another’s loss.
Diversity is not seen as an organizational priority. This leads to
subtle resistance that shows up in the form of complaints and
negative attitudes. Employees may complain about the time,
energy, and resources devoted to diversity that could have been
spent doing “real work.”
The need to revamp the organization’s performance appraisal
and reward system. Performance appraisals and reward systems
must reinforce the need to effectively manage diversity. This
means that success will be based on a new set of criteria.
Resistance to change. Effectively managing diversity entails
significant organizational and personal change.
25
Managing Diversity
Organizations use a variety of generic approaches to
addressing diversity issues.
Include or exclude
Deny
25. the diverse person off to the side. In this way the individual is
unable to influence organizational change.
Option 6: Tolerate
Toleration entails acknowledging differences but not valuing or
accepting them. It represents a live-and-let-live approach that
superficially allows organizations to give lip-service to the
issue of managing diversity. Toleration is different from
isolation in that it allows for the inclusion of diverse people.
However, differences are not really valued or accepted when an
organization uses this option.
Option 7: Build relationships
This approach is based on the premise that good relationships
can overcome differences. It addresses diversity by fostering
quality relationships—characterized by acceptance and
understanding—among diverse groups.
Option 8: Foster mutual adaptation
In this option, people are willing to adapt or change their views
for the sake of creating positive relationships with others. This
implies that employees and management alike must be willing
to accept differences, and, most important, agree that everyone
and everything is open for change. Diversity training is one way
to kick start mutual adaptation.
26
Social Perception and Managing Diversity: Putting It All in
Context
Figure 4.5 Organizing Framework for Understanding and
Applying OB
Jump to Appendix 3 for description
Copyright 2014 Angelo Kinicki and Mel Fugate. All rights
reserved. Reproduction prohibited without permission of the
authors.
29. also explore the numerous influences on perception and practice
the skill of perception checking.
It is important for us to remember that recognizing the
perceptual differences outlined in this lesson won’t eliminate
them, but it will make it easier to remember that another
person’s preferences aren’t crazy, just different.
Learning Objectives
- perform perception checks to help prevent misunderstandings.
Influences on Perception
· Physiological
· Senses
· Differences in vision and hearing are the easiest to recognize,
but even identical foods may taste differently to different
individuals. Odors that please some people repel others.
Temperature variations that leave some of us uncomfortable are
inconsequential to others.
· Age
· Older people often view the world differently from younger
ones because they have more experiences. Until the age of 7,
most children aren’t able to understand another person’s point
of view – this helps explain why children often seem egocentric.
· Health
· When you aren’t feeling well, you may behave differently.
· Fatigue
· Trying to deal with important issues when you are tired can
30. get you into trouble.
· Hunger
· Trying to conduct important business when you are hungry can
lead to problems.
· Biological cycles
· Are you a “morning person” or a “night person”? Each of us
has a daily cycle that dictates our tolerance to stress, our mood,
and alertness.
Now that you are aware of the physiological influences on
perceptions, consider that it may be possible to manage your
life so that you can deal with important issues at the most
effective times.
Additional Influences on Perception
· Cultural
· Language translations
· General Motors was surprised when its Chevrolet Nova model
did not sell well in Latin American countries. Officials from
G.M. finally realized the problem: In Spanish, no va means
“does not go.”
· Value of talk
· Western cultures view talk as desirable with silence as
negative since it may be interpreted as a lack of interest. Asian
cultures perceive talk differently. They typically discourage the
expression of thoughts and feelings. Silence is valued.
31. · Nonverbal behaviors
· Asian Cultures-- South Korea, Vietnam, and Japan--direct eye
contact is prohibited between people of differing status. A
person of lower status avoids eye contact with their superior as
a sign of respect.
· Some Middle Eastern cultures, people stand very close
together to smell one another's breath. To smell one another's
breath is desirable. In fact, to deny someone your breath
communicates shame.
· In some Arab cultures, men hold hands as a sign of trust.
Saudi businessmen often hold hands as a sign of trust. Saudi
women, however, are not to be touched in public. Saudi
Arabians typically enjoy getting very close, face to face, and
engaging in direct eye contact.
· In many cultures the use of the left hand is forbidden. Kenya,
Indonesia, and Pakistan forbid using the left hand for eating or
serving food. In Iran, the left hand is used for cleaning and
bodily functions and should never be used to receive gifts or
other objects.
· Geography
· People living in southern latitudes of the U.S. are less tolerant
of ambiguity, more likely to touch others, and more likely to
verbalize their thoughts and feelings.
· A southerner whose relatively talkative, high-touch style
seemed completely normal at home might be viewed as pushy
and aggressive in a new northern home.
· Social Roles
· Gender roles
· Socially approved ways that men and women are expected to
behave
· After members of a society learn these customary roles, they
32. tend to regard violations as unusual or even undesirable.
· Occupational roles
· The kind of work we do often influences our view of the
world.
· Self-Concept
· Judgments of others
· Extensive research shows that a person with high self-esteem
is more likely to have a high opinion of others, whereas a
person with low self-esteem is likely to have a low opinion of
others.
· Judgments of self
· If you have low self-esteem, you may often be cynical and
quick to ascribe the worst possible motives to others.
Social scientists use the term attribution to describe the process
of attaching meaning to behavior. We attribute meaning both to
our own actions and to the actions of others. Research has
uncovered several perceptual tendencies that can lead to
attribution errors.
The Accuracy and Inaccuracy of Perception
· We often judge ourselves more charitably than others.
· When they botch a job, we might think they weren’t listening
well or trying hard enough; when we botch a job, the problem
was unclear directions or not enough time.
· We tend to favor negative impressions of others over positive
ones.
33. · Research shows that when people are aware of both positive
and negative personal characteristics, they tend to be more
influence by the less desirable characteristics.
· We are influenced by what is most obvious.
· You might blame an unhappy working situation on the
manager, overlooking other factors beyond their control such as
a change in the economy, the policy of higher management, or
demands of customers or other workers.
· We cling to first impressions.
· It is an almost unavoidable tendency to form first impressions,
but remember to keep an open mind and be willing to change
your opinion as events may prove you wrong.
· We tend to assume that others are similar to us.
· Others don’t always think or feel the way we do and assuming
that similarities exist can lead to problems.
Perception checking provides a better way to handle your
interpretations.
· Because the goal is mutual understanding, perception checking
is a cooperative approach to communication.
A complete perception check has 3 parts:
1. Behavioral description
2. At least two possible interpretations of the behavior
3. A request for clarification about how to interpret the behavior
EXAMPLE
· “You said you really liked the job I did.” (Behavior)
34. · “On the other hand, there was something about your voice that
made me think you may not like it.” (First interpretation)
· “Maybe it’s just my imagination, though.” (Second
interpretation)
· “How do you really feel?” (Request for clarification)
Another Perception Checking Example
Description of behavior noticedWhen you walked out of the
room without saying “goodbye...”Two possible interpretations
of behavior“I didn’t know if you were mad at me”“or if you
were in a hurry and forgot.”Request for clarification
“What was up?”
Consider the following factors when deciding when and how to
use this approach:
· Completeness – you can shorten the perception check
· “You haven’t dropped by lately. Is anything the matter?”
(Single interpretation combined with request for clarification)
· Nonverbal Congruency
· succeeds only if your nonverbal behavior reflects the open-
mindedness of your words
· Cultural Rules
Latin America and Asia value social harmony over clarity
Perception-check whenever possible, but don’t overuse
it!Perception Checking Practice
Practice your perception checking ability by developing three-
35. part verifications for the following situations. Write each
component as if you were actually speaking to the other person.
No need to submit this assignment – it’s just for practice!
· You made what you thought was an excellent suggestion to
your manager. The manager looked disinterested but said she
would check on the matter right away. Three weeks have
passed, and nothing has changed. You walk into her office and
say . . .
1. Specific behavioral description:
2. Two possible interpretations of the behavior
3. A request for clarification about how to interpret the behavior
· A coworker “steals” your best ideas and presents them as his
own during a weekly meeting. You walk into his office after the
meeting and say . . .
1. Specific behavioral description:
2. Two possible interpretations of the behavior
3. A request for clarification about how to interpret the behavior
· Write your own perception check for a misunderstanding you
would like to clarify at your workplace.
1. Specific behavioral description:
2. Two possible interpretations of the behavior
3. A request for clarification about how to interpret the behavior