Chapter 05 The Five Generic Competitive Strategies.pptxMehediHasan944698
The document discusses Porter's five generic competitive strategies: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It explains the key factors that distinguish the strategies and when each strategy works best based on industry and market conditions. The major avenues for achieving a cost advantage as a low-cost provider include performing value chain activities efficiently and reconfiguring the value chain to reduce costs. Differentiation can be achieved by appealing product attributes that are valued by customers. Focused strategies target narrow market niches while best-cost providers offer quality products at lower prices than competitors.
The document summarizes chapter 5 of an organizational strategy textbook. It discusses the five generic competitive strategies businesses can pursue: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It provides examples of companies like Walmart and Nucor that have successfully implemented a low-cost strategy. It also discusses how businesses can achieve differentiation through unique product features, services, or capabilities. The chapter examines the benefits, keys to success, and potential pitfalls of pursuing these competitive strategies.
The document discusses the five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused or niche strategies. It provides an overview of each strategy, including their objectives, keys to success, examples, and risks. Specifically, it outlines that the five strategies are low-cost provider, differentiation, best-cost provider, and two focused strategies. It also notes that each strategy positions a company differently and has tradeoffs to consider when deciding which one to pursue.
This document provides an overview of Porter's five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focus/niche strategies. It includes definitions of each strategy, examples of companies that employ each strategy, and the characteristics that make a strategy suitable for a given competitive environment. The document also discusses the risks and pitfalls that companies should consider for each strategic approach.
This document discusses the five generic competitive strategies: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It explains the key factors that distinguish each strategy and how they position firms differently in the market. The strategies aim to achieve either a cost advantage or differentiation. Circumstances that make each strategy more attractive are outlined. Potential pitfalls of each approach are also noted. Finally, it is emphasized that a competitive strategy is more likely to succeed if it leverages a firm's unique resources and capabilities.
The document discusses Porter's generic strategies for competitive advantage - cost leadership, differentiation, and focus. It describes how firms can pursue these strategies through their value chains and actions to lower costs or differentiate their products. Firms can also integrate cost leadership and differentiation strategies to balance low prices with some unique features. However, either strategy risks competitors imitating the firm's approach and "stuck in the middle" firms may compromise too much.
Chapter 05 The Five Generic Competitive Strategies.pptxMehediHasan944698
The document discusses Porter's five generic competitive strategies: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It explains the key factors that distinguish the strategies and when each strategy works best based on industry and market conditions. The major avenues for achieving a cost advantage as a low-cost provider include performing value chain activities efficiently and reconfiguring the value chain to reduce costs. Differentiation can be achieved by appealing product attributes that are valued by customers. Focused strategies target narrow market niches while best-cost providers offer quality products at lower prices than competitors.
The document summarizes chapter 5 of an organizational strategy textbook. It discusses the five generic competitive strategies businesses can pursue: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It provides examples of companies like Walmart and Nucor that have successfully implemented a low-cost strategy. It also discusses how businesses can achieve differentiation through unique product features, services, or capabilities. The chapter examines the benefits, keys to success, and potential pitfalls of pursuing these competitive strategies.
The document discusses the five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused or niche strategies. It provides an overview of each strategy, including their objectives, keys to success, examples, and risks. Specifically, it outlines that the five strategies are low-cost provider, differentiation, best-cost provider, and two focused strategies. It also notes that each strategy positions a company differently and has tradeoffs to consider when deciding which one to pursue.
This document provides an overview of Porter's five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focus/niche strategies. It includes definitions of each strategy, examples of companies that employ each strategy, and the characteristics that make a strategy suitable for a given competitive environment. The document also discusses the risks and pitfalls that companies should consider for each strategic approach.
This document discusses the five generic competitive strategies: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It explains the key factors that distinguish each strategy and how they position firms differently in the market. The strategies aim to achieve either a cost advantage or differentiation. Circumstances that make each strategy more attractive are outlined. Potential pitfalls of each approach are also noted. Finally, it is emphasized that a competitive strategy is more likely to succeed if it leverages a firm's unique resources and capabilities.
The document discusses Porter's generic strategies for competitive advantage - cost leadership, differentiation, and focus. It describes how firms can pursue these strategies through their value chains and actions to lower costs or differentiate their products. Firms can also integrate cost leadership and differentiation strategies to balance low prices with some unique features. However, either strategy risks competitors imitating the firm's approach and "stuck in the middle" firms may compromise too much.
This document discusses different business level strategies including cost leadership, differentiation, focus, and an integrated cost leadership/differentiation strategy. It defines core competencies and business level strategy. It then examines each of the five strategies in more detail, outlining their objectives, keys to success, characteristics, and potential failures. The document provides an overview of strategic analysis at the business level.
Chapter 5 Supplementary NotesThe Five Generic Competitive Strate.docxbartholomeocoombs
Chapter 5 Supplementary Notes
The Five Generic Competitive Strategies
Chapter Overview
Chapter Five describes the five basic competitive strategy options – which of the five to employ is a company’s first and foremost choice in crafting overall strategy and beginning its quest for competitive advantage.
Introduction
By
competitive strategy we mean the specifics of management’s game plan for competing successfully – how it plans to position the company in the marketplace, its specific efforts to please customers, and improve its competitive strength, and the type of competitive advantage it wants to establish.
Core Concept
A
competitive strategy concerns the specifics of management’s game plan for competing successfully and achieving a competitive advantage over rivals.
A company achieves
competitive advantage whenever it has some type of edge over rivals in attracting buyers and coping with competitive forces. There are many routes to competitive advantage, but they all involve
giving buyers what they perceive as superior value. Delivering superior value – whatever form it takes – nearly always requires performing value chain activities differently than rivals and building competencies and resource capabilities that are not readily matched.
The Five Generic Competitive Strategies
There are countless variations in the competitive strategies that companies employ, mainly because each company’s strategic approach entails custom-designed actions to fit its own circumstances and industry environment.
The biggest and most important differences among competitive strategies boil down to:
List of Market Segments for the Retail Clothing Market
Differentiating Your Brand in the Digital World
1. Whether a company’s market target is broad or narrow
1. Whether the company is pursuing a competitive advantage linked to low costs or product differentiation
These two factors give rise to five competitive strategy options for staking out a market position, operating the business, and delivering values to customers.
Five distinct competitive strategy approaches stand out:
1. A
low-cost provider strategy: striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by underpricing rivals.
1.
A broad differentiation strategy: seeking to differentiate the company’s product/service offering from rivals’ in ways that will appeal to a broad spectrum of buyers
0. A
best-cost provider strategy: giving customers more value for the money by incorporating good-to-excellent product attributes at a lower cost than rivals; the target is to have the lowest (best) costs and prices compared to rivals offering products with comparable attributes
0.
A focused or market niche strategy based on lower cost: concentrating on a narrow buyer segment and outcompeting rivals by se.
1. The document discusses Michael Porter's model of generic competitive strategies including cost leadership, differentiation, and focus strategies. It provides details on how firms can achieve a cost advantage or implement differentiation.
2. Industry scenarios are described as a way for firms to consider different potential futures and make strategic choices to account for uncertainties. Scenarios help firms think beyond existing assumptions.
3. The five generic competitive strategies - cost leadership, differentiation, best-cost provider, and focus/niche strategies - are outlined. Contexts where each strategy may be most effective are also discussed.
This document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused strategies. It provides details on each strategy, including keys to success and potential pitfalls. For a low-cost strategy, a firm must make lowering costs a priority and find ways to achieve cost advantages that are difficult for rivals to copy. Differentiation requires incorporating unique features that cause buyers to prefer the firm's products over rivals. A best-cost strategy combines aspects of low-cost and differentiation to provide superior value. Focused strategies involve targeting a narrow niche market and developing capabilities to serve that niche's specific needs.
This document discusses business level strategies that companies can pursue to gain a competitive advantage. It examines the core strategies of cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs, differentiation involves unique products/services, and focus involves targeting a niche market. The document also discusses evaluating strategies based on appropriateness, feasibility, and desirability. Finally, it provides examples of companies using different strategies, such as Tesla pursuing focus on electric vehicles and Cell C pursuing cost leadership in the telecom industry.
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
The document discusses various strategies for achieving and maintaining competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are cost advantage and differentiation advantage. Porter's generic strategies of cost leadership, differentiation, and focus aim to achieve these advantages. Integrated or hybrid strategies combine elements of cost leadership and differentiation. Sustainable competitive advantage is durable, valuable, unique, difficult to imitate, and not substitutable. The document outlines various defense strategies that market leaders can employ, such as position defense, flanking defense, contraction defense, pre-emptive defense, and counter-offensive defense.
The document discusses five generic competitive strategies: low-cost leadership, differentiation, best-cost provider, and focus strategies. It provides details on how each strategy works, keys to their success, and potential pitfalls. For example, it explains that low-cost leadership requires efficient operations to achieve an overall cost advantage over rivals, while differentiation relies on unique product attributes that are valued by customers.
This document discusses the five generic competitive strategies: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It explains the key factors that distinguish each strategy and the market circumstances where each strategy works best or faces potential pitfalls. The learning objectives are to understand how the strategies differ based on their cost and differentiation approaches and target markets, and to learn the major avenues for achieving advantages through lower costs or differentiation.
The document discusses various business-level strategies that a firm can pursue, including cost leadership, differentiation, and focus strategies. It provides discussion questions and explanations for each strategy. Specifically, it addresses how a cost leadership strategy is developed through tightly controlling costs, how differentiation is achieved by developing unique product features, and when a focused strategy targeting a niche market should be implemented. It also describes the risks and competitive advantages of each strategy in dealing with the five competitive forces. Finally, it discusses the integrated low-cost differentiation strategy and why it may be an increasingly important option.
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
The document discusses five generic competitive strategies that firms can pursue: low-cost provider, differentiation, best-cost provider, focus/niche, and stuck-in-the-middle. It outlines the objectives, keys to success, benefits, risks, and when each strategy works best. Firms must carefully analyze their resources and the market to choose the strategy that provides the best opportunity for a sustainable competitive advantage.
Pricing is not one-shape-fits-all. Cost+, legacy-, or competitor-based pricing may lead you to leave money on the table. You need to consider both the value that you add to buyers as well as your corporate objectives. This becomes even more complicated when you’ve got an entirely new, innovative product or service. The talk will highlight these topics and show you how to think about them when setting your prices. Bring your questions and learn about how leading product managers use pricing to support innovative strategies.
This would be an interactive session with the presenter leading discussions by providing an overview of key pricing approaches.
Alain Meloche, Managing Partner of Pricing Cloud in Canada, has lead workshops across the world including Canada, the U.S., Singapore, Shanghai, Paris, and Johannesburg.
There are five generic competitive strategies for gaining competitive advantage: low cost provider, differentiation, focused low cost, focused differentiation, and stuck in the middle. A low cost strategy works best when price competition is strong, products are standardized, and buyers are sensitive to price. Differentiation strategies work when buyer needs are diverse. Focused strategies target a narrow niche. The strategy chosen must match a firm's resources and capabilities. Compromising leads to average performance.
This patient presented with a chief complaint of headaches that started two weeks ago. On three occasions, the patient's blood pressure was high, ranging from 159/100 to 160/100. The patient reported episodes of headaches sometimes accompanied by dizziness. A review of systems was negative except for the reported headaches and dizziness. The patient has a history of hypertension but no other significant medical history.
This document outlines 5 generic competitive strategies: low-cost provider, broad differentiation, focused low-cost, focused differentiation, and best-cost provider. It describes the key aspects of each strategy and when they work best. A low-cost provider aims for overall cost leadership. Differentiation seeks superior product attributes. Focused strategies target a niche. Best-cost provides value by blending low costs and differentiation. The document also discusses avenues for achieving advantages based on costs or differentiation, and potential pitfalls of each strategy.
This document discusses core competencies and competitive advantage. It defines a core competency as a unique skill or expertise that provides benefits to customers and is difficult for competitors to imitate. It then provides examples of Apple's core competency in user interfaces and Walmart's in low prices. Competitive advantage is gaining an edge over rivals through lower costs or differentiation. The document outlines Porter's four generic strategies: cost leadership, differentiation, cost focus, and differentiation focus. It explains each strategy and how firms can achieve a competitive advantage.
This chapter discusses business-level strategy and how firms can gain competitive advantage through overall cost leadership, differentiation, focus, or a combination of strategies. It also examines how a firm's strategy should consider the industry life cycle stage. The key points are:
1) Firms can pursue cost leadership through efficient operations, cost reductions, and minimizing expenses. Differentiation involves creating unique products/services customers value. Focus targets narrow segments.
2) Successful strategies improve competitive position against the five forces and allow above-average profits, but risks include imitation and being "stuck in the middle."
3) A firm's emphasis should vary over the industry life cycle stages of introduction, growth, maturity, and decline.
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
.
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Similar to CHAPTER 5The Five Generic Competitive StrategiesCopyri.docx
This document discusses different business level strategies including cost leadership, differentiation, focus, and an integrated cost leadership/differentiation strategy. It defines core competencies and business level strategy. It then examines each of the five strategies in more detail, outlining their objectives, keys to success, characteristics, and potential failures. The document provides an overview of strategic analysis at the business level.
Chapter 5 Supplementary NotesThe Five Generic Competitive Strate.docxbartholomeocoombs
Chapter 5 Supplementary Notes
The Five Generic Competitive Strategies
Chapter Overview
Chapter Five describes the five basic competitive strategy options – which of the five to employ is a company’s first and foremost choice in crafting overall strategy and beginning its quest for competitive advantage.
Introduction
By
competitive strategy we mean the specifics of management’s game plan for competing successfully – how it plans to position the company in the marketplace, its specific efforts to please customers, and improve its competitive strength, and the type of competitive advantage it wants to establish.
Core Concept
A
competitive strategy concerns the specifics of management’s game plan for competing successfully and achieving a competitive advantage over rivals.
A company achieves
competitive advantage whenever it has some type of edge over rivals in attracting buyers and coping with competitive forces. There are many routes to competitive advantage, but they all involve
giving buyers what they perceive as superior value. Delivering superior value – whatever form it takes – nearly always requires performing value chain activities differently than rivals and building competencies and resource capabilities that are not readily matched.
The Five Generic Competitive Strategies
There are countless variations in the competitive strategies that companies employ, mainly because each company’s strategic approach entails custom-designed actions to fit its own circumstances and industry environment.
The biggest and most important differences among competitive strategies boil down to:
List of Market Segments for the Retail Clothing Market
Differentiating Your Brand in the Digital World
1. Whether a company’s market target is broad or narrow
1. Whether the company is pursuing a competitive advantage linked to low costs or product differentiation
These two factors give rise to five competitive strategy options for staking out a market position, operating the business, and delivering values to customers.
Five distinct competitive strategy approaches stand out:
1. A
low-cost provider strategy: striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by underpricing rivals.
1.
A broad differentiation strategy: seeking to differentiate the company’s product/service offering from rivals’ in ways that will appeal to a broad spectrum of buyers
0. A
best-cost provider strategy: giving customers more value for the money by incorporating good-to-excellent product attributes at a lower cost than rivals; the target is to have the lowest (best) costs and prices compared to rivals offering products with comparable attributes
0.
A focused or market niche strategy based on lower cost: concentrating on a narrow buyer segment and outcompeting rivals by se.
1. The document discusses Michael Porter's model of generic competitive strategies including cost leadership, differentiation, and focus strategies. It provides details on how firms can achieve a cost advantage or implement differentiation.
2. Industry scenarios are described as a way for firms to consider different potential futures and make strategic choices to account for uncertainties. Scenarios help firms think beyond existing assumptions.
3. The five generic competitive strategies - cost leadership, differentiation, best-cost provider, and focus/niche strategies - are outlined. Contexts where each strategy may be most effective are also discussed.
This document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused strategies. It provides details on each strategy, including keys to success and potential pitfalls. For a low-cost strategy, a firm must make lowering costs a priority and find ways to achieve cost advantages that are difficult for rivals to copy. Differentiation requires incorporating unique features that cause buyers to prefer the firm's products over rivals. A best-cost strategy combines aspects of low-cost and differentiation to provide superior value. Focused strategies involve targeting a narrow niche market and developing capabilities to serve that niche's specific needs.
This document discusses business level strategies that companies can pursue to gain a competitive advantage. It examines the core strategies of cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs, differentiation involves unique products/services, and focus involves targeting a niche market. The document also discusses evaluating strategies based on appropriateness, feasibility, and desirability. Finally, it provides examples of companies using different strategies, such as Tesla pursuing focus on electric vehicles and Cell C pursuing cost leadership in the telecom industry.
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
The document discusses various strategies for achieving and maintaining competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are cost advantage and differentiation advantage. Porter's generic strategies of cost leadership, differentiation, and focus aim to achieve these advantages. Integrated or hybrid strategies combine elements of cost leadership and differentiation. Sustainable competitive advantage is durable, valuable, unique, difficult to imitate, and not substitutable. The document outlines various defense strategies that market leaders can employ, such as position defense, flanking defense, contraction defense, pre-emptive defense, and counter-offensive defense.
The document discusses five generic competitive strategies: low-cost leadership, differentiation, best-cost provider, and focus strategies. It provides details on how each strategy works, keys to their success, and potential pitfalls. For example, it explains that low-cost leadership requires efficient operations to achieve an overall cost advantage over rivals, while differentiation relies on unique product attributes that are valued by customers.
This document discusses the five generic competitive strategies: low-cost provider, differentiation, focused low-cost, focused differentiation, and best-cost provider. It explains the key factors that distinguish each strategy and the market circumstances where each strategy works best or faces potential pitfalls. The learning objectives are to understand how the strategies differ based on their cost and differentiation approaches and target markets, and to learn the major avenues for achieving advantages through lower costs or differentiation.
The document discusses various business-level strategies that a firm can pursue, including cost leadership, differentiation, and focus strategies. It provides discussion questions and explanations for each strategy. Specifically, it addresses how a cost leadership strategy is developed through tightly controlling costs, how differentiation is achieved by developing unique product features, and when a focused strategy targeting a niche market should be implemented. It also describes the risks and competitive advantages of each strategy in dealing with the five competitive forces. Finally, it discusses the integrated low-cost differentiation strategy and why it may be an increasingly important option.
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
The document discusses five generic competitive strategies that firms can pursue: low-cost provider, differentiation, best-cost provider, focus/niche, and stuck-in-the-middle. It outlines the objectives, keys to success, benefits, risks, and when each strategy works best. Firms must carefully analyze their resources and the market to choose the strategy that provides the best opportunity for a sustainable competitive advantage.
Pricing is not one-shape-fits-all. Cost+, legacy-, or competitor-based pricing may lead you to leave money on the table. You need to consider both the value that you add to buyers as well as your corporate objectives. This becomes even more complicated when you’ve got an entirely new, innovative product or service. The talk will highlight these topics and show you how to think about them when setting your prices. Bring your questions and learn about how leading product managers use pricing to support innovative strategies.
This would be an interactive session with the presenter leading discussions by providing an overview of key pricing approaches.
Alain Meloche, Managing Partner of Pricing Cloud in Canada, has lead workshops across the world including Canada, the U.S., Singapore, Shanghai, Paris, and Johannesburg.
There are five generic competitive strategies for gaining competitive advantage: low cost provider, differentiation, focused low cost, focused differentiation, and stuck in the middle. A low cost strategy works best when price competition is strong, products are standardized, and buyers are sensitive to price. Differentiation strategies work when buyer needs are diverse. Focused strategies target a narrow niche. The strategy chosen must match a firm's resources and capabilities. Compromising leads to average performance.
This patient presented with a chief complaint of headaches that started two weeks ago. On three occasions, the patient's blood pressure was high, ranging from 159/100 to 160/100. The patient reported episodes of headaches sometimes accompanied by dizziness. A review of systems was negative except for the reported headaches and dizziness. The patient has a history of hypertension but no other significant medical history.
This document outlines 5 generic competitive strategies: low-cost provider, broad differentiation, focused low-cost, focused differentiation, and best-cost provider. It describes the key aspects of each strategy and when they work best. A low-cost provider aims for overall cost leadership. Differentiation seeks superior product attributes. Focused strategies target a niche. Best-cost provides value by blending low costs and differentiation. The document also discusses avenues for achieving advantages based on costs or differentiation, and potential pitfalls of each strategy.
This document discusses core competencies and competitive advantage. It defines a core competency as a unique skill or expertise that provides benefits to customers and is difficult for competitors to imitate. It then provides examples of Apple's core competency in user interfaces and Walmart's in low prices. Competitive advantage is gaining an edge over rivals through lower costs or differentiation. The document outlines Porter's four generic strategies: cost leadership, differentiation, cost focus, and differentiation focus. It explains each strategy and how firms can achieve a competitive advantage.
This chapter discusses business-level strategy and how firms can gain competitive advantage through overall cost leadership, differentiation, focus, or a combination of strategies. It also examines how a firm's strategy should consider the industry life cycle stage. The key points are:
1) Firms can pursue cost leadership through efficient operations, cost reductions, and minimizing expenses. Differentiation involves creating unique products/services customers value. Focus targets narrow segments.
2) Successful strategies improve competitive position against the five forces and allow above-average profits, but risks include imitation and being "stuck in the middle."
3) A firm's emphasis should vary over the industry life cycle stages of introduction, growth, maturity, and decline.
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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.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
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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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
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.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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.
24. your network. For more than four entries repeat the items below
with details of your additional network member(s) in the
‘ADDITIONAL NETWORK MEMBERS’ section.
NETWORK MEMBER 1
Name: Laurie Jenig BSN
Title: Nursing Manager
Organization: Aurora Behavioral Health
Academic or Professional: Professional
Why I selected this individual and/or team and how they will
support my success in the MSN program and as a practicing
nurse:
I selected this individual because of her leadership school.
Despite the pressure at her workplace she is well coordinated
and will never transfer aggression to her staff. She is a good
listener and was resourceful to me during my BSN. She thinks
carefully and she has the ability to bounce idea back and forth
with me
NETWORK MEMBER 2
Name: Bukola Adeyemi
25. Title: PMH-NP
Organization: Aurora Behavioral Health
Academic or Professional: Professional
Why I selected this individual and/or team and how they will
support my success in the MSN program and as a practicing
nurse:
Notes: I choose Bukola because she has been working with this
organization for eight years. She started as a floor nurse in this
organization, became a charge nurse and went back to school to
be Psychiatry nurse practitioner. She gave me the push I need to
go back to school. She brought some textbooks she used when
she did hers. She is well experienced in psychiatry nursing.
NETWORK MEMBER 3
Name: Silfa Jones
Title: RN, BSN
Organization: Thorek Memorial Hospital
Academic or Professional: Academics
26. Why I selected this individual and/or team and how they will
support my success in the MSN program and as a practicing
nurse:
Notes: I choose her because we were study mate for BSN. She
currently in Walden too for psychiatry nursing. We both
attended meeting and seminars that benefitted our career the
time. She is like a push to me and it makes all easy because I
can get a physical person discuss my classes with.
NETWORK MEMBER 4
Name: Melisa P MSN
Title: charge Nurse
Organization: Thorek Memorial Hospital
Academic or Professional: Academic
Why I selected this individual and/or team and how they will
support my success in the MSN program and as a practicing
nurse:
Notes: I choose Melissa because she is a resourceful person.
She had her Bachelors in psychology and the did her masters
in Nursing. Apart from being a floor Nurse she just published
her first articles in one of the local nursing Journal in Illinois.
27. She is currently seeking for more information on what food will
benefit schizophrenic patients. She is constantly in search of
new knowledge.
ADDITIONAL NETWORK MEMBERS
Week 2 | Part 2: Academic Resources and Strategies
I have identified the following academic resources and/or
strategies that can be applied to success in the nursing practice
in general or my specialty in particular.
Directions: In the space below Identify and describe at least
three academic resources or strategies that can be applied to the
MSN program, and at least threeprofessional resources that can
be applied to success in the nursing practice in general or your
specialty in particular. For each, explain how you intend to use
these resources, and how they might benefit you academically
and professionally.
Academic Resource/Strategy 1
Internet – The Internet is an incredible method to conduct
investigations for an essential and auxiliary purpose. Since the
arrangement of reference books are presently accessible on the
web as opposed to printed frames; I currently manage
everything on the internet. Pretty much everything is available
on the web a large portion of them are accessible in a free
source. I plan on using this insightful resource without
confinements of my ability since the internet supports types of
learning creation and information utilization that vary
enormously from the epistemological assumptions of formal
tutoring and mass guidance.
28. Academic Resource/Strategy 2
Tutoring and Help Rooms – I append myself to qualified and
prepared peer tutors who will help me with mastering my course
content and growing my potential for academic accomplishment.
At the point when joined with customary participation of classes
and recitations, visits to educators' available time, utilization of
departmental Help Rooms and development of peer study
groups, mentoring serves as a proactive advance for
guaranteeing that I scholastically succeed (Bradshaw &
Hultquist, 2016). My technique is to search for my an academic
director who will help me in recognizing different grounds
assets that may be of help as I create study abilities and great
work propensities, including Stress-busters.
Academic Resource/Strategy 3
Local Library – The use of my local library offers a full scope
of assets and services to help all parts of my studies. Librarians
will enable me to locate the best print and electronic assets and
show me how to utilize bibliographic software just as different
instruments that will allow me to design and manage data. My
procedure will be straightforward since more often than not I go
to classes, I will visit the library around evening time when I
am finished with my classes.
Professional Resource/Strategy 1
ANA (American Nurses Association) – My plans for joining the
association would enable me to finish the hover between
clinical practice and the outside elements that impact nursing.
Joining this association can too benefit me to increase clinical
abilities and furthermore improve both my expert network and
future profession prospects. There are such a substantial number
of devices and resources for orderlies that I trust I will probably
exploit as i advance in this field.
29. Professional Resource/Strategy 2
National Federation for Specialty Nursing Organizations
(NFSNO) – This will enable me to create the vitality, stream of
thoughts, and proactive work expected to keep up a sound
calling that advocates for the necessities of its clients and
medical attendants, and the trust of society (Sayles & Shelton,
2005).
Professional Resource/Strategy 3
ICN (The International Council of Nurses) - I plan to
adequately look into the International Council of Nurses since
ICN attempts to guarantee quality nursing care for all, stable
wellbeing arrangements all-inclusive, the progression of nursing
information, and the presence worldwide of a regarded nursing
profession and a skilled and fulfilled nursing workforce. The
association will enable me to create a consolidated stage for the
definition and extent of training in my field.
ADDITIONAL RESOURCES/STRATEGIES
Week 3 | Part 3: Strategies to Promote Academic Integrity and
Professional Ethics
I have analyzed the relationship between academic integrity and
writing, as well as the relationship between professional
practices and scholarly ethics. I have also identified strategies I
intend to pursue to maintain integrity and ethics of my academic
work while a student of the MSN program, as well as my
professional work as a nurse throughout my career. The results
of these efforts are shared below.
Directions: In the space below craft your analysis/writing
sample, including Part 1 (The Connection Between Academic
30. and Professional Integrity) and Part 2 (Strategies for
Maintaining Integrity of Work).
Part 1: Writing Sample: The Connection Between Academic and
Professional Integrity
In the space below write a 2- 3-paragraph analysis that includes
the following:
· Explanation for the relationship between academic integrity
and writing
· Explanation for the relationship between professional
practices and scholarly ethics
· Cite at least 2 resources that support your arguments, being
sure to use proper APA formatting.
· Use Grammarly and SafeAssign to improve the product.
· Explain how Grammarly, Safe Assign, and paraphrasing
contributes to academic integrity
Academic integrity is defined as the frequencies of being honest
and it is being displayed in all academic aspects. Violation of
academic integrity makes it hard for students to access suitable
knowledge which is important in having a successful academic
outcome. The most common factors associated with academic
dishonesty are related to issues such as plagiarism and academic
forgery. Plagiarism and academic forgery are considered to be
unethical in the academic environment. In a nursing career,
there is a connection between academic integrity and writing. In
academic ethics, any person is capable of displaying moral
ethics on the written work through recognizing the work of
other scholars. Integrity is considered to be the most important
aspect of writing since it is demonstrating some important
aspects of academic intellectuality (Cock, 2016). For the
purposes of ensuring that there is academic integrity while
writing a project or essay, it is always important to avoid
31. involvement in plagiarism to help in the presentation of
authentic and original work. When the work of other scholars is
used, it is crucial to acknowledge them through referencing.
The relationship between professional practices and scholarly
ethics
In nursing practices, it is always important to adopt the
practice of embracing scholarly ethics to ensure that there is
involvement in honesty practices. In nursing practice, ethical
standards are high values and are considered to be the moral
integrity which forms an important element towards delivering
quality healthcare services to the patients (Milton, 2015).
Evidence-based practice is important in ensuring that there is a
professional practice within the field of nursing practice and it
is usually based on the scholarly articles.it is, therefore, a
requirement that nurses put more focus on the scholarly articles
which are easily referable. A constructive link between
professionalism and the academic ethics is helping in the
creation of ethical workplace for nurses hence assisting in the
development of trust from the patients to ensure that there is a
delivery of quality care to the clients. There is also the
existence of the code of ethics which guides nursing practices
and are based on the scholarly articles written by specific
authors or organizations. It is, therefore, a requirement for
nurses to observe the code of ethics to help in improving the
quality of care being provided to the patients.
How Grammarly, safe assign and paraphrasing are contributing
to the academic integrity
Grammarly, safe assign and paraphrasing are playing an
essential role in enhancing the ability of the students.
Grammarly allows students to proofread the grammatical errors,
spelling check, and punctuation. It is also possible to check on
plagiarism which also provides the chances of making a
correction to the mistakes made and citing appropriate sources.
Correspondingly, Safe Assign and Turnitin are applications
which have been developed to help in the detection of
plagiarism. These applications are important in helping the
32. students or writers to gather more knowledge regarding the
appropriate methods of using academic resources and methods
of citing them during writing (Milton, 2015).
PART 2: Strategies for Maintaining Integrity of Work
Expand on your thoughts from Part 1 by:
Identifying and describing strategies you intend to pursue to
maintain integrity and ethics of your 1) academic work while a
student of the MSN program, and 2) professional work as a
nurse throughout your career. Include a review of resources and
approaches you propose to use as a student and a professional.
Based on my academic work, I have the intention of upholding
academic integrity by practicing suitable paraphrasing while
writing as well as citing scholarly articles. Grammarly will be
continuously used to ensure that the standards of the grammar
are met. I am also aiming at making a continuous consultation
with my instructor for guidance more so in the areas where I
feel to be not well conversant with. The assigned academic
work will be submitted on a timely basis and will observe time
to make sure that I sit in an area which is safe and appropriate
33. which might help in reducing the chances of looking at the
answers of the fellow student. Private properties such as cell
phones and bags will be placed far from the exam room to avoid
any temptation of cheating. The safe assign and Turnitin app
will be relied on to help in correcting the plagiarism issues and
making correction prior to the submission of my work. Being a
nurse, I will deeply rely on evidence-based care as well as the
standard code of ethics to help in the delivery of quality
healthcare services. I will always be honest, show empathy, and
trustworthy to the patients.
Week 4 | Part 4: Research Analysis
34. I have identified one topic of interest for further study. I have
researched and identified one peer-reviewed research article
focused on this topic and have analyzed this article. The results
of these efforts are shared below.
Directions: Complete Step 1 by using the table and subsequent
space below identify and analyze the research article you have
selected. Complete Step 2 by summarizing in 2-3 paragraphs the
results of your analysis using the space identified.
Step 1: Research Analysis
The scholarly article which is peer-reviewed which I selected is
“Associations of age at cannabis first use and later substance
abuse with mental health and depression in young men.”
The authors associated between age at cannabis first use and the
recurrence of cannabis usage utilizing a “Cox proportional
hazard technique.” Relationship with other unlawful medication
use, liquor reliance, nicotine reliance, psychological well-being,
and depression was examined utilizing direct relapses and
logistics relapses. In this manner, the expert practice utilization
of the speculations/ideas displayed in the article is the Cox
proportional hazard show that they explored the relationship
between the survival time of participants and at least one
indicator factors.
Complete the table below
Topic of Interest:
Associations of age at cannabis first use and later substance
abuse with mental health and depression in young men
Research Article:Include full citation in APA format, as well as
link or search details (such as DOI)
35. Henchoz, Y., N’Goran, A. A., Baggio, S., Deline, S., Studer, J.,
& Gmel, G. (2016). Associations of age at cannabis first use
and later substance abuse with mental health and depression in
young men. Journal of Substance Use, 21(1), 85-91.Retrieved
from:
https://www.tandfonline.com/doi/ref/10.3109/14659891.2014.96
6342?scroll=top
Professional Practice Use:
One or more professional practice uses of the theories/concepts
presented in the article
To investigates the association between a dependent variable
and one or more predictor variables simultaneously. In this
case, to associate between age at cannabis first use and the
recurrence of cannabis usage in young men as well with other
substances use like alcohol and cocaine.
Research Analysis Matrix
Add more rows if necessary
Strengths of the Research
Limitations of the Research
Relevancy to Topic of Interest
Notes
The research used Cox proportional hazard model to associate
mental health and depression with cannabis misuse
Failure to collect valid report from psychosocial impaired
substance abusers
early cannabis onset is associated with later impairments in
mental health and depression
Findings suggest that a significant association exists between
depression and the use of alcohol, cannabis, and tobacco.
36.
37. Step 2: Summary of Analysis
Craft a summary (2-3 paragraph) below that includes the
following:
· Describe your approach to identifying and analyzing peer-
reviewed research
· Identify at least two strategies that you would use that you
found to be effective in finding peer-reviewed research
· Identify at least one resource you intend to use in the future to
find peer-reviewed research
I would recommend this article for professional use because it
is peer reviewed since it is bound to be accurately consistent
and achieve sensible outcomes.
To find peer-reviewed sources I previously checked my library
database. The library database had a choice to refine my search
and show just insightful articles. Two methodologies I would
use to look for a peer-reviewed article are "phrase search" – this
is the use of double statements around an expression to cut the
words together for example "sustainable advancement."
Truncation – cutting a word and finds the substitute endings of
the word, for example, create* finds create, creates, creative, or
38. creating.
One resource I expect to use later on to discover peer-reviewed
study is peer-reviewed journals because these articles are
composed by professionals and are audited by a few different
experts in the field before the report is distributed in the journal
to guarantee the article's quality.
Reference
Henchoz, Y., N’Goran, A. A., Baggio, S., Deline, S., Studer, J.,
& Gmel, G. (2016). Associations of age at cannabis first use
and later substance abuse with mental health and depression in
young men. Journal of Substance Use, 21(1), 85-91.Retrieved
from:
https://www.tandfonline.com/doi/ref/10.3109/14659891.2014.96
6342?scroll=top
Week 5 | Part 5: Professional Development
I have developed a curriculum vitae to capture my academic and
professional accomplishments to date. I have also developed a
statement identifying one or more professional development
goals, and a statement proposing how I might align one or more
of these professional development goals with the University’s
emphasis on social change.
The results of my efforts are below.
Directions: Complete Step 1 by developing (or copying and
pasting) a curriculum vitae (CV) in the space provided.
Complete Step 2 by completing a statement identifying your
professional development goals space identified. Complete Step
39. 3 by writing a statement proposing how you might align one or
more of your professional development goals with the
University’s emphasis on social change.
Step 1: Curriculum Vitae (CV)
Use the space below to write your CV based on your current
education and professional background. Alternatively, you may
write this in a separate document and copy/paste the results
below.
NOTE: If needed there are a variety of online resources
available with tips and samples of graduate nurse CVs.
Step 2: Professional Development Goals
Use the space below to write a statement identifying your
professional development goals.
Step 3: Alignment with Social Change
Use the space below to write a statement proposing how you
might align one or more of your professional development goals
with the University’s emphasis on social change.
Week 6 | Part 6: Finalizing the Plan
I have considered various options for my nursing specialty,
including a close look at my selected (or currently preferred)
specialty and second-preferred specialty. I have also developed
a justification of my selected (or preferred) specialty. Lastly, I
40. have examined one professional organization related to my
selected or preferred specialty and considered how I can become
a member of this organization.
The results of my efforts are below.
Directions: Complete Step 1 by writing 2-3 paragraphs in the
space below comparing the nursing specialty you have selected
– or the one you prefer if your choice is still under
consideration - to your second preference. Identify each
specialty and describe the focus and the role that graduates are
prepared for. Identify any other differentiators you feel are
significant, especially those that helped or may help you reach a
decision.
Complete Step 2 by writing a paragraph identifying and
justifying your reasons for choosing your MSN specialization.
Be sure to incorporate any feedback you received from
colleagues in this week’s Discussion Forum.
Complete Step 3 by examining and identifying one professional
organization related to your selected or preferred specialty.
Explain how you can become a member of this organization.
Step 1: Comparison of Nursing Specialties
Use the space below to write 2-3 paragraphs comparing the
nursing specialty you have selected – or the one you prefer if
your choice is still under consideration - to your second
preference. Identify each specialty and describe the focus and
the role that graduates are prepared for. Identify any other
differentiators you feel are significant, especially those that
helped or may help you reach a decision.
Step 2: Justification of Nursing Specialty
Use the space below to write a paragraph identifying and
41. justifying your reasons for choosing your MSN specialization.
Be sure to incorporate any feedback you received from
colleagues in this week’s Discussion Forum.
Step 3: Professional Organizations
Use the space below to identify and examine one professional
organization related to your selected or preferred specialty.
Explain how you can become a member of this organization.
- END -
CHAPTER 6 Strengthening a Company’s Competitive Position:
Strategic Moves, Timing, and Scope of Operations
LEARNING OBJECTIVES