The document discusses several topics related to groups and organizations, including:
1) It defines different types of groups such as primary, secondary, in-groups, and out-groups.
2) It describes formal organizations and bureaucracies, noting that bureaucracies use rules and hierarchies to achieve efficiency.
3) It discusses how technology has impacted the workplace through telecommuting and electronic communication like email.
Social and Political Stratification Definition
Systems of Stratification
Theoretical Perspectives on Social Stratification
Social MObility and Social Inequality
Social and Political Stratification Definition
Systems of Stratification
Theoretical Perspectives on Social Stratification
Social MObility and Social Inequality
Chapter 2Blurring SectorsPublic and PrivateOrga.docxcravennichole326
Chapter 2
Blurring Sectors:
Public and Private
Organization Theory:
A Public and Nonprofit Perspective
Note to instructor: These slides do not follow the outline order of the chapter. This is intentional, for lecture purposes. Feel free to rearrange and modify to suit your needs.
What Chapter 2 DoesLays out a spectrum of organizations, from government thru nonprofit to businessConsiders similarities and differences among organization sectorsExplores how lines blur between sectorsExamines the environment that all organizations share
Organization TermsDepartmentAgencyBureauBureaucracy
Caution:
Many terms have multiple definitions
Department:
-- major subunit of a large org
-- cabinet-level office in U.S. Fed gov
Agency:
-- an administrative unit of gov
-- an independent reg. agency w/in gov.
-- a synonym for “bureau”
-- a nonprofit organization
Bureau:
-- a major division within a department
-- a “cost center” within an organization
Bureaucracy:
-- a synonym for gov or large org (sometimes derisive)
-- a form of organization (e.g., ideal type)
What “Blurring” MeansIt’s a blending or overlapping of “privateness” and “publicness”Organizations blur more and more often
Types of BlurringContinuum of public-to-private Mixture of public and private Who staffs the front office? Who staffs the back office?Overlap of purposes
This slide introduces the next several slides
Public-Private Continuum
Gov. agencies
Gov. corps.
Gov-nonprofit ventures
Nonprof.: Helping
Nonprof.: Advocacy
Nonprof.: Member
Public-private ventures
Private monopolies
Commercial firms
PUBLIC . .
. . PRIVATE
See Fig. 2-1 for organization examples
Front Office / Back Office JumbleGovernmentNASAUS AID, DOTGovernmentState health servicesNonprofitFundraising campaignFor-profitStudent loans (banks)PrivateEngineering firmsConstruction firmsNonprofitHealth service providersPrivateMarketing firmGovernmentLoan guarantee prog.
The first column represents the front office of an organization, which is what the public sees. The second office represents who might handle a particular operation for the “fronting” organization. More examples are available in Chapter 2, Table 2-2. You or the students may wish to create additional examples.
Overlapping PurposesGovernment, nonprofit, and for-profit orgs at times offer similar servicesExamples:Hospitals, trash services, security servicesLoans, package delivery, many othersReasons: What, why, when, for whom, where
Reasons are manifold.
-- What involves the type and intensity of service (e.g., free clinics vs. private physicians and specialists)
-- Why involves whether public need, level of essential investment, commercial potential
-- When involves situations such as catastrophes and temporary situations
-- For whom involves cohorts within the public (e.g., the poor, the rich)
-- Where involves local choice (e.g., trash pickup)
--
Contrast & Compare
Public & Private Organi ...
Respond to the below discussion questionsDo the following w.docxcarlstromcurtis
Respond to the below discussion questions:
Do the following when responding:
Read the discussions.
Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
- Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing is
- clear, concise, and organized;
- demonstrates ethical scholarship in accurate representation and attribution of sources; and
- displays accurate spelling, grammar, and punctuation.
Discussion #1
How does systems thinking apply to an organization’s culture, goals, and structures?
First, one of the greatest aspects of our country is the ability to provide opportunity; one of the saddest part of our country is when that opportunity forgets its original mission, serving others. I make these arguments for this post this week because I ask my fellow peers: how does system thinking (ST) create a space that hinders and destroys its’ original goal? Well, let me first begin by examining the recent closure of over sixty-three Sam Club stores in the United States on Friday, January 12, 2018. According to CNBC, “Walmart is taking prudent steps to prepare for the next generation of retail warfare” (Thomas and Wells, 2018). However, what Walmart fails to the report is the number of employees who went to work yesterday and with no warning, lost their jobs! Whose best interest is at heart? The employee or the stakeholders?
Secondly, I would argue that organizational culture produces an organizational climate; in terms of communication, basically, how communication interactions are positively or negatively carried in a culture, they can have an incredible impact on the climate. An organizational climate can be reciprocal and can clearly influence a culture – look again, at Walmart Sam Club store closings. Thus, I posit this question: what does the leader have an ability to execute? Next, how well can they sell that vision?
According to our text, authors, Uhl-Bien, Schermerhorn, and Osborn (2014) elucidate, “one of the most accepted conclusions of scientific research to date is that there is no single best way to handle people and the situations that develop as they work together in organizations” Uhl-Bien., et.al, 2014). Thus, for the staff at Walmart the transformation process was ignored and employees (and yes, some stakeholders) were deeply affected by the lack of transparency executed by ST in a clear and evidently broken system. Sadly, socioeconomic class plays a vital role in a lot of decision making for larger corporations in terms of whom they decided to provide goods and services to consumers.
How are the stakeholders in an organization interconnected and interrelated?
Stakeholders in organization are interconnected and interrelated becaus ...
Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...Yassin Boullauazan
What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative-leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change
Slide show prepared for a series of lectures on Interest Groups for PS 101 American Government at the University of Kentucky, Fall 2007. Dr. Christopher S. Rice, Lecturer.
Slide show prepared for a series of lectures on Interest Groups for PS 101 American Government at the University of Kentucky, Fall 2007. Dr. Christopher S. Rice, Lecturer.
Middle Class environmentalism.pptxMiddle Class Radicalism & .docxARIV4
Middle Class environmentalism.pptx
Middle Class Radicalism & Environmentalism
What Kind of environmentalist are you?
http://thegreenists.com/its-complicated/what-kind-of-environmentalist-are-you/7562
Questions
Are those who join environmental associations particularly aware of the problems?
Is it just about awareness? Are those who are more aware of environmental problems more likely to participate in environmental organizations?
What is the difference between environmentalists and non-environmentalists?
Is it just about awareness? Are those who are more aware of environmental problems more likely to participate in environmental organizations?
3
Research
Questionnaire distributed to 3 groups.
1) Environmentalists 2)Industrialists (Business & Engineering 3) General Public
On some items, environmentalists and general public both agreed on damage to environment (Environmentalists agreement was stronger)
Awareness of environmental dangers can only account in part for membership in environmental groups
How do we then
explain participation in
Environmental groups?
Need to examine beliefs about environment in the context of wider systems of belief & action (We see bigger difference between environmentalists and others)
Environmentalists see environmental dangers to be much more serious.
Environmentalists: More likely to lack confidence in and even show hostility toward science and technology
Environmentalists: More opposed to institutions of industrial society
Belief Systems (Environmentalists)
Low support for material values (Maintaining high rate of economic growth, maintaining stable economy)
High support for post-material values (Progressing toward less impersonal, more humane society; Progressing toward a society where ideas are more important than money)
Environmentalists have a different worldview, meaning system, and value system than non-environmentalists.
Environmentalists Vs. General Public
What differentiates environmentalists from general public is not awareness of environmental dangers but use to which they put their environmental beliefs.
Universal trump cards: Time, money, God, Nature
Laws of nature are used to sanction moral codes (Hurricane Katrina happened b/c of abortion)
Environment is trump card used by environmentalists
Those on Left: Less confidence in science, higher scores on anti-industrial society scale, higher post-material scores, more opposed to economic individualism, more likely to rate environmental dangers as more serious.
Environmental Movement
Environmental movement: Vehicle for harnessing beliefs about environmental dangers to support attack on central values and beliefs of industrial capitalism -- the hegemony of economic goals and values. (Define good citizenship through consumerism)
In other words, Environmental movement is a way of acting out beliefs. Belief is that the world and society is not just about money, individualism, etc. A belief system that feels the environment is in seri ...
Course Description This course familiarizes studenCruzIbarra161
Course Description:
This course familiarizes students with the decision-making processes of individual
economic units such as household, firms, and industries, and their interrelationships.
Topics include the nature and framework of the forces of supply and demand,
household behavior, and consumer choice; the behavior of the firm under different
industrial structures, resource allocation and income distribution; and international trade
and comparative advantage.
Course Learning Outcomes:
Upon successful completion of this coruse, students will be able to:
Explain the fundamental tools of supply and demand and the concept of elasticity.
Describe the role of the government in addressing market failures and externalities.
Explain how governmental policies affect market outcomes.
Apply the concepts of opportunity cost and comparative advantage and analyze the
benefits of specialization within the framework of economic interdependence.
Evaluate the cost structure of a firm as it is derived from properties of a production
function and the prices of economic resources.
Describe the optimizing behavior of representative firms in various market structures
(perfect competition, monompoly, oligopoly, monompolistic competition)
Describe the dimensions of the problems of income inequalities and poverty
Course Materials:
Mankiw, G. N. (2018). Principles of Microeconomics. Boston, MA: Cengage Learning.
This book can be accessed through links just below the readings and resources
section of each unit in this course.
Grading Breakdown:
Assignment Weight Towards Final Grade
Discussion Boards 40%
Assignments 30%
Quizzes
Paper
20%
10%
Student Survey*
*To ensure that we continue to meet our academic standards and your learning expectations, we
routinely assess our programs, courses, and instructors. Completion of the end-of-course Student Survey
is a required component of this course.
Course Syllabus
ECO202 – Microeconomics
Course Outline:
Units begin at Sunday, 12:01 am (EST) and end Sunday 11:59 pm (EST) of the
following week, unless otherwise noted.
Unit Topics Activities
Unit 1
Ch 1: Ten Principles of Economics
Ch 3: Interdependence and the Gains
from Trade
Unit 1 Class Discussion Board
Problems & Applications (Ch 1&3)
Unit 1 Micro Quiz
Unit 2
Ch 4: The market Forces of Supply
and Demand
Ch 5: Elasticity and Its Applications
Ch 6: Supply, Demand, and
Government Policies
Unit 2 Group Discussion Board
Problems & Applications (Ch 4,5 &
6)
Unit 2 Micro Quiz
Unit 3
Ch 7: Consumers, Producers, and
the Efficiency of Markets
Ch 8: The Costs of Taxation
Ch 9: International Trade
Unit 3 Group Discussion Board
Problems & Applications (Ch 7, 8 &
9)
Unit 3 Micro Quiz
Unit 4
Ch 10: Externalities
Ch 11: Public Goods and Common
Resources
Unit 4 Group Discussion Board
Homework (Ch 10 & 11)
Unit 4 Micro Quiz
Unit 5
Ch 12: The Design of ...
CLASSIFICATION OF ORGANISATIONAL PUBLICS IS BY SEGMENTATION AT WORKPLACE.pptxAbraham Ncunge
Organizational publics are identifiable ,homogenous and are important to the organization
Financial Publics
Media publics
Citizen
General public
Govrnment
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
15. Understanding Organizations Organization Chart: National Aeronautics and Space Administration (I) Source: Office of the Federal Register. 1999. The United States Government Manual 1999-2000. Washington, DC: U.S. Government Printing Office, p. 586. Aerospace Safety Advisory Panel NASA Advisory Council Inspector General Office of the Administrator Chief Financial Officer General Counsel Equal Opportunity Programs External Relations Legislative Affairs Human Resources and Education Procurement Public Affairs Policy and Plans Management Systems and Facilities Safety and Mission Assurance Headquarters Operations Small and Disadvantaged Business Utilization STAFF OFFICES OFFICES PROGRAM
16. Understanding Organizations Organization Chart: National Aeronautics and Space Administration (II) Source: Office of the Federal Register. 1999. The United States Government Manual 1999-2000. Washington, DC: U.S. Government Printing Office, p. 586. Earth Science Space Flight Life and Micro- gravity Sciences and Applications Space Science Aero-space Technology Goddard Space Flight Center Lyndon B. Johnson Space Center John F. Kennedy Space Center George C. Marshall Space Flight Center John C. Stennis Space Center Jet Propulsion Laboratory Ames Research Center Dryden Flight Research Center Langley Research Center John H. Glenn Research Center at Lewis Field OFFICES PROGRAM CENTERS
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26. Social Policy and Organizations Figure 6.2: Union Membership in the United States
