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Copyright © 2015. F.A. Davis Company People and the Process of Change Chapter 9 * Copyright © 2015. F.A. Davis Company ChangeA natural phenomenonMacro- and micro-change * Copyright © 2015. F.A. Davis Company The Process of ChangeThe comfort zoneUnfreezingChangeRefreezingReturn to new comfort zone * Copyright © 2015. F.A. Davis Company The Change Process Unfreezing Change Refreezing Comfort Discomfort New zone zone zone * Copyright © 2015. F.A. Davis Company Sources of Resistance to Change Technical concerns Psychosocial needs Position and power * Copyright © 2015. F.A. Davis Company Receptivity to ChangeRecognize differences in preferences for certainty.Speak to people’s feelings. Stories and Drama vs. Statistics. * Copyright © 2015. F.A. Davis Company ResistanceRecognizing resistanceLowering resistanceInformation disseminationDisconfirmation of currently held beliefsPsychological safetyCommand * Copyright © 2015. F.A. Davis Company Dictating ChangeEffective in many situationsCommunicates a sense of urgencyChange may be rapid but without a lasting commitment * Copyright © 2015. F.A. Davis Company Active Resistance to ChangeAttacking the ideaRefusal to changeArguing against changeOrganizing resistance of other people * Copyright © 2015. F.A. Davis Company Passive Resistance to ChangeAvoiding discussionIgnoring the changeRefusing to commit to the changeAgreeing but not acting * Copyright © 2015. F.A. Davis Company Strategies to Overcome ResistancePoint out similarities.Express approval.Recognize competence and skill.Provide assurance. * Copyright © 2015. F.A. Davis Company StrategiesSuggest new opportunities.Express value of contributions.Ensure involvement. * Copyright © 2015. F.A. Davis Company Strategies (cont’d)Provide opportunities for expression.Allow time for practice.Provide a climate of acceptance. * Copyright © 2015. F.A. Davis Company Four Phases of Planned Change Design the change Plan the implementation Implement the change Integrate the change * Copyright © 2015. F.A. Davis Company Design the ChangeWhat is the purpose?Is the change necessary?Is the change technically correct?Will this work?Is there a better way? * Copyright © 2015. F.A. Davis Company Plan the ImplementationWhy is there resistance?Is the resistance justified?What can be done to prevent or overcome resistance? * Copyright © 2015. F.A. Davis Company Implement the ChangeWhat is the magnitude?What is the complexity?What is the pace?What is the current stress level? * Copyright © 2015. F.A. Davis Company Integrate the ChangeIs the change integrated into everyday operations?Are people comfortable with it?Is it well accepted? * Copyright © 2015. F.A. Davis Company ConclusionYour leadership will influence how change is handled.Change presents an opportunity for professiona.
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Organizational GoalsSurvivalGrowthProfitStatusDominance
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TraditionalHierarchicalEmployees are ranked from top to bottom.The number of people on the bottom is usually greater than the number on the top.Authority resides at the top.Power is distributed.
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ProcessesA way to get things done within an organizationTwo mechanismsFormalInformal
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DefinitionPower is the ability to influence other people despite resistance. Power may be actual or potential.Power may be intended or unintended.
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Sources of PowerAuthorityRewardExpertise/control of informationCoercion
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CommunicationGiving information is only a small part of communication.Occurs on several levelsInvolves different factorsRequires active listening skills
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Factors Affecting CommunicationEmotional state of individualsOutside distractionsCultural backgroundSuperficial listeningIndividual attitudes regarding the content of the communication
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Assertiveness in CommunicationAllows people to stand up for themselvesRespects the rights of othersClearly states an individual’s positionUses “I” statementsAssumes a greater importance in the interprofessional environment
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Interpersonal CommunicationMost daily communication falls into this category.Interactions that occur on a personal levelProcess that gives individuals the opportunity to construct personal knowledgeUsed to establish relationshipsDiffers from general communication
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Interpersonal Communication (cont'd)Occurs on a more intimate levelSystematic processIndividuals hold a specific role within the communicationDynamic and ongoing process
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Transactional Models of CommunicationDiffer from earlier linear modelsConsider all individuals communicatorsAllow that communication among and between individuals occurs simultaneouslyAcknowledge that “noise” occurs in all interactionsInclude the concept of time
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Barriers to Communication Among Health-Care Providers and Health-Care Recipients
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ChallengesLow health literacyCultural diversityCultural competence of health-care providersLack of interprofessional communication education among providers
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Electronic Forms of Communication
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Information SystemsCommunication through the use of health documentsThe Health Information Technology for Economic and Clinical Health (HITECH)Electronic Medical Records (EMRs)Electronic Health Records (EHRs)
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Dealing With Problems and Conflicts
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Potential Conflict Generators
Competition between groups
Increased workload
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Potential Conflict Generators (cont'd)
Threats to safety and security
Scarce resources
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Ethical conflicts
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Bullying
Often targets one individual
Is an attempt to exert power over another person
May have devastating effects on the individual and the team
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Workplace Incivility
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How to create and share a compelling case for organisational change
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What is change management?
The document discusses how change ultimately happens one person at a time through their individual transitions. It argues that change management is needed to support these individual transitions in order to successfully deliver organizational results and achieve expected project outcomes and benefits. Change management involves understanding and supporting change at the granular, individual level through structured efforts rather than leaving change to chance or forcing it upon people.
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Another quarter, and for most, another year comes to an end. We all have one thing on our minds: closing sales. As we apply best practices to get these deals in the door, there are often obstacles preventing us from getting a firm YES from our prospects. The sales cycle is rife with challenges, and we could all use a checklist to help us turn those challenges into closing opportunities. Asking ourselves about our prospects’ sales process and understanding their needs on a deeper level will help us get a YES with time to spare in the quarter.
Copyright © 2015. F.A. Davis CompanyDealing With Proble
Copyright © 2015. F.A. Davis Company
Dealing With Problems and Conflicts
Chapter 8
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Potential Conflict Generators
Competition between groups
Increased workload
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Copyright © 2015. F.A. Davis Company
Potential Conflict Generators (cont'd)
Threats to safety and security
Scarce resources
Cultural differences
Ethical conflicts
Invasion of personal space
*
Copyright © 2015. F.A. Davis Company
Bullying
Often targets one individual
Is an attempt to exert power over another person
May have devastating effects on the individual and the team
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Copyright © 2015. F.A. Davis Company
Workplace Incivility
Displays of disrespect among staff and providers
Coworkers are the most common source
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Copyright © 2015. F.A. Davis Company
Moral Distress
Occurs when personal and professional ethics are violated
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Copyright © 2015. F.A. Davis Company
Conflict Resolution MythsWin-lose-drawFixed pie mythDevaluation reaction
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Conflict ResolutionProblem resolutionNegotiating informallyFormal negotiation
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Copyright © 2015. F.A. Davis Company
Problem ResolutionIdentify the problem or issue.Generate possible solutions.Evaluate suggested solutions.
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Copyright © 2015. F.A. Davis Company
Problem Resolution (cont’d)Choose the best solution.Implement the solution chosen.Is the problem resolved?If yes, end process; if not, repeat.
*
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Pro: Collective BargainingProtects workers’ rightsGrievance procedures availableHigher payEmpowering
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Copyright © 2015. F.A. Davis Company
Con: Collective BargainingCreates management-staff barrierAdds rules and regulationsDrains manager’s time
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Copyright © 2015. F.A. Davis Company
ConclusionConflict is inevitable within large groups.It is not necessarily a negative experience.Growth may emerge from positive conflict management.
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Rock, Bamboo, or Sponge; Managing Various Responses to Change
“You can be on the right track and still get run over if you're not moving.” – Orrin Woodward.
Success in what you do requires continuous growth. Reforms in state law, for example, can drive new processes and technologies for managing district and county records or administering elections.
Change can be met with a number of responses, from active resistance to enthusiastic support. Rock, Bamboo, or Sponge addresses several change responses you may encounter, each with a unique set of risks. How you react to change and how you lead others through change will ultimately determine the success of any new initiative.
Copyright © 2015. F.A. Davis CompanyPeople and the Proc.docx
Copyright © 2015. F.A. Davis Company
People and the Process
of Change
Chapter 9
*
Copyright © 2015. F.A. Davis Company
ChangeA natural phenomenonMacro- and micro-change
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Copyright © 2015. F.A. Davis Company
The Process of ChangeThe comfort zoneUnfreezingChangeRefreezingReturn to new comfort zone
*
Copyright © 2015. F.A. Davis Company
The Change Process
Unfreezing Change Refreezing
Comfort Discomfort New
zone zone zone
*
Copyright © 2015. F.A. Davis Company
Sources of Resistance to Change
Technical concerns
Psychosocial needs
Position and power
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Copyright © 2015. F.A. Davis Company
Receptivity to ChangeRecognize differences in preferences for certainty.Speak to people’s feelings. Stories and Drama vs. Statistics.
*
Copyright © 2015. F.A. Davis Company
ResistanceRecognizing resistanceLowering resistanceInformation disseminationDisconfirmation of currently held beliefsPsychological safetyCommand
*
Copyright © 2015. F.A. Davis Company
Dictating ChangeEffective in many situationsCommunicates a sense of urgencyChange may be rapid but without a lasting commitment
*
Copyright © 2015. F.A. Davis Company
Active Resistance to ChangeAttacking the ideaRefusal to changeArguing against changeOrganizing resistance of other people
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Copyright © 2015. F.A. Davis Company
Passive Resistance to ChangeAvoiding discussionIgnoring the changeRefusing to commit to the changeAgreeing but not acting
*
Copyright © 2015. F.A. Davis Company
Strategies to Overcome ResistancePoint out similarities.Express approval.Recognize competence and skill.Provide assurance.
*
Copyright © 2015. F.A. Davis Company
StrategiesSuggest new opportunities.Express value of contributions.Ensure involvement.
*
Copyright © 2015. F.A. Davis Company
Strategies (cont’d)Provide opportunities for expression.Allow time for practice.Provide a climate of acceptance.
*
Copyright © 2015. F.A. Davis Company
Four Phases of Planned Change
Design the change
Plan the implementation
Implement the change
Integrate the change
*
Copyright © 2015. F.A. Davis Company
Design the ChangeWhat is the purpose?Is the change necessary?Is the change technically correct?Will this work?Is there a better way?
*
Copyright © 2015. F.A. Davis Company
Plan the ImplementationWhy is there resistance?Is the resistance justified?What can be done to prevent or overcome resistance?
*
Copyright © 2015. F.A. Davis Company
Implement the ChangeWhat is the magnitude?What is the complexity?What is the pace?What is the current stress level?
*
Copyright © 2015. F.A. Davis Company
Integrate the ChangeIs the change integrated into everyday operations?Are people comfortable with it?Is it well accepted?
*
Copyright © 2015. F.A. Davis Company
ConclusionYour leadership will influence how change is handled.Change presents an opportunity for professiona.
How change professionals lead and execute meaningful change
The document discusses how change professionals can successfully lead and execute meaningful organizational change. It addresses several topics: 1) how people impact project performance, 2) organizational change management capabilities, 3) lessons learned from past project history, 4) personal capabilities that lead to project success, and 5) developing effective change management workstreams. Specific change management skills are identified, such as managing resistance, engaging stakeholders, gaining manager support, and applying change management tools. Risks to change initiatives are also analyzed. The overall aim is to provide guidance to change professionals on how to build commitment, manage change behaviors, and achieve successful organizational change outcomes.
13 ways to get a 97% retention
Check out this slideshare of Agency Revolution's Webinar from July 19th giving you 13 ways to get a 97% retention rate
Effective Change Management
The document discusses change management and an approach called People-Centred Implementation (PCI) for effectively implementing change. PCI provides workshops, tools, and processes to create commitment to change initiatives and drive behavior change. It involves developing strong change leadership, building understanding across the organization, and engaging people in the change. Many major organizations use PCI to successfully implement changes facing their businesses.
Deirdre Skillen
The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change and transition, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, from initial contact through internalization and institutionalization. Charts are included showing the stages of commitment and how perception of change shifts from negative to positive over time.
Deirdre Skillen
The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, from initial contact through internalization and institutionalization. Charts are included showing the stages of commitment and how perception of change shifts from negative to positive over time.
Deirdre skillen presentation
The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change and humans, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, from initial contact through internalization and institutionalization. Charts are presented showing the stages of commitment and how perception of change shifts from negative to positive over time.
Deirdre skillen presentation
The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, from initial contact through internalization and institutionalization. Charts are presented showing the stages of commitment and how perception of change shifts from negative to positive over time.
Deirdre skillen presentation
The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, from initial contact through internalization and institutionalization. Charts are presented showing the stages of commitment and how perception of change shifts from negative to positive over time.
Deirdre skillen presentation
The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change and transition, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, moving from initial contact with change through experimentation, adoption, and eventual internalization of the change.
Webinar - 'How to Double Commitment to Change
In this webinar, Audra will share useful insights from our significant database, of almost 400,000 individual data points from over 26,000 respondents.
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Questions of Values and Ethics
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Introduction
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In the Beginning…There were no antibiotics.There were no ICUs.There were no CT scanners or MRIs.There were just physicians and nurses who cared for people in sickness and in health.
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1960sTechnological advances allowed for the development of the ICU.New biomedical developmentsAdvances in surgical techniques, such as open heart surgery
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New QuestionsThe advances created new questions for health-care professionals regarding the use of technology.The concepts of life and death
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BioethicsA subdiscipline of ethicsThe study of medical morality
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Copyright © 2015. F.A. Davis Company
Concepts of EthicsValuesBelief systemsMorality
*
Copyright © 2015. F.A. Davis Company
Value SystemsA set of related valuesIntrinsic valuesExtrinsic valuesPersonal valuesProfessional values
*
Copyright © 2015. F.A. Davis Company
Value FormationValues are learned.Values change with maturity and experience.The number of values an individual holds is not as important as what values he or she consider important.
*
Copyright © 2015. F.A. Davis Company
Values ClarificationChoosingPrizingActing
*
Copyright © 2015. F.A. Davis Company
Belief SystemsThese are organized ways of thinking about why people exist within the universe.Their purpose is to explain such concepts asLife and deathGood and evilHealth and illness
*
Copyright © 2015. F.A. Davis Company
Ethics and Morals
*
Copyright © 2015. F.A. Davis Company
MoralsMorals are an individual’s own code for acceptable behavior.They arise from an individual’s conscience.They act as a guide for individual behavior.They are learned.
*
Copyright © 2015. F.A. Davis Company
EthicsEthics deals with the “rightness” or “wrongness” of human behavior.Concerned with the motivation behind the behaviorBioethics is the application of these principles to life-and-death issues.
*
Copyright © 2015. F.A. Davis Company
Ethical TheoriesDeontologicalTeleologicalPrincipalism
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Copyright © 2015. F.A. Davis Company
Ethical PrinciplesAutonomyNonmaleficenceBeneficenceJusticeFidelityConfidentialityVeracityAccountability
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Copyright © 2015. F.A. Davis Company
AutonomyThe freedom to make decisions about oneselfNurses need to respect clients’ rights to make choices about health care.
*
Copyright © 2015. F.A. Davis Company
NonmaleficenceRequires that no harm be caused to an individual, either unintentionally or deliberately.Requires nurses to protect individuals who are unable to protect themselves.
*
Copyright © 2015. F.A. Davis Company
BeneficenceThis principle means “doing good” for others.Nurses need to assist clients in meeting all their needs.BiologicalPs.
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Learn how change management can help speed adoption of Workday. And, how Accenture can help you succeed.
Leader Vs Manager Empire Essays.pdf
This document contains summaries of chapters 2 and 3 from a nursing textbook. Chapter 2 discusses the differences between leaders and managers, important qualities for nurse managers, and common management styles and theories. Chapter 3 covers sources of law including statutory, common, and administrative law. It defines different types of laws such as tort law and discusses legal issues relevant to nursing practice including informed consent, confidentiality, and standards of care.
[Webinar] Groomed for Success: Dollar Shave Club Wins with Experimentation
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Copyright © 2015. F.A. Davis CompanyLooking to the Futu.docx
Copyright © 2015. F.A. Davis Company
Looking to the Future
Chapter 14
*
Copyright © 2015. F.A. Davis Company
Nursing’s Public Image25 years ago, society perceived nurses in gender-linked, task-oriented terms.Popular media has improved somewhat in their portrayal of nurses.
*
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Professional
Organizations
*
Copyright © 2015. F.A. Davis Company
The American Nurses Association
(ANA)
*
Copyright © 2015. F.A. Davis Company
American Nurses Association Works for improvement of health-care standardsPromotes availability of health-care servicesFosters high standards for nursingPromotes the rights of nurses in the workplace
*
Copyright © 2015. F.A. Davis Company
ANA’s Social Policy StatementThe social context of nursing practiceThe nature and scope of nursing practiceSpecialization in nursing practiceRegulation of nursing practiceThe ethics of nursing practice reviewed by the House of Delegates
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American Nurses Association (cont'd)Stimulates and promotes the professional development of nursesAdvances nurses’ economic and general welfare
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Benefits to Membership The primary voice of nursing in the U.S.Continuing educationRepresentation in the workplace and political arenaPosition statements on contemporary issues of importance of nurses
*
Copyright © 2015. F.A. Davis Company
The National League for Nursing
(NLN)
*
Copyright © 2015. F.A. Davis Company
National League for Nursing
Membership is open to other health professionals and interested consumers, not just nurses.Participates in test services, research, and publication Lobbies actively for nursing issuesCurrently working with the ANA and other nursing organizations on health-care reform
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National League for Nursing (cont'd)Accreditation CommissionAccredits colleges and schools of nursingTest services PublicationsAdvocacy
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NLNAC (National League for Nursing Accrediting Agency)
has become
ACEN (Accreditation Commission for Education in Nursing)
*
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The National Organization for Associate Degree Nursing
(NOADN)
*
Copyright © 2015. F.A. Davis Company
National Organization for Associate Degree Nursing Associate degree nursing programs prepare the largest number of new graduates for RN licensure. Began in 1986Organizational Affiliate of ANA as of 2013
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Role of NOADNStrong educational programs Dynamic education of students in a variety of settingsEmphasis on lifelong learning Continued articulation with colleges and universities
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Other Organizations
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NSNA (National Student Nurses Association)Associate degree, baccalaureate, and diplo.
'Battling the 70% project failure rate' with David Miller_webinar slides 020413
It’s a well-known fact that 70% of projects fail to produce the benefits of the original business case.
In our work we see that this is caused by the people-side of change being left in the shadow of the technology changes required. Companies are left with a successfully installed system but with poor adoption rate by users.
In this webinar David Miller discussed:
1) How you can successfully integrate change management into your project management processes to help close the change gap and achieve a successful project
2) How project managers become really effective change agents
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Copyright © eContent Management Pty Ltd. Health Sociology Revi.docx
Copyright © eContent Management Pty Ltd. Health Sociology Review (2012) 2 1 ( 4 ) : 4 1 3 - 4 3 1 .
Death and grief on-line: Virtual memorialization and changing
concepts of childhood death and parental
bereavement on the Internet
LISA M MITCHELL, PETER H STEPHENSON*, SUSAN CADELL"^ AND MARY ELLEN MACDONALD'
Department of Anthropology, University of Victoria, Victoria, BC, Canada; *School of
Environmental Studies and Department of Anthropology, University of Victoria, Victoria, BC,
Canada; ^School of Social Work, Renison University College, University of Waterloo, Waterloo,
ON, Canada; 'Faculty of Dentistry, McGill University, Montreal, QC, Canada
A B S T R A C T : 'Virtual memorials' intended to memorialize the lives of children imply significant shifts in the conceptualiza-
tion of death, particularly for grieving parents. Created by parents in memory of their deceased children, on-line memorials
constructed using templates reflect strong cultural beließ about the nature of childhood deaths, grief and the development of a
kind of distal afterlife. Yirtual memorials create a new social value for the deceased and shift death and bereavement from
private into more public experiences. Building upon this work, we describe a kind of 'on-line immortality' created through
virtual memorials where the virtiud presence of the deceased in text and images, and practices intended to sustain a relation-
ship with the deceased can extend bereavement and the social lives of the dead indefinitely. While such memorials can offer
solace, they also potentiate business opportunities for those hoping to create lasting customers. As such, they may also extend
mourning indefinitely. This may be especiaUy true for certain kinds of deeply problematic deaths, such as those of children.
KEYWORDS: virtual, online, memorials, grief, children, parents
Though many people sit night after night intheir living rooms watching various kinds of
'death' and irmumerable dead bodies as a form
of entertainment (e.g., CSI, Bones), the death of
loved ones and the grief which follows are still
mosdy sequestered from everyday life in eco-
nomically and technologically advantaged coun-
tries, including Canada. Grief and bereavement
are confmed to specific times and places, and are
mainly private, or secluded experiences. Most
deaths take place in hospitals, nursing homes, and
hospices, and are managed by health care profes-
sionals who also inform the bereaved of what is
'normal' and what is 'pathological' in the grief
process, and offer ways to 'resolve' grief and to
grieve properly. Anthropological research has
long established that the dead in many cultural
contexts have social lives (Baydala, Hampton,
Rinunwa, Kinunwa, & Kinunwa, 2006; Counts
& Counts, 2004; Hattori, McCubbin, & Ishida,
2006; Keesing, 1982; Rodman & Rodman,
1983). But, until recendy the dominant approach
in Canadian bereavement care has been that
survivors should view death as fmal and they
should 'wor.
Copyright © Pearson Education 2010 Digital Tools in Toda.docx
Copyright © Pearson Education 2010
Digital Tools in Today’s Classroom
Chapter 3any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images;any rental, lease, or lending of the program.
This multimedia product and its contents are protected under copyright law. The following are prohibited by law:
Copyright © Pearson Education 2010
Reflecting on What I KnowWhy is it important to learn about different technology tools when they are constantly changing?Most desktop computers do the same things as mobile devices, so why do teachers need to use them?How can the cost of digital devices be justified when the functions they perform are often limited in number and scope.
Copyright © Pearson Education 2010
Using Digital Tools in the Classroom
Four Digital Tool CategoriesPlatformConnectivityDevice SoftwareFile Format
Copyright © Pearson Education 2010
ComputersDesktop ComponentsAll-in-One DesktopsMonitor, Processor, SpeakersLaptops
Computer Pros and ConsDigital ToolProsConsDesktop ComponentsEasily replace or upgrade individual components by school personnel
Monitors are often large enough for easy group sharingDesk workspace reduced
Heavy
ImmobileAll-in-one DesktopCompact size provides additional space for individual or group work.
Drives (e.g., USB, CD, DVD) may be more accessible if CPU is not stored on desktop.Higher cost
Entire unit must go for repairs
ImmobileLaptopPortable – can be used in multiple locations
Compact size
Many schools keep extra laptops for use when others are sent for repair Access to power outlets
Easily damaged from dropping
Short battery life
Smaller screen limits usability for small-group learning
Copyright © Pearson Education 2010
Mobile DevicesDigital Media Players/RecordersDigital Camerase-Book ReadersGPS Navigation ReceiversGraphing CalculatorsPDA (Personal Data Assistants)Personal Response Systems
Mobile Devise Pros Digital ToolProsDigital Media Players/RecordersPortable for field use
Review at home
Stores more data than a tape
Less moving parts than a tape recorder
Digital format produces higher quality recordings that are easy to edit
Files easily transfer to other digital devices
Files can be copied indefinitely without degradationDigital CamerasInexpensive all-in-one models
Easy to use
Instant viewing of images
Digital editing and deletion of unwanted photos
Large storage capacityE-booksStores multiple books that can easily be exchanged or deleted
Enables digital manipulation of contents, e.g., searching, highlighting, bookmarking, audible reading, increasing font size
Enables digital enhancements, e.g., links to video or related informationGPS Navigation ReceiversProvides a variety of real-time information
Small portable sizePersonal Data AssistantsLow cost as compared to laptops
Light weight – easy to carry
Multifunction
Uses less power than a .
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Rock, Bamboo, or Sponge; Managing Various Responses to Change
“You can be on the right track and still get run over if you're not moving.” – Orrin Woodward.
Success in what you do requires continuous growth. Reforms in state law, for example, can drive new processes and technologies for managing district and county records or administering elections.
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People and the Process
of Change
Chapter 9
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ChangeA natural phenomenonMacro- and micro-change
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The Process of ChangeThe comfort zoneUnfreezingChangeRefreezingReturn to new comfort zone
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The Change Process
Unfreezing Change Refreezing
Comfort Discomfort New
zone zone zone
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Sources of Resistance to Change
Technical concerns
Psychosocial needs
Position and power
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Receptivity to ChangeRecognize differences in preferences for certainty.Speak to people’s feelings. Stories and Drama vs. Statistics.
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ResistanceRecognizing resistanceLowering resistanceInformation disseminationDisconfirmation of currently held beliefsPsychological safetyCommand
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Dictating ChangeEffective in many situationsCommunicates a sense of urgencyChange may be rapid but without a lasting commitment
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Active Resistance to ChangeAttacking the ideaRefusal to changeArguing against changeOrganizing resistance of other people
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Passive Resistance to ChangeAvoiding discussionIgnoring the changeRefusing to commit to the changeAgreeing but not acting
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Strategies to Overcome ResistancePoint out similarities.Express approval.Recognize competence and skill.Provide assurance.
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StrategiesSuggest new opportunities.Express value of contributions.Ensure involvement.
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Strategies (cont’d)Provide opportunities for expression.Allow time for practice.Provide a climate of acceptance.
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Four Phases of Planned Change
Design the change
Plan the implementation
Implement the change
Integrate the change
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Design the ChangeWhat is the purpose?Is the change necessary?Is the change technically correct?Will this work?Is there a better way?
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Plan the ImplementationWhy is there resistance?Is the resistance justified?What can be done to prevent or overcome resistance?
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Implement the ChangeWhat is the magnitude?What is the complexity?What is the pace?What is the current stress level?
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Integrate the ChangeIs the change integrated into everyday operations?Are people comfortable with it?Is it well accepted?
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ConclusionYour leadership will influence how change is handled.Change presents an opportunity for professiona.
How change professionals lead and execute meaningful change
The document discusses how change professionals can successfully lead and execute meaningful organizational change. It addresses several topics: 1) how people impact project performance, 2) organizational change management capabilities, 3) lessons learned from past project history, 4) personal capabilities that lead to project success, and 5) developing effective change management workstreams. Specific change management skills are identified, such as managing resistance, engaging stakeholders, gaining manager support, and applying change management tools. Risks to change initiatives are also analyzed. The overall aim is to provide guidance to change professionals on how to build commitment, manage change behaviors, and achieve successful organizational change outcomes.
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The document discusses change management and an approach called People-Centred Implementation (PCI) for effectively implementing change. PCI provides workshops, tools, and processes to create commitment to change initiatives and drive behavior change. It involves developing strong change leadership, building understanding across the organization, and engaging people in the change. Many major organizations use PCI to successfully implement changes facing their businesses.
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The document discusses gaining employee engagement during times of transition and change. It outlines an agenda for an interactive session on the topic. The session will cover an overview of change, the negative stigma of change, and the case for change. It will also discuss the process of change and the stages of commitment to change, from initial contact through internalization and institutionalization. Charts are presented showing the stages of commitment and how perception of change shifts from negative to positive over time.
Deirdre skillen presentation
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Copyright © 2015. F.A. Davis CompanyQuestions of Values.docx
Copyright © 2015. F.A. Davis Company
Questions of Values and Ethics
Chapter 4
*
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Introduction
*
Copyright © 2015. F.A. Davis Company
In the Beginning…There were no antibiotics.There were no ICUs.There were no CT scanners or MRIs.There were just physicians and nurses who cared for people in sickness and in health.
*
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1960sTechnological advances allowed for the development of the ICU.New biomedical developmentsAdvances in surgical techniques, such as open heart surgery
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New QuestionsThe advances created new questions for health-care professionals regarding the use of technology.The concepts of life and death
*
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BioethicsA subdiscipline of ethicsThe study of medical morality
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Concepts of EthicsValuesBelief systemsMorality
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Value SystemsA set of related valuesIntrinsic valuesExtrinsic valuesPersonal valuesProfessional values
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Value FormationValues are learned.Values change with maturity and experience.The number of values an individual holds is not as important as what values he or she consider important.
*
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Ethics and Morals
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Copyright © 2015. F.A. Davis Company
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EthicsEthics deals with the “rightness” or “wrongness” of human behavior.Concerned with the motivation behind the behaviorBioethics is the application of these principles to life-and-death issues.
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Ethical TheoriesDeontologicalTeleologicalPrincipalism
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Ethical PrinciplesAutonomyNonmaleficenceBeneficenceJusticeFidelityConfidentialityVeracityAccountability
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American Nurses Association Works for improvement of health-care standardsPromotes availability of health-care servicesFosters high standards for nursingPromotes the rights of nurses in the workplace
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ANA’s Social Policy StatementThe social context of nursing practiceThe nature and scope of nursing practiceSpecialization in nursing practiceRegulation of nursing practiceThe ethics of nursing practice reviewed by the House of Delegates
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National League for Nursing
Membership is open to other health professionals and interested consumers, not just nurses.Participates in test services, research, and publication Lobbies actively for nursing issuesCurrently working with the ANA and other nursing organizations on health-care reform
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National League for Nursing (cont'd)Accreditation CommissionAccredits colleges and schools of nursingTest services PublicationsAdvocacy
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NLNAC (National League for Nursing Accrediting Agency)
has become
ACEN (Accreditation Commission for Education in Nursing)
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The National Organization for Associate Degree Nursing
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National Organization for Associate Degree Nursing Associate degree nursing programs prepare the largest number of new graduates for RN licensure. Began in 1986Organizational Affiliate of ANA as of 2013
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Copyright © eContent Management Pty Ltd. Health Sociology Revi.docx
Copyright © eContent Management Pty Ltd. Health Sociology Review (2012) 2 1 ( 4 ) : 4 1 3 - 4 3 1 .
Death and grief on-line: Virtual memorialization and changing
concepts of childhood death and parental
bereavement on the Internet
LISA M MITCHELL, PETER H STEPHENSON*, SUSAN CADELL"^ AND MARY ELLEN MACDONALD'
Department of Anthropology, University of Victoria, Victoria, BC, Canada; *School of
Environmental Studies and Department of Anthropology, University of Victoria, Victoria, BC,
Canada; ^School of Social Work, Renison University College, University of Waterloo, Waterloo,
ON, Canada; 'Faculty of Dentistry, McGill University, Montreal, QC, Canada
A B S T R A C T : 'Virtual memorials' intended to memorialize the lives of children imply significant shifts in the conceptualiza-
tion of death, particularly for grieving parents. Created by parents in memory of their deceased children, on-line memorials
constructed using templates reflect strong cultural beließ about the nature of childhood deaths, grief and the development of a
kind of distal afterlife. Yirtual memorials create a new social value for the deceased and shift death and bereavement from
private into more public experiences. Building upon this work, we describe a kind of 'on-line immortality' created through
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ship with the deceased can extend bereavement and the social lives of the dead indefinitely. While such memorials can offer
solace, they also potentiate business opportunities for those hoping to create lasting customers. As such, they may also extend
mourning indefinitely. This may be especiaUy true for certain kinds of deeply problematic deaths, such as those of children.
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Though many people sit night after night intheir living rooms watching various kinds of
'death' and irmumerable dead bodies as a form
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loved ones and the grief which follows are still
mosdy sequestered from everyday life in eco-
nomically and technologically advantaged coun-
tries, including Canada. Grief and bereavement
are confmed to specific times and places, and are
mainly private, or secluded experiences. Most
deaths take place in hospitals, nursing homes, and
hospices, and are managed by health care profes-
sionals who also inform the bereaved of what is
'normal' and what is 'pathological' in the grief
process, and offer ways to 'resolve' grief and to
grieve properly. Anthropological research has
long established that the dead in many cultural
contexts have social lives (Baydala, Hampton,
Rinunwa, Kinunwa, & Kinunwa, 2006; Counts
& Counts, 2004; Hattori, McCubbin, & Ishida,
2006; Keesing, 1982; Rodman & Rodman,
1983). But, until recendy the dominant approach
in Canadian bereavement care has been that
survivors should view death as fmal and they
should 'wor.
Copyright © Pearson Education 2010 Digital Tools in Toda.docx
Copyright © Pearson Education 2010
Digital Tools in Today’s Classroom
Chapter 3any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images;any rental, lease, or lending of the program.
This multimedia product and its contents are protected under copyright law. The following are prohibited by law:
Copyright © Pearson Education 2010
Reflecting on What I KnowWhy is it important to learn about different technology tools when they are constantly changing?Most desktop computers do the same things as mobile devices, so why do teachers need to use them?How can the cost of digital devices be justified when the functions they perform are often limited in number and scope.
Copyright © Pearson Education 2010
Using Digital Tools in the Classroom
Four Digital Tool CategoriesPlatformConnectivityDevice SoftwareFile Format
Copyright © Pearson Education 2010
ComputersDesktop ComponentsAll-in-One DesktopsMonitor, Processor, SpeakersLaptops
Computer Pros and ConsDigital ToolProsConsDesktop ComponentsEasily replace or upgrade individual components by school personnel
Monitors are often large enough for easy group sharingDesk workspace reduced
Heavy
ImmobileAll-in-one DesktopCompact size provides additional space for individual or group work.
Drives (e.g., USB, CD, DVD) may be more accessible if CPU is not stored on desktop.Higher cost
Entire unit must go for repairs
ImmobileLaptopPortable – can be used in multiple locations
Compact size
Many schools keep extra laptops for use when others are sent for repair Access to power outlets
Easily damaged from dropping
Short battery life
Smaller screen limits usability for small-group learning
Copyright © Pearson Education 2010
Mobile DevicesDigital Media Players/RecordersDigital Camerase-Book ReadersGPS Navigation ReceiversGraphing CalculatorsPDA (Personal Data Assistants)Personal Response Systems
Mobile Devise Pros Digital ToolProsDigital Media Players/RecordersPortable for field use
Review at home
Stores more data than a tape
Less moving parts than a tape recorder
Digital format produces higher quality recordings that are easy to edit
Files easily transfer to other digital devices
Files can be copied indefinitely without degradationDigital CamerasInexpensive all-in-one models
Easy to use
Instant viewing of images
Digital editing and deletion of unwanted photos
Large storage capacityE-booksStores multiple books that can easily be exchanged or deleted
Enables digital manipulation of contents, e.g., searching, highlighting, bookmarking, audible reading, increasing font size
Enables digital enhancements, e.g., links to video or related informationGPS Navigation ReceiversProvides a variety of real-time information
Small portable sizePersonal Data AssistantsLow cost as compared to laptops
Light weight – easy to carry
Multifunction
Uses less power than a .
Copyright © Jen-Wen Lin 2018 1 STA457 Time series .docx
Copyright © Jen-Wen Lin 2018
1
STA457 Time series analysis assignment (Fall 2018)
Statistical properties of (moving-average) rule returns
Date: 23 October 2018
Jen-Wen Lin, PhD, CFA
1. Introduction
Technical indicator is widely used to generate trading signals by practitioners to make
trading decisions. The usual rule is to trade with the trend. In this case, the trader initiates a
position early in the trend and maintains that position as long as the trend continues.
In this assignment, you are asked to study the statistical properties of returns for applying
the oldest and most widely used method in technical indicators—moving averages.1
The structure of this paper is given as follows. Section 2 defines the trading rule (or
strategy). In Section 3 and 4, we formulate the trading return based on a given trading rule and
state the corresponding statistical properties, respectively. The questions for you to answer are
listed in Section 5. Finally, references and appendix are given in Section 6 and 7, respectively.
2. Trading rule
Suppose that at each time 𝑡, market participants predict the direction of the trend of asset
prices using a price-based forecast 𝐹#, where 𝐹# is a function of past asset prices
𝐹# = 𝑓(𝑃#,…,𝑃#*+,-,…).
1 The simplest rule of this family is the single moving average which says when the rate penetrates from below
(above) a moving average of a given length, a buy (sell) signal is generated.
Copyright © Jen-Wen Lin 2018
2
The above predictor is then converted to buy and sell trading signals 𝐵#: buy (+1) and sell (-1)
using, i.e.
{
"𝑆𝑒𝑙𝑙" ⇔ 𝐵# = −1 ⇔ 𝐹# < 0
"𝐵𝑢𝑦" ⇔ 𝐵# = +1 ⇔ 𝐹# > 0
Note that the signal of a trading rule is completely defined by one of the inequalities giving a
sell or buy order (if the position is not short, it is long).
For example, consider a trading rule based on the moving average of order five rule (𝑚 =
5). In this case, 𝑓 is given by
𝑓(𝑃#,…,𝑃#*+,-) = 𝑃# −
∑ 𝑃#*BCBDE
5
.
In this case, we buy the asset (𝐵# = +1) at time 𝑡 + 1when
𝐹# > 0 ⟺ 𝑃# >
∑ 𝑃#*BCBDE
5
;
and sell the asset (𝐵# = −1) when
𝐹# < 0 ⟺ 𝑃# <
∑ 𝑃#*BCBDE
5
.
The Figure below illustrates the dynamics of the above 5-periods moving average method—
when the rate penetrates from below (above) the moving average of order five, a buy (sell)
signal is generated.
Copyright © Jen-Wen Lin 2018
3
For your assignment, we consider 𝐹# based on a moving-average technical indicator. In
general, for a given moving-average indicator, 𝐹# may be expressed as (a function of log
returns):
𝐹# = 𝛿 + I 𝑑K𝑋#*K
+*M
KDE
, (1)
where 𝑋# = 𝑙𝑛(𝑃# 𝑃#*-⁄ ), 𝛿 and 𝑑K are defined by a given trading rule (See Appendix for more
details). For this assignment, we assume 𝛿 = 0.
2.45
2 4
2.35
Price
2.25
2.2
Signal
13 17 21 25
33
37
41
45
Day
Return oscillator
•
Sett',
‘,s1
A
\
\
006
006 _
i
0
Copyright © John Wiley & Sons, Inc. All rights reserved..docx
Copyright © John Wiley & Sons, Inc. All rights reserved.
Chapter 17
The Special
Senses
Copyright © John Wiley & Sons, Inc. All rights reserved.
Special SensesRecall that a sensation is the conscious or subconscious awareness of an internal or external stimulus
For this chapter, “external stimulus” means light rays striking the retina of the eye, sound waves impinging on the tympanic membrane of the ear, molecules in the air and food transmitting smells and tastes to the chemical sensors in the nose an on the tongue, and the force of gravity acting on equilibrium receptors in the inner ear which sense changes in inertia
Copyright © John Wiley & Sons, Inc. All rights reserved.
Special SensesReceptors for the special senses of smell, taste, vision, hearing, and equilibrium are anatomically distinct from one another and are concentrated in specific locations in the head
In addition to the stimuli and the receptors, there are specific afferent pathways and translation sites in the brain for information assembled from these special senses
Copyright © John Wiley & Sons, Inc. All rights reserved.
Special Senses
General Senses
Include somatic sensations (tactile, thermal, pain, and proprioceptive) and visceral sensations
Are scattered throughout the body
Are relatively simple structures
Special Senses
Include smell, taste, vision, hearing and equilibrium
Are concentrated in specific locations in the head
Are anatomically distinct structures
Form complex neural pathwaysComparing the general senses and the special senses
Copyright © John Wiley & Sons, Inc. All rights reserved.
Olfaction and TasteOlfaction is the process of perceiving smells. Smell and taste are brought about through the interpretation of chemicals present in the environment
Olfactory and gustatory (taste) impulses travel not only to the cerebral cortex, but also to the limbic systemthis is why we can have emotional responses and trigger strong memories to certain smells and tastesgustation and olfaction work together but olfaction
is much stronger/more sensitive (when someone has a cold it is difficult to taste food)
Copyright © John Wiley & Sons, Inc. All rights reserved.
OlfactionThe olfactory epithelium is located in the superior part of the nasal cavity covering the surface of the cribriform plate and extending along the superior nasal concha
Copyright © John Wiley & Sons, Inc. All rights reserved.
OlfactionThe olfactory epithelium consists of 3 kinds of cells:
The olfactory receptor is a bipolar neuron with cilia (called olfactory hairs). There are 10-100 million of these receptors in the nose that respond to odorant molecules
Supporting cells provide
support and nourishment
Basal cells are stem cells
that replace olfactory
receptors
*
Copyright © John Wiley & Sons, Inc. All rights reserved.
OlfactionThe olfactory apparatus can detect about 10,000 different odors, often in concentrations as low as 1/25 billionth of a milligram per milliliter of air .
Copyright © by The McGraw-Hill Companies, Inc. The Aztec Accou.docx
Copyright © by The McGraw-Hill Companies, Inc. The Aztec Account of the Conquest of Mexico 1
The Aztec Account of the
Conquest of Mexico
edited by Miguel León Portillo
1
OVERVIEW
The Native Americans left few written records of the arrival of the Spanish conqueror
Hernán Cortés in Tenochtitlán (today's Mexico City) in 1519. From them, however, Miguel
León Portillo, a Mexican anthropologist, constructed an eyewitness account of how Cortés
treated the Native Americans and seized Montezuma (also known as Moctezuma) before
going on to destroy the city and to take over much of what is present-day Mexico.
GUIDED READING As you read, consider the following questions:
• How did Montezuma’s messengers describe Cortés and his troops?
• How did Cortés and his troops treat the Native Americans?
he Spaniards arrived in Xoloco, near the entrance to Tenochtitlan. That
was the end of the march, for they had reached their goal.
Motecuhzoma now arrayed himself in his finery, preparing to go out to
meet them. The other great princes also adorned their persons, as did the
nobles and their chieftains and knights. They all went out together to meet the
strangers.
They brought trays heaped with the finest flowers—the flower that
resembles a shield; the flower shaped like a heart; in the center, the flower with
the sweetest aroma; and the fragrant yellow flower, the most precious of all.
They also brought garlands of flowers, and ornaments for the breast, and
necklaces of gold, necklaces hung with rich stones, necklaces fashioned in the
petatillo style.
Thus Motecuhzoma went out to meet them, there in Huitzillan. He
presented many gifts to the Captain and his commanders, those who had
come to make war. He showered gifts upon them and hung flowers around
their necks; he gave them necklaces of flowers and bands of flowers to adorn
their breasts; he set garlands of flowers upon their heads. Then he hung the
gold necklaces around their necks and gave them presents of every sort as gifts
of welcome. . . .
Report on the Spaniards
The messengers reported to the king. They told him how they had made
the journey, and what they had seen, and what food the strangers ate.
Motecuhzoma was astonished and terrified by their report, and the description
of the strangers' food astonished him above all else.
T
Copyright © by The McGraw-Hill Companies, Inc. The Aztec Account of the Conquest of Mexico 2
He was also terrified to learn how the cannon roared, how its noise
resounded, how it caused one to faint and grow deaf. The messengers told
him: "A thing like a ball of fire comes out of its entrails: it comes out shooting
sparks and raining fire. The smoke that comes out with it has a pestilent odor,
like that of rotten mud. This odor penetrates even to the brain and causes the
greatest discomfort. If the cannon is aimed against a mountain, the mountain
splits and cracks open. If it is aimed against a tree, it shatters the tree into
splinters. This is a mo.
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
This chapter discusses the political context in which public administrators operate. It focuses on three themes: 1) the structure of the three levels of government and their relationship to public administration, 2) the legislative branch's role in the policy process and oversight of agencies, and 3) the judiciary's role in reviewing agency actions and interpreting laws. The chapter examines the executive, legislative, and judicial branches at the federal, state, and local levels to help administrators understand their political environment.
Copyright © by Holt, Rinehart and Winston. All rights reserved.docx
Copyright © by Holt, Rinehart and Winston. All rights reserved.
Kate Chopin’s “The Story of an Hour” originally published 1894.
The Story of an Hour
Kate Chopin
Knowing that Mrs. Mallard was afflicted with a heart trouble, great care was taken to break
to her as gently as possible the news of her husband's death.
It was her sister Josephine who told her, in broken sentences; veiled hints that revealed in
half concealing. Her husband's friend Richards was there, too, near her. It was he who had been
in the newspaper office when intelligence of the railroad disaster was received, with Brently
Mallard's name leading the list of "killed." He had only taken the time to assure himself of its
truth by a second telegram, and had hastened to forestall any less careful, less tender friend in
bearing the sad message.
She did not hear the story as many women have heard the same, with a paralyzed inability to
accept its significance. She wept at once, with sudden, wild abandonment, in her sister's arms.
When the storm of grief had spent itself she went away to her room alone. She would have no
one follow her.
There stood, facing the open window, a comfortable, roomy armchair. Into this she sank,
pressed down by a physical exhaustion that haunted her body and seemed to reach into her soul.
She could see in the open square before her house the tops of trees that were all aquiver with
the new spring life. The delicious breath of rain was in the air. In the street below a peddler was
crying his wares. The notes of a distant song which some one was singing reached her faintly,
and countless sparrows were twittering in the eaves.
There were patches of blue sky showing here and there through the clouds that had met and
piled one above the other in the west facing her window.
She sat with her head thrown back upon the cushion of the chair, quite motionless, except
when a sob came up into her throat and shook her, as a child who has cried itself to sleep
continues to sob in its dreams.
She was young, with a fair, calm face, whose lines bespoke repression and even a certain
strength. But now there was a dull stare in her eyes, whose gaze was fixed away off yonder on
one of those patches of blue sky. It was not a glance of reflection, but rather indicated a
suspension of intelligent thought.
Copyright © by Holt, Rinehart and Winston. All rights reserved.
Kate Chopin’s “The Story of an Hour” originally published 1894.
There was something coming to her and she was waiting for it, fearfully. What was it? She
did not know; it was too subtle and elusive to name. But she felt it, creeping out of the sky,
reaching toward her through the sounds, the scents, the color that filled the air.
Now her bosom rose and fell tumultuously. She was beginning to recognize this thing that
was approaching to possess her, and she was striving to beat it back with her will—as powerless
as her two white slender hands would have been.
When she abandone.
Copyright © 2020 by Jones & Bartlett Learning, LLC, an Ascend .docx
Copyright © 2020 by Jones & Bartlett Learning, LLC, an Ascend Learning Company
Case 1: Arnold, a 62-year-old plumber, had been experiencing a series of symptoms, including increased thirst, frequent urination, and
unusual weight loss. After some prodding from his wife, he went to see his family physician, Dr. Lopez. The doctor gave him a physical
exam, ordered some blood work, and scheduled a follow-up appointment. On the return visit, Arnold sat down with the doctor to discuss
his diagnosis. Dr. Lopez explained, “You have noninsulin-dependent diabetes or type 2 diabetes, which is a chronic condition that affects
the way your body metabolizes glucose. Insulin is a pancreatic hormone that transforms dietary glucose into energy for your cells. If you
had type 1 diabetes, it would mean that your pancreas produces little or no insulin. However, with type 2 diabetes, your pancreas produc-
es sufficient amounts of insulin, but your cells are no longer utilizing it efficiently, which causes fluctuation in your blood glucose levels. To
treat your condition, you’ll need to start eating a healthy diet, start exercising regularly, and monitor your blood sugar. I’m writing you a
prescription for Metformin and a glucose monitor.” After finishing his explanation, Dr. Lopez asked Arnold if he had any questions. Slightly
stunned, Arnold just shook his head and replied, “No.” Dr. Lopez also told him that his practice has a diabetes fact sheet posted on their
website and suggested that he look it up and read it. Arnold thanked him and left. He went to the pharmacy to have his prescription filled
and also bought a bottle of glucosamine, a dietary supplement used by some people to treat joint pain. When his wife asked what the
glucosamine was for, Arnold said, “I think I’m supposed to be taking it. The doctor mentioned it a few times.”
1. What are some reasons why Arnold likely did not understand what Dr. Lopez told him?
2. What could Dr. Lopez have done to better present the information in a way that Arnold would understand?
3. Was it a good idea for Dr. Lopez to refer Arnold to his practice’s website for more information? Why or why not?
Case 2: Dr. Falk and Dr. Keller operate a family medical practice. One afternoon, as they ate lunch in the break room, they discussed an
article about health literacy that Dr. Falk was reading in a national news magazine. “There’s been a growing trend toward healthcare or-
ganizations becoming health literate,” Dr. Keller said. “The statistics are pretty surprising,” Dr. Falk replied. “More than half of the people
surveyed had only basic or below basic health literacy skills.” “Do you think it’s something we should look into at our practice?” Dr. Keller
asked. “I think we should,” Dr. Falk replied. While they were talking, Amanda, the office manager, and Jean, one of the nurses, came
into the break room to get some coffee. They overheard what the doctors were discussing, and Amanda asked Jean, “What.
Copyright © 2019, American Institute of Certified Public Accou.docx
Copyright © 2019, American Institute of Certified Public Accountants, Inc. All Rights Reserved.
AICPA Code of
Professional Conduct
Effective December 15, 2014.
Updated for all Official Releases through September 1, 2018
ii
Table of Contents
Preface: Applicable to All Members ...................................................................................... 1
0.100 Overview of the Code of Professional Conduct ........................................................ 1
.01 ................................................................................................................... 1
.02 ................................................................................................................... 1
.03 ................................................................................................................... 1
0.100.010 Principles and Rules of Conduct ............................................................. 1
0.100.020 Interpretations and Other Guidance .......................................................... 1
0.200 Structure and Application of the AICPA Code ......................................................... 2
0.200.010 Structure of the AICPA Code ................................................................. 2
0.200.020 Application of the AICPA Code .............................................................. 2
0.200.030 Citations ............................................................................................. 3
0.200.040 Transition Provisions ............................................................................ 4
0.200.050 Drafting Conventions ............................................................................ 4
0.300 Principles of Professional Conduct ........................................................................ 5
0.300.010 Preamble ............................................................................................ 5
0.300.020 Responsibilities .................................................................................... 5
0.300.030 The Public Interest ............................................................................... 5
0.300.040 Integrity .............................................................................................. 6
0.300.050 Objectivity and Independence ................................................................. 6
0.300.060 Due Care ............................................................................................ 6
0.300.070 Scope and Nature of Services ................................................................. 7
0.400 Definitions ........................................................................................................ 7
.01 ................................................................................................................... 8
.02 .......................................................................................................
Copyright © 2018 Pearson Education, Inc. All Rights ReservedChild .docx
Copyright © 2018 Pearson Education, Inc. All Rights ReservedChild Development Worldwide: A Cultural Approach
First Edition
Chapter 1
Child Development Worldwide:
Who, How, and Why
Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (1 of 4)
1.1 A Worldwide Profile of Humanity Today
1.1.1 Describe the nature of the “global demographic divide” between developing and developed countries, and explain why the United States is following a different demographic path from other developed countries.
1.1.2 Distinguish between developing and developed countries in terms of income, education, and cultural values.
1.1.3 Explain why socioeconomic status (SES), gender, and ethnicity are important aspects of child development within countries.
1.2 Humans: The Cultural and Global Species
1.2.1 Identify the evolution of characteristics that make modern humans distinct from their nearest great ape species.
1.2.2 Summarize the major changes in human cultures since the Upper Paleolithic period.
1.2.3 Apply information about human evolution to how child development takes place today.
Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (2 of 4)
1.3 The Field of Child Development: Emergence and Expansion
1.3.1 Provide some reasons why the field of child development primarily focused on younger children until about the mid-20th century.
1.3.2 Describe when the field of child development began to address adolescence in a notable way, and explain why the age range that Hall had designated for adolescence has been moved downward by contemporary researchers.
1.3.3 Explain how the field of child development has recently expanded anew to encompass emerging adulthood.
1.3.4 Describe the cultural-developmental approach, and why developmental stages and pathways within this approach are somewhat flexible.
Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (3 of 4)
1.4 How We Study Child Development
1.4.1 Recall the five steps of the scientific method.
1.4.2 Summarize the main measurements used in research on child development.
1.4.3 Distinguish between major types of research designs.
1.4.4 Describe the two major types of research designs distinctive to developmental psychology.
1.4.5 Identify some key ethical standards for child development research.
Copyright © 2018 Pearson Education, Inc. All Rights ReservedLearning Objectives (4 of 4)
1.5 Why We Study Child Development Worldwide
1.5.1 Explain the three general levels at which child development contributes knowledge.
1.5.2 Give examples of how scientific knowledge can be applied across contexts to improve children’s lives.
Copyright © 2018 Pearson Education, Inc. All Rights Reserved
Copyright © 2018 Pearson Education, Inc. All Rights ReservedA Cultural Approach to Understanding Child DevelopmentChild development is the ways individuals grow and change until adulthoodCulture is the total pattern of a group’s customs, beliefs, art, and techn.
Copyright © 2018 Pearson Education, Inc. C H A P T E R 6.docx
Copyright © 2018 Pearson Education, Inc.
C H A P T E R 6
Files and Exceptions
Copyright © 2018 Pearson Education, Inc.
TopicsIntroduction to File Input and OutputUsing Loops to Process FilesProcessing RecordsExceptions
Copyright © 2018 Pearson Education, Inc.
Introduction to File Input and OutputFor program to retain data between the times it is run, you must save the data
Data is saved to a file, typically on computer disk
Saved data can be retrieved and used at a later time“Writing data to”: saving data on a fileOutput file: a file that data is written to
Copyright © 2018 Pearson Education, Inc.
Copyright © 2018 Pearson Education, Inc.
Introduction to File Input and Output (cont’d.)“Reading data from”: process of retrieving data from a fileInput file: a file from which data is readThree steps when a program uses a file
Open the file
Process the file
Close the file
Copyright © 2018 Pearson Education, Inc.
Copyright © 2018 Pearson Education, Inc.
Types of Files and File Access MethodsIn general, two types of files
Text file: contains data that has been encoded as text
Binary file: contains data that has not been converted to textTwo ways to access data stored in file
Sequential access: file read sequentially from beginning to end, can’t skip ahead
Direct access: can jump directly to any piece of data in the file
Copyright © 2018 Pearson Education, Inc.
Filenames and File ObjectsFilename extensions: short sequences of characters that appear at the end of a filename preceded by a period
Extension indicates type of data stored in the fileFile object: object associated with a specific file
Provides a way for a program to work with the file: file object referenced by a variable
Copyright © 2018 Pearson Education, Inc.
Filenames and File Objects (cont’d.)
Copyright © 2018 Pearson Education, Inc.
Opening a Fileopen function: used to open a file
Creates a file object and associates it with a file on the disk
General format:
file_object = open(filename, mode)Mode: string specifying how the file will be opened
Example: reading only ('r'), writing ('w'), and appending ('a')
Copyright © 2018 Pearson Education, Inc.
Specifying the Location of a FileIf open function receives a filename that does not contain a path, assumes that file is in same directory as programIf program is running and file is created, it is created in the same directory as the program
Can specify alternative path and file name in the open function argument
Prefix the path string literal with the letter r
Copyright © 2018 Pearson Education, Inc.
Writing Data to a FileMethod: a function that belongs to an object
Performs operations using that objectFile object’s write method used to write data to the file
Format: file_variable.write(string)File should be closed using file object close method
Format: file_variable.close()
Copyright © 2018 Pearson Education, Inc.
Reading Data From a Fileread method: file object method tha.
Copyright © 2018 Capella University. Copy and distribution o.docx
Copyright © 2018 Capella University. Copy and distribution of this document are prohibited.
PSYC1003
Learner’s Name
Topic Selection and Thesis Worksheet
Topic: In the box below, state the topic of your research as a full sentence.
How do addictions of a family member affect nonaddicted family members?
Preliminary Thesis Statement: In the box below, state your preliminary thesis statement as
a full sentence or two. (Note: Your thesis statement may change as you discover new
information about your topic.)
Addiction has a devastating effect on families. When a family member is addicted to
drugs or alcohol, tension, miscommunication, and frequent arguments are likely to become a
part of the addict’s household. (DrugRehab.org, 2016).
List the curiosity questions you asked about the topic before researching it.
What is addiction, and what are the different types of addiction?
How does addiction affect family life?
How does addiction of a parent or parents affect a child?
How does addiction of a spouse affect a person?
What are the consequences of addiction?
How does addiction of a child affect the parents?
How does addiction affect the social life of a family that has an addicted member?
What kinds of people are prone to addiction?
What causes addiction?
How should the problem of addiction be dealt with?
What other points of view, in addition to your own, did you consider before deciding your
position on this specific topic?
Comment [A1]: Hi! Wonderful thesis
statement—it clearly establishes the point of
view and position for you paper.
Comment [A2]: Hi! The citation should come
before the final period in the sentence.
Comment [A3]: Hi! Great curiosity question
that reflect an open-minded approach to the
topic and a willingness to see where the
information will take you!
Copyright © 2018 Capella University. Copy and distribution of this document are prohibited.
PSYC1003
Before deciding my position on addiction, I considered the following points of view, in
addition to my own:
• Addiction of a family member is beneficial to nonaddict family members.
• Addiction of a family member does not affect nonaddict family members.
• Addiction of a family member may affect nonaddict children and adolescents in the family
as they tend to have impressionable minds.
• Addiction of a family member may affect nonaddict family members who have poor
mental health.
• Addiction of a family member may affect nonaddict family members who can be easily
influenced.
Comment [A4]: Hi! Wonderful job looking at
point of view! With points of view, we’re looking
at different ways the topic could be viewed from
a top-view level. The thesis is that addiction is
harmful for the non-addicted family member. A
starting point for looking at different points of
view is start with the opposite: addiction is
beneficial for the non-addict family member.
That may seem to viola.
Copyright © 2018 Pearson Education, Inc.C H A P T E R 3.docx
The document discusses decision structures and Boolean logic in Python. It covers if, if-else, and if-elif-else statements for controlling program flow based on conditional logic. Relational and logical operators are explained for creating Boolean expressions to evaluate conditions. The chapter also discusses comparing strings, nested conditional structures, Boolean variables, and using conditional logic to determine turtle graphics properties and state in Python.
Copyright © 2018 by Steven Levitsky and Daniel.docx
Copyright © 2018 by Steven Levitsky and Daniel Ziblatt
All rights reserved.
Published in the United States by Crown, an imprint of the Crown Publishing Group, a division of
Penguin Random House LLC, New York.
crownpublishing.com
CROWN and the Crown colophon are registered trademarks of Penguin Random House LLC.
Library of Congress Cataloging-in-Publication Data
Names: Levitsky, Steven, author. | Ziblatt, Daniel, 1972– author.
Title: How democracies die / Steven Levitsky and Daniel Ziblatt.
Description: First edition. | New York : Crown Publishing, [2018] | Includes bibliographical
references.
Identifiers: LCCN 2017045872| ISBN 9781524762933 | ISBN 9781524762940 (pbk.) |
ISBN 9781524762957 (ebook)
Subjects: LCSH: Democracy. | Political culture. | Democracy—United States. | Political culture—
United States. | United States—Politics and government—2017–
Classification: LCC JC423 .L4855 2018 | DDC 321.8—dc23
LC record available at https://lccn.loc.gov/ 2017045872
ISBN 9781524762933
Ebook ISBN 9781524762957
International edition ISBN 9780525574538
Cover design by Christopher Brand
v5.1
ep
http://crownpublishing.com/
https://lccn.loc.gov/2017045872
To our families:
Liz Mineo and Alejandra Mineo-Levitsky & Suriya, Lilah, and Talia Ziblatt
Contents
Cover
Title Page
Copyright
Dedication
Introduction
Chapter 1: Fateful Alliances
Chapter 2: Gatekeeping in America
Chapter 3: The Great Republican Abdication
Chapter 4: Subverting Democracy
Chapter 5: The Guardrails of Democracy
Chapter 6: The Unwritten Rules of American Politics
Chapter 7: The Unraveling
Chapter 8: Trump Against the Guardrails
Chapter 9: Saving Democracy
Acknowledgments
Endnotes
file:///tmp/calibre_4.8.0_tmp_kSZb6L/QHRTjZ_pdf_out/OEBPS/Levi_9781524762957_epub3_cvi_r1.xhtml
Introduction
Is our democracy in danger? It is a question we never thought we’d be
asking. We have been colleagues for fifteen years, thinking, writing, and
teaching students about failures of democracy in other places and times—
Europe’s dark 1930s, Latin America’s repressive 1970s. We have spent years
researching new forms of authoritarianism emerging around the globe. For
us, how and why democracies die has been an occupational obsession.
But now we find ourselves turning to our own country. Over the past two
years, we have watched politicians say and do things that are unprecedented
in the United States—but that we recognize as having been the precursors
of democratic crisis in other places. We feel dread, as do so many other
Americans, even as we try to reassure ourselves that things can’t really be
that bad here. After all, even though we know democracies are always
fragile, the one in which we live has somehow managed to defy gravity. Our
Constitution, our national creed of freedom and equality, our historically
robust middle class, our high levels of wealth and education, and our large,
diversified private sector—all these should inoculate us from the kind of
democrat.
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Right.docx
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Psychology
Twelfth Edition
Chapter 1
What Is Psychology?
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
Psychology, Pseudoscience, and
Popular Opinion
• LO 1.1.A Define psychology, and describe how it
addresses topics from a scientific perspective.
• LO 1.1.B Provide examples of pseudoscience,
psychobabble, popular opinion, and “plain old
common sense” related to psychological topics,
and describe how scientific psychology would
address such claims.
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
What Psychology Is
• Psychology is the discipline concerned with
behavior and mental processes and how they are
affected by an organism’s external and internal
environment.
• Unlike pop psychology, scientific psychology is
based on research and empirical evidence.
– gathered by careful observation, experimentation, and
measurement
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
What Psychology Is Not (1 of 4)
• Psychologists have many pseudoscientific
competitors, such as astrologers and psychics.
• Like psychologists, promoters of nonscientific
systems try to explain people’s problems and
predict their behavior.
• When their claims are put to the test, they turn out
to be so vague as to be meaningless or just plain
wrong.
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
What Psychology Is Not (2 of 4)
• Psychology’s methods and reliance on empirical
evidence distinguish it from pseudoscience and
“psychobabble.”
• Like scientists in other fields, psychological
researchers strive to:
– discover new phenomena and correct mistaken ideas
– deepen our understanding of an already familiar world
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
What Psychology Is Not (3 of 4)
• Psychobabble is appealing because it confirms
our beliefs and prejudices.
• In contrast, psychology often challenges them.
• Fully understanding basic human processes that
most people take for granted often involves:
– examining them in a new light
– turning common wisdom on its head for a different
perspective
– shaking up cherished beliefs to see why and when they
hold true
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
What Psychology Is Not (4 of 4)
Figure 1.1
Psychology: It’s Not Just “Common Sense”
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
Thinking Critically and Creatively About
Psychology
• LO 1.2.A Explain why critical thinking applies to all
scientific pursuits, and also why it should guide
everyday judgments and decision making.
• LO 1.2.B List eight important critical-thinking
guidelines and give an example of how each
applies to the science of psychology.
Copyright © 201.
Copyright © 2017 Wolters Kluwer Health Lippincott Williams.docx
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Chapter 1
Introduction to Nursing Research
in an Evidence-Based
Practice Environment
*
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Question
Tell whether the following statement is true or false:
Nursing research is systematic inquiry using disciplined methods to solve problems.
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Answer
False
Research is systematic inquiry using disciplined methods to solve problems. Nursing research is systematic inquiry to develop knowledge about issues of importance to the nursing profession.
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
What Is Research?Systematic inquiry using disciplined methods to solve problems
Nursing researchSystematic inquiry to develop knowledge about issues of importance to the nursing profession
*
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Consumer–Producer ContinuumConsumers: nurses who read and evaluate research reports or summariesProducers: nurses who design and undertake research studies
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Question
Tell whether the following statement is true or false:
Producers of research design and undertake studies.
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Answer
True
Knowledge of nursing research enhances the professional practice of both consumers of research (who read and evaluate studies) and producers of research (who design and undertake studies).
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Contemporary EmphasisEvidence-based practice projectsReplicationsResearch integration through systematic reviewMultisite and interdisciplinary studiesExpanded dissemination effortsIncreased focus on health disparities
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Sources of Evidence for Nursing PracticeTraditionAuthority Clinical experience, trial and error, intuitionLogical reasoning (inductive and deductive)
*
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
What Is a Paradigm?
A world view; a general perspective on the complexities of the real world, with certain assumptions about reality
Key paradigms for nursing research:Positivist paradigmNaturalistic paradigm
*
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
What Is the Nature of Reality?Positivist assumption: Reality exists; there is a real world driven by natural causes.Naturalistic assumption: Reality is multiple and subjective, constructed by individuals.
*
Copyright © 2017 Wolters Kluwer Health | Lippincott Williams & Wilkins
Question
What occurs in the positivist paradigm?
Reality is not fixed.
Reality is fixed.
Associated with qualitative research
Subjective, narrative materials
Copyright © 2017 Wolters Kluwer .
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Operations Management
8th edition
Chapter 2
Operations Performance
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Slack et al.’s model of operations management
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
In Chapter 2 – Operations performance – Slack et al. identify
the following key questions…
Why is operations performance vital in any organization?
How is operations performance judged at a societal level?
How is operations performance judged at a strategic level?
How is operations performance judged at an operational
level?
How can operations performance be measured?
How do operations performance objectives trade off against
each other?
Key questions
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Three levels of operations performance
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Stakeholder groups with typical operations objectives
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
People – The social
account, measured by
the impact of the
operation on the quality
of people’s lives
Planet – The environmental account,
measured by environmental impact of
the operation
Profit – The economic
account, measured by
profitability, return on
assets, etc. of the
operation
Sustainability
How operations can impact TBL performance (1 of 3)
• Recyclability of materials, energy consumption and waste material
generation
• Reducing transport-related energy
• Noise pollution, fume and emission pollution
• Obsolescence and wastage
• Environmental impact of process failures
• Recovery to minimize impact of failures
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
People – The social
account, measured by
the impact of the
operation on the quality
of people’s lives
Planet – The environmental account,
measured by environmental impact of
the operation
Profit – The economic
account, measured by
profitability, return on
assets, etc. of the
operation
Sustainability
How operations can impact TBL performance (2 of 3)
• Customer safety from products and services
• Employment impact of an operation’s location
• Employment implications of outsourcing
• Repetitive or alienating work
• Staff safety and workplace stress
• Non-exploitation of developing country suppliers
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
People – The social
account, measured by
the impact of the
operation on the quality
of people’s lives
Planet – The environmental account,
measured by environmental impact of
the operation
Profit – The economic
account, measured by
profitability, return on
assets, etc. of the
operation
Sustainability
How operations can impact TBL performance (3 of 3)
• Cost of producing p.
Copyright © 2017 by University of Phoenix. All rights rese.docx
1. The document provides financial information for Berkshire Instruments and Harrod's Sporting Goods to calculate key ratios and determine the cost of capital. For Berkshire Instruments, the vice president is determining the weighted average cost of capital using different capital structure assumptions. For Harrod's, the CFO is analyzing the company's financial ratios to negotiate loan terms with their bank.
2. The document contains income statements, balance sheets, and industry ratios for both companies over multiple years. It provides instructions to calculate profitability, asset utilization, and other ratios and compare to industry benchmarks. The goal is to evaluate financial performance and negotiating positions.
3. Key information includes capital structures, bond yields, dividend payouts, tax
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Copyright © 2016 John Wiley & Sons, Inc.
Copyright © 2016 John Wiley & Sons, Inc.
Managing and Using
Information Systems
A STRATEGIC APPROACH
Sixth Edition
Keri E. Pearlson
KP Partners
Carol S. Saunders
W.A. Franke College of Business
Northern Arizona University
Dr. Theo and Friedl Schoeller Research Center for Business and Society
Dennis F. Galletta
Katz Graduate School of Business
University of Pittsburgh, Pittsburgh, PA
Copyright © 2016 John Wiley & Sons, Inc.
VICE PRESIDENT & DIRECTOR George Hoffman
EXECUTIVE EDITOR Lise Johnson
DEVELOPMENT EDITOR Jennifer Manias
ASSOCIATE DEVELOPMENT EDITOR Kyla Buckingham
SENIOR PRODUCT DESIGNER Allison Morris
MARKET SOLUTIONS ASSISTANT Amanda Dallas
SENIOR DIRECTOR Don Fowley
PROJECT MANAGER Gladys Soto
PROJECT SPECIALIST Nichole Urban
PROJECT ASSISTANT Anna Melhorn
EXECUTIVE MARKETING MANAGER Christopher DeJohn
ASSISTANT MARKETING MANAGER Puja Katariwala
ASSOCIATE DIRECTOR Kevin Holm
SENIOR CONTENT SPECIALIST Nicole Repasky
PRODUCTION EDITOR Loganathan Kandan
This book was set in 10/12 Times Roman by SPi Global and printed and bound by Courier Kendallville.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people
around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to
the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the
environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper
specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support. For more
information, please visit our website: www.wiley.com/go/citizenship.
Copyright © 2016, 2013, 2010, 2006, 2004, 2001 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be repro-
duced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or
otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission
of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood
Drive, Danvers, MA 01923 (Web site: www.copyright.com). Requests to the Publisher for permission should be addressed to the Permissions
Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030‐5774, (201) 748‐6011, fax (201) 748‐6008, or online at: www.
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Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their cou.
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Chapter
7
Analyzing
Business Markets
Copyright © 2016 Pearson Education, Inc. 7-*
Learning Objectives
What is organizational buying?
What buying situations do business buyers face?
Who participates in the business-to-business buying process?
How do business buyers make their decisions?
In what ways can business-to-business companies develop effective marketing programs?
How can companies build strong loyalty relationships with business customers?
How do institutional buyers and government agencies do their buying?
Copyright © 2016 Pearson Education, Inc. 7-*
What is
Organizational Buying?Business market
Consists of all the organizations that acquire goods and services used in the production of other products or services that are sold, rented, or supplied to others
Frederick E. Webster Jr. and Yoram Wind define organizational buying as the decision-making process by which formal organizations establish the need for purchased products and services and identify, evaluate, and choose among alternative brands and suppliers. Any firm that supplies components for products is in the business-to-business marketplace. More dollars and items change hands in sales to business buyers than to consumers.
*
Copyright © 2016 Pearson Education, Inc. 7-*
Business marketsFewer, larger buyersClose supplier–customer relationshipsProfessional purchasingMultiple buying influencesMultiple sales callsDerived demandInelastic demandFluctuating demandGeographically concentrated buyersDirect purchasing
Business marketers contrast sharply with consumer markets in some ways. The business marketer normally deals with far fewer, much larger buyers than the consumer marketer does, particularly in such industries as aircraft engines and defense weapons. Because of the smaller customer base and the importance and power of the larger customers, suppliers are frequently expected to customize their offerings to individual business customer needs. Business goods are often purchased by trained purchasing agents, who must follow their organizations’ purchasing policies, constraints, and requirements. More people typically influence business buying decisions. Buying committees consisting of technical experts and even senior management are common in the purchase of major goods. A study by McGraw-Hill found that it took four to four-and-a-half calls to close an average industrial sale. The demand for business goods is ultimately derived from the demand for consumer goods. The total demand for many business goods and services is inelastic—that is, not much affected by price changes. The demand for business goods and services tends to be more volatile than the demand for consumer goods and services. The geographical concentration of producers helps to reduce selling costs. Business buyers often buy directly from manufacturers .
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Copyright © 2015. F.A. Davis CompanyPeople and the Proc.docx
- 1. Copyright © 2015. F.A. Davis Company People and the Process of Change Chapter 9 * Copyright © 2015. F.A. Davis Company ChangeA natural phenomenonMacro- and micro-change * Copyright © 2015. F.A. Davis Company The Process of ChangeThe comfort zoneUnfreezingChangeRefreezingReturn to new comfort zone
- 2. * Copyright © 2015. F.A. Davis Company The Change Process Unfreezing Change Refreezing zone zone zone * Copyright © 2015. F.A. Davis Company Sources of Resistance to Change Technical concerns Psychosocial needs Position and power * Copyright © 2015. F.A. Davis Company Receptivity to ChangeRecognize differences in preferences for certainty.Speak to people’s feelings. Stories and Drama vs. Statistics.
- 3. * Copyright © 2015. F.A. Davis Company ResistanceRecognizing resistanceLowering resistanceInformation disseminationDisconfirmation of currently held beliefsPsychological safetyCommand * Copyright © 2015. F.A. Davis Company Dictating ChangeEffective in many situationsCommunicates a sense of urgencyChange may be rapid but without a lasting commitment * Copyright © 2015. F.A. Davis Company Active Resistance to ChangeAttacking the ideaRefusal to changeArguing against changeOrganizing resistance of other people *
- 4. Copyright © 2015. F.A. Davis Company Passive Resistance to ChangeAvoiding discussionIgnoring the changeRefusing to commit to the changeAgreeing but not acting * Copyright © 2015. F.A. Davis Company Strategies to Overcome ResistancePoint out similarities.Express approval.Recognize competence and skill.Provide assurance. * Copyright © 2015. F.A. Davis Company StrategiesSuggest new opportunities.Express value of contributions.Ensure involvement. * Copyright © 2015. F.A. Davis Company Strategies (cont’d)Provide opportunities for expression.Allow time for practice.Provide a climate of acceptance.
- 5. * Copyright © 2015. F.A. Davis Company Four Phases of Planned Change Design the change Plan the implementation Implement the change Integrate the change * Copyright © 2015. F.A. Davis Company Design the ChangeWhat is the purpose?Is the change necessary?Is the change technically correct?Will this work?Is there a better way? * Copyright © 2015. F.A. Davis Company Plan the ImplementationWhy is there resistance?Is the resistance justified?What can be done to prevent or overcome
- 6. resistance? * Copyright © 2015. F.A. Davis Company Implement the ChangeWhat is the magnitude?What is the complexity?What is the pace?What is the current stress level? * Copyright © 2015. F.A. Davis Company Integrate the ChangeIs the change integrated into everyday operations?Are people comfortable with it?Is it well accepted? * Copyright © 2015. F.A. Davis Company ConclusionYour leadership will influence how change is handled.Change presents an opportunity for professional growth and development.View change in a positive way. *