evidence shows that linear models can lead to better organizational outcomes: graduate-school admissions decisions and hiring decisions.
Improving Admissions Decisions
The value of using linear models in hiring, admissions, and selection decisions is highlighted by work Moore and his colleagues undertook on the interpretation of grades (Moore, Swift, Sharek, & Gino, 2007). They found substantial differences in the grading practices of colleges, even between institutions of similar quality and selectivity. The results show that students from colleges with more lenient grading are more likely to get into graduate school, even after controlling for the quality of the institution and the quality of its students. Due to a variant of the representativeness heuristic called the correspondence bias (Gilbert & Malone, 1995), graduate schools misinterpret the high GPAs of alumni from lenient-grading institutions as indicating high performance. The correspondence bias describes the tendency to take others at face value, assuming that their behavior (or their GPAs) corresponds to their innate traits. This bias persists even when those making the admissions decisions have full information about different institutions' grading practices. It seems that people have trouble sufficiently discounting high grades that are due to lenient grading.
By contrast, it would be easy to set up a linear program to avoid this error. Indeed, Dawes (1971) did just that in his work on graduate-school admissions decisions. Dawes used a common method for developing his linear model: he first modeled the admissions decisions of a four-person committee. In other words, he systematically analyzed how the committee made its admissions decisions relying on three factors: (1) Graduate Record Examination scores, (2) undergraduate grade point average, and (3) the quality of the undergraduate school. Dawes then used the variable weightings he obtained from modeling the experts in a linear model to predict the average rating of 384 other applicants. He found that the model could be used to rule out 55 percent of the applicant pool without ever rejecting an applicant that the selection committee had in fact accepted. In addition, the linear model was better than the committee itself in predicting future ratings of the accepted and matriculated applicants by faculty! In 1971, Dawes estimated that the use of a linear model as a screening device by the nation's graduate schools (not to mention by the larger domains of undergraduate admissions, corporate recruiting, and so on) could result in an annual savings of about $18 million in professional time. Adjusted for today's dollars and the current number of graduate-school applications, that number would easily exceed $500 million.
Improving Hiring Decisions
Hiring decisions are among the most important decisions an organization can make. Virtually every corporation in the world relies on unstructured, face-to-face employment interviews as t ...
This document discusses staffing decisions for a group project. It lists 12 student names that will work on the project. The document provides the group number and title of "Staffing Decisions".
This document summarizes the key findings from a study analyzing data on implementing multi-source feedback in professional pharmacy courses. Data was collected through questionnaires given to students, interviews with instructors and simulated patients, and observations of student consultations. The results were analyzed using descriptive statistics and charts. It was found that students generally agreed there was sufficient time for feedback, and that receiving feedback from peers was useful. However, some expressed uncertainty around how the feedback would be used. The study highlights challenges in implementing multi-rater feedback and ensuring feedback is used constructively.
This document discusses the importance of likeability in getting hired. It argues that in today's job market, the most likeable candidates are more likely to get job offers even if their expertise is equal to other candidates. It provides research showing traits like extroversion and agreeableness positively influence hiring decisions. The document advises job seekers to develop strong social skills and manage their impressions to appear likeable throughout the hiring process in order to overcome biases hiring managers may have.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
Ethical Healthcare Scenarios WorksheetScenario 1 Medical codi.docxhumphrieskalyn
Ethical Healthcare Scenarios Worksheet
Scenario 1: Medical coding in a physician's practice
Imagine you work in a high-pressure cardiology physician's office and you are one of two medical coders. Your supervisor is very focused on the greatest reimbursement to satisfy revenue projections for the practice. As a result, you are asked to "up-code" billing. How can the pressure of acquiring the maximum repayment for services lead to manipulating or falsifying documentation?
1. What is “up-code” billing? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. How can the pressure of acquiring the maximum repayment for services lead to manipulating/falsifying documentation?
Scenario 2: Administration of patient medications in the hospital setting
Imagine you are a new graduate nurse working nights on a busy medical unit. You just received a new patient who needs to be admitted to your unit and you just finished medicating a patient with a narcotic injection with a dose greater than ordered. Clearly understanding medication errors may lead to patient injury and even death, explain why a clinician may choose not to report the incident.
1. What constitutes a medication error? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Why might a clinician choose not to report a medication error?
Scenario 3: Not hiring a qualified individual because of discrimination
Imagine you are a new human resources director in a nonprofit organization and have been pressured not to hire Middle Eastern candidates by the organization's CEO. In the United States, discrimination against people based on their ethnicity, race, or cultural orientation is strictly forbidden under federal and state laws. Ethical discrimination may result in the breeding of ill feelings at work, as well as reduced productivity. To eliminate these ramifications, organizations need to put forth increased effort in curbing ethical discrimination in the employment sector. What are some interventions organizations can put in place to prevent discrimination?
1. What is discrimination? Is it illegal? Is it ethical?
2. What principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Name three interventions organization can put in place to prevent discrimination.
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MGMT2034 Reflection Assignment.xlsx
Sheet1BUSN20134 Business Ethics and Sustainability- Reflection Assignment 2 Part B .2 - Assessment Rubric (This information is provided as a guide to expectations regarding the reflective assignment. As with any assessment tasks students should seek further clarification from the facilitator and unit coordinator to insure they understand the requirements of the assessment task)WeightingFail-IIIFail-IIFail-IPassC.
This document discusses staffing decisions for a group project. It lists 12 student names that will work on the project. The document provides the group number and title of "Staffing Decisions".
This document summarizes the key findings from a study analyzing data on implementing multi-source feedback in professional pharmacy courses. Data was collected through questionnaires given to students, interviews with instructors and simulated patients, and observations of student consultations. The results were analyzed using descriptive statistics and charts. It was found that students generally agreed there was sufficient time for feedback, and that receiving feedback from peers was useful. However, some expressed uncertainty around how the feedback would be used. The study highlights challenges in implementing multi-rater feedback and ensuring feedback is used constructively.
This document discusses the importance of likeability in getting hired. It argues that in today's job market, the most likeable candidates are more likely to get job offers even if their expertise is equal to other candidates. It provides research showing traits like extroversion and agreeableness positively influence hiring decisions. The document advises job seekers to develop strong social skills and manage their impressions to appear likeable throughout the hiring process in order to overcome biases hiring managers may have.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
Ethical Healthcare Scenarios WorksheetScenario 1 Medical codi.docxhumphrieskalyn
Ethical Healthcare Scenarios Worksheet
Scenario 1: Medical coding in a physician's practice
Imagine you work in a high-pressure cardiology physician's office and you are one of two medical coders. Your supervisor is very focused on the greatest reimbursement to satisfy revenue projections for the practice. As a result, you are asked to "up-code" billing. How can the pressure of acquiring the maximum repayment for services lead to manipulating or falsifying documentation?
1. What is “up-code” billing? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. How can the pressure of acquiring the maximum repayment for services lead to manipulating/falsifying documentation?
Scenario 2: Administration of patient medications in the hospital setting
Imagine you are a new graduate nurse working nights on a busy medical unit. You just received a new patient who needs to be admitted to your unit and you just finished medicating a patient with a narcotic injection with a dose greater than ordered. Clearly understanding medication errors may lead to patient injury and even death, explain why a clinician may choose not to report the incident.
1. What constitutes a medication error? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Why might a clinician choose not to report a medication error?
Scenario 3: Not hiring a qualified individual because of discrimination
Imagine you are a new human resources director in a nonprofit organization and have been pressured not to hire Middle Eastern candidates by the organization's CEO. In the United States, discrimination against people based on their ethnicity, race, or cultural orientation is strictly forbidden under federal and state laws. Ethical discrimination may result in the breeding of ill feelings at work, as well as reduced productivity. To eliminate these ramifications, organizations need to put forth increased effort in curbing ethical discrimination in the employment sector. What are some interventions organizations can put in place to prevent discrimination?
1. What is discrimination? Is it illegal? Is it ethical?
2. What principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Name three interventions organization can put in place to prevent discrimination.
Scanned with CamScanner
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Scanned with CamScanner
MGMT2034 Reflection Assignment.xlsx
Sheet1BUSN20134 Business Ethics and Sustainability- Reflection Assignment 2 Part B .2 - Assessment Rubric (This information is provided as a guide to expectations regarding the reflective assignment. As with any assessment tasks students should seek further clarification from the facilitator and unit coordinator to insure they understand the requirements of the assessment task)WeightingFail-IIIFail-IIFail-IPassC.
Recruitment and Selection in Canada 7th Edition Catano Solutions ManualLancere
Full download : http://alibabadownload.com/product/recruitment-and-selection-in-canada-7th-edition-catano-solutions-manual/ Recruitment and Selection in Canada 7th Edition Catano Solutions Manual
This document provides a literature review and proposes a performance appraisal model for
implementing in a Student Affairs division of a large institution of higher education. It discusses the
rationale for performance appraisals being important for business and human resource policy. The
model aims to collect employee performance information systematically and provide feedback to
integrate into the organization's performance management process. The review covers objectives of
performance appraisals like focusing on performance not personalities, reaching agreements on areas
for improvement, and identifying training needs. It also discusses pitfalls to avoid in conducting
appraisals and legal implications around ensuring appraisal systems are valid and fairly administered.
6
SURVEY REPORT
INTRODUCTION
Management of knowledge is one of the domineering methods that are being used by the companies in order to encounter their pre-emptive and planned requirements. It is comprised of the ingenuities, procedures, tactics and schemes that endure and boost the modification, sharing, assessment, and storage and information formulation. Therefore, the practices of knowledge management play an important role in attaining company goals and objectives in effective manner. It helps generating value for the company (Alegre, Sengupta and Lapiedra, 2013).SURVEY AIM
To find out the impact of knowledge management in Qatar Airways on their strategic planningOBJECTIVE
Objective of the conducted survey is to scrutinise practices of the knowledge management that affect the strategic planning activities and also evaluate the issues and factors that are associated with the knowledge management and put their both positive and negative impact on the strategic planning of the organisation. In order to analyse, the researcher emphasises on the following research objective:
· To identify the relationship between Knowledge management and strategic planning
· To evaluate the factors of KNOWLEDGE MANAGEMENT that affects the practices of strategic planning.
· To examine how the practices of strategic planning affect the corporate performance of Qatar airways.
· To determine the importance of strategic planning on Qatar airways.SURVEY QUESTION
Intended for obtaining the above-illustrated objectives of this project, the researcher will search pro solutions to the substantial questions:
· Is there any association among knowledge management and strategic planning?
· What are the major elements of knowledge management that affect the strategic planning practices of Qatar Airways?
· How the practices of knowledge management and strategic planning impact the performance of Qatar Airways?
· Are the practices of knowledge management important for organisations?REASEARCH FACTORS
Knowledge management communicates important information widely and quickly and it assists to address this difficulty throughout modified portal as well as particular search engines. If average procedures as well as measures have been distinct they ought to constantly be followed. There are many factors that involve knowledge management. They are either independent or depend on other factors. All these factors are categorized mainly into three categories which are further classified into other factors. (Lindner and Wald, 2011). (IV) (DV)
1. People
a. Knowledge Managers (IV)
b. Communities or Practice (IV)
c. Training and Communication (IV)
d. Measurement and Reward system (IV)
e. Knowledge sharing culture (DV)
f. Knowledge advisors (IV)
g. Employee satisfaction survey
2. Process
a. Knowledge capture and reuse (DV)
b. Communities of Practice (DV)
c. Best practice selection and replication (IV)
d. Project Team Collaboration (DV)
e. Metrics and Reporting (IV)
f. Managem.
The document discusses induction and development in the workplace. It states that the length of time an employee stays in a role is influenced by how long they have already been in the organization. New employees are most at risk of leaving during the first 12 months. Good recruitment and selection aims to stabilize this risk period and help new employees integrate into their roles. A planned induction program provides assistance to help new employees settle in while being productive. Competency-based selection provides clear strengths and weaknesses that make induction planning easier. Measuring individual and organization performance can help evaluate the effectiveness of selection techniques.
The document discusses using assessment center methodology for assessing global talent, highlighting key considerations for designing and implementing international assessment centers such as defining the job role and desired competencies, ensuring diverse representation on project teams, providing cultural sensitivity training, and evaluating the success of the process to maintain fairness and effectiveness across cultures.
The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
This study investigated the effectiveness of two types of employee motivation policies - pay-for-performance (PFP) and employee involvement in organizational leadership (EIOL) - on young workers aged 18-25. An experimental study was conducted to compare the impact of each policy type on motivation levels. The results showed that EIOL policies were favored over PFP policies, especially among female participants. The level of information provided about the PFP policies was also found to significantly affect motivation levels, with more information leading to higher motivation. The study recommends implementing EIOL policies and keeping employees well-informed about motivation policies to improve outcomes.
The role of psychology in human resources management by Dr.Mahboob Khan PhdHealthcare consultant
HRM can be considered to be responsibility of all those who manage people as well as a description of persons who are employed as specialists. It is that part of management that involves planning for human resource needs, including recruitment and selection, training and development. It also includes welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations. The integration between the management of human resources and psychology is arguably the prime factor delineating HRM theory and practice from its more traditional personnel management origins. Selection of the personnel has long been recognized as a key activity within HR and this article seeks to explore the extent to which its practice provides evidence of such strategic alignment.
Developmental activities like multisource feedback, developmental assessment centers, developmental assignments, and job rotation programs can help facilitate skills and supplement coaching. Multisource feedback involves collecting feedback from subordinates, peers, superiors to assess strengths and development areas. Developmental assessment centers use more intensive measurement over time to provide a comprehensive understanding of behaviors, skills, motives, and potential. Developmental assignments temporarily move managers to new projects, tasks forces, or organizations to build skills like interpersonal abilities and strategic competencies. Job rotation programs involve periodically moving managers between different subunits for 6 months to 3 years to learn new technical and process knowledge across an organization. However, biases and costs must be considered when implementing these developmental activities.
Attachmente-Activity· Visit hr.com and read The importance o.docxikirkton
Attachment
e-Activity
· Visit hr.com and read “The importance of performance management to employee productivity.” Be prepared to discuss.
The Importance of Performance Management to Employee Productivity
By:
Date: June 11 2001
The primary purpose of performance appraisal is developmental. It is to inculcate in people the desire for continuous improvement. Secondary reasons are administrative in nature; appraisals provide a basis for determining who should receive a bonus, an increase in salary, a promotion, demotion, termination, etc. Despite these laudatory objectives, Herb Meyer, in a seminal study at GE showed that appraisals can have a deleterious effect on an employee´s performance. Moreover, this decrease in performance may last up to 12-13 weeks subsequent to the appraisal. Why does this occur? The answers are at least three-fold.
First, G.E. showed that as a result of appraisals, people often become defensive. In doing so they attack the appraisal instrument by asserting that they are appraised on the wrong things. Second, they attack the appraiser by pointing out that the boss is either too biased to evaluate them accurately, or only has a limited opportunity to observe them and thus has a distorted perspective of their performance. Third, the appraisal is given at discreet intervals (e.g., once a year) rather than on a continuous basis. Hence, the shift in emphasis in many organizations from performance appraisal to performance management. In this article, we discuss research that has been conducted on ways to improve the appraisal instrument. In subsequent articles, we will discuss the second and third issue.
Appraisal Instrument. Appraisal instruments generally fall into one of the following four categories: a blank sheet of paper, trait scales, outcome measures, or behavioral criteria. In a simulation exercise, involving Domtar Company´s paper products managers in Canada and the United States, the perceptions of fairness regarding assessments by one´s peers was as high when a blank sheet of paper served as the appraisal instrument as was the case when the instrument consisted of behavioral measures. Moreover, the perceptions were higher when a blank sheet of paper served as the appraisal instrument than they were in the condition where trait scales were used as the instrument for assessing a person´s performance.
Despite this finding, the problems with using a blank sheet of paper as an appraisal instrument are at least four-fold. First, a blank sheet facilitates errors in observation such as first impressions and recency effects on the part of appraisers. Second, the use of a blank sheet increases the probability of giving feedback that is not based on knowledge, skills, or abilities (KSAs) that are critical to effective performance. Thus the feedback may contain irrelevant or erroneous advice. Third, interobserver reliability is apt to be low. That is, two or more observers may reach very different conclusions in their a ...
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
This document discusses employee separation and retention. It covers managing both involuntary and voluntary employee turnover. For involuntary turnover, it discusses employment-at-will doctrine, principles of justice in discipline and dismissal cases, and progressive discipline programs. For voluntary turnover, it discusses the causes of job dissatisfaction and withdrawal, sources of job satisfaction, measuring job satisfaction, and using surveys to promote employee retention.
Levels Of Security Risks And Methods Of MitigationSusan Kennedy
This article examines the relationship between leaders' communication styles, leadership styles, knowledge sharing, and leadership outcomes. It administered surveys to leaders and team members to understand how communication styles like expressiveness and directness impact charismatic, human-oriented, and task-oriented leadership. The research found links between certain communication styles and leadership approaches as well as outcomes. However, it could have accounted for more demographic factors.
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
- The document discusses two types of assessments used in hiring and team integration: ipsative and normative. Ipsative assessments are self-reported while normative assessments measure responses against sample populations.
- Normative assessments are more reliable tools as they have higher reliability rates and can detect inconsistencies. They can better predict how individuals will react to change and are useful for coaching, team integration, and succession planning.
- When using assessments to integrate management teams during acquisitions or mergers, normative assessments can help understand cultural differences and how to minimize disruptions caused by organizational changes.
The document provides guidance on conducting effective job interviews. It recommends establishing rapport with candidates, encouraging them to talk, maintaining control of the discussion, and analyzing candidates' career interests. It warns against being unprepared for interviews or jumping to conclusions without adequate evidence. The document also provides sample questions to ask candidates regarding their motivation, education, and experience.
The document discusses taking an evidence-based approach to decision making. It explains that an evidence-based approach involves using the best available evidence from multiple sources to increase the likelihood of a favorable outcome. It outlines four sources of evidence: scientific literature, organizational data, practitioner experience, and stakeholder values. The document provides an example decision around improving graduate productivity and engagement and walks through analyzing different evidence sources to determine the most trustworthy information to make the best decision.
The document discusses the staffing process, which includes identifying workforce needs, recruiting qualified candidates, selecting individuals for jobs, and helping employees grow in their roles. Key aspects of staffing discussed include establishing job descriptions and specifications, conducting interviews to evaluate candidates, checking references, testing skills and abilities, and providing placement and orientation for new hires. The goal of staffing is to fill positions with people who can perform their jobs effectively and efficiently.
Exploring Online Consumer Behaviors
John A. Smith and Jane L. Doe
Liberty University
References
Janda, S. (2008). Does gender moderate the effect of online concerns on purchase likelihood? Journal of Internet Commerce, 7(3), 339-358. doi:10.1080/15332860802250401
Jeon, S., Crutsinger, C., & Kim, H. (2008). Exploring online auction behaviors and motivations. Journal of Family and Consumer Sciences, 100(2), 31-40. Retrieved by http://search.proquest.com.ezproxy.liberty.edu:2048/docview/218160218
Koyuncu, C., & Lien, D. (2003). E-commerce and consumer's purchasing behaviour. Applied Economics, 35(6), 721. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA102272684&v=2.1&u=vic_liberty&it=r&p=AONE&sw=w
Kukar-Kinney,M.,Monroe, K.B.,Ridgway,N.M. (2008). The relationship between consumers’ tendencies to buy compulsively and their motivations to shop and buy on the internet. Journal of Retailing: Consumer Behavior and Retailing, 85(3), 298-307. Retrieved from http://dx.doi.org. ezproxy.liberty.edu: 2048/10.1016/j.jretai.2009.05.002
Stibel, J. (2005). Mental models and online consumer behaviour. Behaviour & Information Technology, 24(2), 147-150. doi:10.1080/01449290512331321901
Vazquez,D., & Xu,X.(2009). Investigation linkages between online purchase behavior variables. International Journal of Retail & Distribution Management, 37(5), 408-419. doi:10.1108/09590550910954900
Abstract Comment by user: Double space between all lines of the manuscript. This includes the elimination of any extra spacing before or after the paragraph (APA Manual 5.03). The default setting in Microsoft Word is to add extra spacing after paragraphs. You can change this setting under the page layout tab in Microsoft Word.
Internet usage has skyrocketed in the past few decades, along with this increase comes the increase in internet shopping by consumers. This research examines the behaviors, motivations, and attitudes of this new form of consumer entity. Online consumer behavior has been studied for over 20 years and will undoubtedly be the source of many future researches as internet consumerism expands. This paper will examine the following research questions: (1) How do factors previously researched affect the online purchasing behavior of consumers and (2) what are the significant consumer behaviors both positive and negative that affect internet consumerism? By identifying these factors and variables, new strategies can be formulated and both consumer and supplier can gain knowledge and understanding of behaviors which exist. The purpose of this research paper is to integrate the varied research information together and draw coherent linkages to how consumer thoughts, attitudes and motivational behavior affect online buying, thus building a broader framework of analysis in which to build upon. Comment by user:
APA style uses one inch margins. Paragraphs should be indented five to seven spaces (about 1/2 inch ...
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Recruitment and Selection in Canada 7th Edition Catano Solutions ManualLancere
Full download : http://alibabadownload.com/product/recruitment-and-selection-in-canada-7th-edition-catano-solutions-manual/ Recruitment and Selection in Canada 7th Edition Catano Solutions Manual
This document provides a literature review and proposes a performance appraisal model for
implementing in a Student Affairs division of a large institution of higher education. It discusses the
rationale for performance appraisals being important for business and human resource policy. The
model aims to collect employee performance information systematically and provide feedback to
integrate into the organization's performance management process. The review covers objectives of
performance appraisals like focusing on performance not personalities, reaching agreements on areas
for improvement, and identifying training needs. It also discusses pitfalls to avoid in conducting
appraisals and legal implications around ensuring appraisal systems are valid and fairly administered.
6
SURVEY REPORT
INTRODUCTION
Management of knowledge is one of the domineering methods that are being used by the companies in order to encounter their pre-emptive and planned requirements. It is comprised of the ingenuities, procedures, tactics and schemes that endure and boost the modification, sharing, assessment, and storage and information formulation. Therefore, the practices of knowledge management play an important role in attaining company goals and objectives in effective manner. It helps generating value for the company (Alegre, Sengupta and Lapiedra, 2013).SURVEY AIM
To find out the impact of knowledge management in Qatar Airways on their strategic planningOBJECTIVE
Objective of the conducted survey is to scrutinise practices of the knowledge management that affect the strategic planning activities and also evaluate the issues and factors that are associated with the knowledge management and put their both positive and negative impact on the strategic planning of the organisation. In order to analyse, the researcher emphasises on the following research objective:
· To identify the relationship between Knowledge management and strategic planning
· To evaluate the factors of KNOWLEDGE MANAGEMENT that affects the practices of strategic planning.
· To examine how the practices of strategic planning affect the corporate performance of Qatar airways.
· To determine the importance of strategic planning on Qatar airways.SURVEY QUESTION
Intended for obtaining the above-illustrated objectives of this project, the researcher will search pro solutions to the substantial questions:
· Is there any association among knowledge management and strategic planning?
· What are the major elements of knowledge management that affect the strategic planning practices of Qatar Airways?
· How the practices of knowledge management and strategic planning impact the performance of Qatar Airways?
· Are the practices of knowledge management important for organisations?REASEARCH FACTORS
Knowledge management communicates important information widely and quickly and it assists to address this difficulty throughout modified portal as well as particular search engines. If average procedures as well as measures have been distinct they ought to constantly be followed. There are many factors that involve knowledge management. They are either independent or depend on other factors. All these factors are categorized mainly into three categories which are further classified into other factors. (Lindner and Wald, 2011). (IV) (DV)
1. People
a. Knowledge Managers (IV)
b. Communities or Practice (IV)
c. Training and Communication (IV)
d. Measurement and Reward system (IV)
e. Knowledge sharing culture (DV)
f. Knowledge advisors (IV)
g. Employee satisfaction survey
2. Process
a. Knowledge capture and reuse (DV)
b. Communities of Practice (DV)
c. Best practice selection and replication (IV)
d. Project Team Collaboration (DV)
e. Metrics and Reporting (IV)
f. Managem.
The document discusses induction and development in the workplace. It states that the length of time an employee stays in a role is influenced by how long they have already been in the organization. New employees are most at risk of leaving during the first 12 months. Good recruitment and selection aims to stabilize this risk period and help new employees integrate into their roles. A planned induction program provides assistance to help new employees settle in while being productive. Competency-based selection provides clear strengths and weaknesses that make induction planning easier. Measuring individual and organization performance can help evaluate the effectiveness of selection techniques.
The document discusses using assessment center methodology for assessing global talent, highlighting key considerations for designing and implementing international assessment centers such as defining the job role and desired competencies, ensuring diverse representation on project teams, providing cultural sensitivity training, and evaluating the success of the process to maintain fairness and effectiveness across cultures.
The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
This study investigated the effectiveness of two types of employee motivation policies - pay-for-performance (PFP) and employee involvement in organizational leadership (EIOL) - on young workers aged 18-25. An experimental study was conducted to compare the impact of each policy type on motivation levels. The results showed that EIOL policies were favored over PFP policies, especially among female participants. The level of information provided about the PFP policies was also found to significantly affect motivation levels, with more information leading to higher motivation. The study recommends implementing EIOL policies and keeping employees well-informed about motivation policies to improve outcomes.
The role of psychology in human resources management by Dr.Mahboob Khan PhdHealthcare consultant
HRM can be considered to be responsibility of all those who manage people as well as a description of persons who are employed as specialists. It is that part of management that involves planning for human resource needs, including recruitment and selection, training and development. It also includes welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations. The integration between the management of human resources and psychology is arguably the prime factor delineating HRM theory and practice from its more traditional personnel management origins. Selection of the personnel has long been recognized as a key activity within HR and this article seeks to explore the extent to which its practice provides evidence of such strategic alignment.
Developmental activities like multisource feedback, developmental assessment centers, developmental assignments, and job rotation programs can help facilitate skills and supplement coaching. Multisource feedback involves collecting feedback from subordinates, peers, superiors to assess strengths and development areas. Developmental assessment centers use more intensive measurement over time to provide a comprehensive understanding of behaviors, skills, motives, and potential. Developmental assignments temporarily move managers to new projects, tasks forces, or organizations to build skills like interpersonal abilities and strategic competencies. Job rotation programs involve periodically moving managers between different subunits for 6 months to 3 years to learn new technical and process knowledge across an organization. However, biases and costs must be considered when implementing these developmental activities.
Attachmente-Activity· Visit hr.com and read The importance o.docxikirkton
Attachment
e-Activity
· Visit hr.com and read “The importance of performance management to employee productivity.” Be prepared to discuss.
The Importance of Performance Management to Employee Productivity
By:
Date: June 11 2001
The primary purpose of performance appraisal is developmental. It is to inculcate in people the desire for continuous improvement. Secondary reasons are administrative in nature; appraisals provide a basis for determining who should receive a bonus, an increase in salary, a promotion, demotion, termination, etc. Despite these laudatory objectives, Herb Meyer, in a seminal study at GE showed that appraisals can have a deleterious effect on an employee´s performance. Moreover, this decrease in performance may last up to 12-13 weeks subsequent to the appraisal. Why does this occur? The answers are at least three-fold.
First, G.E. showed that as a result of appraisals, people often become defensive. In doing so they attack the appraisal instrument by asserting that they are appraised on the wrong things. Second, they attack the appraiser by pointing out that the boss is either too biased to evaluate them accurately, or only has a limited opportunity to observe them and thus has a distorted perspective of their performance. Third, the appraisal is given at discreet intervals (e.g., once a year) rather than on a continuous basis. Hence, the shift in emphasis in many organizations from performance appraisal to performance management. In this article, we discuss research that has been conducted on ways to improve the appraisal instrument. In subsequent articles, we will discuss the second and third issue.
Appraisal Instrument. Appraisal instruments generally fall into one of the following four categories: a blank sheet of paper, trait scales, outcome measures, or behavioral criteria. In a simulation exercise, involving Domtar Company´s paper products managers in Canada and the United States, the perceptions of fairness regarding assessments by one´s peers was as high when a blank sheet of paper served as the appraisal instrument as was the case when the instrument consisted of behavioral measures. Moreover, the perceptions were higher when a blank sheet of paper served as the appraisal instrument than they were in the condition where trait scales were used as the instrument for assessing a person´s performance.
Despite this finding, the problems with using a blank sheet of paper as an appraisal instrument are at least four-fold. First, a blank sheet facilitates errors in observation such as first impressions and recency effects on the part of appraisers. Second, the use of a blank sheet increases the probability of giving feedback that is not based on knowledge, skills, or abilities (KSAs) that are critical to effective performance. Thus the feedback may contain irrelevant or erroneous advice. Third, interobserver reliability is apt to be low. That is, two or more observers may reach very different conclusions in their a ...
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
This document discusses employee separation and retention. It covers managing both involuntary and voluntary employee turnover. For involuntary turnover, it discusses employment-at-will doctrine, principles of justice in discipline and dismissal cases, and progressive discipline programs. For voluntary turnover, it discusses the causes of job dissatisfaction and withdrawal, sources of job satisfaction, measuring job satisfaction, and using surveys to promote employee retention.
Levels Of Security Risks And Methods Of MitigationSusan Kennedy
This article examines the relationship between leaders' communication styles, leadership styles, knowledge sharing, and leadership outcomes. It administered surveys to leaders and team members to understand how communication styles like expressiveness and directness impact charismatic, human-oriented, and task-oriented leadership. The research found links between certain communication styles and leadership approaches as well as outcomes. However, it could have accounted for more demographic factors.
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
- The document discusses two types of assessments used in hiring and team integration: ipsative and normative. Ipsative assessments are self-reported while normative assessments measure responses against sample populations.
- Normative assessments are more reliable tools as they have higher reliability rates and can detect inconsistencies. They can better predict how individuals will react to change and are useful for coaching, team integration, and succession planning.
- When using assessments to integrate management teams during acquisitions or mergers, normative assessments can help understand cultural differences and how to minimize disruptions caused by organizational changes.
The document provides guidance on conducting effective job interviews. It recommends establishing rapport with candidates, encouraging them to talk, maintaining control of the discussion, and analyzing candidates' career interests. It warns against being unprepared for interviews or jumping to conclusions without adequate evidence. The document also provides sample questions to ask candidates regarding their motivation, education, and experience.
The document discusses taking an evidence-based approach to decision making. It explains that an evidence-based approach involves using the best available evidence from multiple sources to increase the likelihood of a favorable outcome. It outlines four sources of evidence: scientific literature, organizational data, practitioner experience, and stakeholder values. The document provides an example decision around improving graduate productivity and engagement and walks through analyzing different evidence sources to determine the most trustworthy information to make the best decision.
The document discusses the staffing process, which includes identifying workforce needs, recruiting qualified candidates, selecting individuals for jobs, and helping employees grow in their roles. Key aspects of staffing discussed include establishing job descriptions and specifications, conducting interviews to evaluate candidates, checking references, testing skills and abilities, and providing placement and orientation for new hires. The goal of staffing is to fill positions with people who can perform their jobs effectively and efficiently.
Similar to evidence shows that linear models can lead to better organizationa.docx (20)
Exploring Online Consumer Behaviors
John A. Smith and Jane L. Doe
Liberty University
References
Janda, S. (2008). Does gender moderate the effect of online concerns on purchase likelihood? Journal of Internet Commerce, 7(3), 339-358. doi:10.1080/15332860802250401
Jeon, S., Crutsinger, C., & Kim, H. (2008). Exploring online auction behaviors and motivations. Journal of Family and Consumer Sciences, 100(2), 31-40. Retrieved by http://search.proquest.com.ezproxy.liberty.edu:2048/docview/218160218
Koyuncu, C., & Lien, D. (2003). E-commerce and consumer's purchasing behaviour. Applied Economics, 35(6), 721. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA102272684&v=2.1&u=vic_liberty&it=r&p=AONE&sw=w
Kukar-Kinney,M.,Monroe, K.B.,Ridgway,N.M. (2008). The relationship between consumers’ tendencies to buy compulsively and their motivations to shop and buy on the internet. Journal of Retailing: Consumer Behavior and Retailing, 85(3), 298-307. Retrieved from http://dx.doi.org. ezproxy.liberty.edu: 2048/10.1016/j.jretai.2009.05.002
Stibel, J. (2005). Mental models and online consumer behaviour. Behaviour & Information Technology, 24(2), 147-150. doi:10.1080/01449290512331321901
Vazquez,D., & Xu,X.(2009). Investigation linkages between online purchase behavior variables. International Journal of Retail & Distribution Management, 37(5), 408-419. doi:10.1108/09590550910954900
Abstract Comment by user: Double space between all lines of the manuscript. This includes the elimination of any extra spacing before or after the paragraph (APA Manual 5.03). The default setting in Microsoft Word is to add extra spacing after paragraphs. You can change this setting under the page layout tab in Microsoft Word.
Internet usage has skyrocketed in the past few decades, along with this increase comes the increase in internet shopping by consumers. This research examines the behaviors, motivations, and attitudes of this new form of consumer entity. Online consumer behavior has been studied for over 20 years and will undoubtedly be the source of many future researches as internet consumerism expands. This paper will examine the following research questions: (1) How do factors previously researched affect the online purchasing behavior of consumers and (2) what are the significant consumer behaviors both positive and negative that affect internet consumerism? By identifying these factors and variables, new strategies can be formulated and both consumer and supplier can gain knowledge and understanding of behaviors which exist. The purpose of this research paper is to integrate the varied research information together and draw coherent linkages to how consumer thoughts, attitudes and motivational behavior affect online buying, thus building a broader framework of analysis in which to build upon. Comment by user:
APA style uses one inch margins. Paragraphs should be indented five to seven spaces (about 1/2 inch ...
External and Internal Analysis 8Extern.docxgitagrimston
External and Internal Analysis 8
External and Internal Environmental Analysis
STR/581
Professor Alfonso Rodriguez
July 30, 2014
Sheila Medina
Introduction
Coffee has become an integral part of the lives of numerous people. In 1971, Starbucks coffee opened its first coffee shop in the Pike Place Market in Seattle, Washington. Now, according to research “Starbucks Corporation is the leading retailer, roaster and brand of specialty coffee in the world, with more than 6,000 retail locations in North America, Latin America, Europe, the Middle East and the Pacific Rim” (www.investor.starbucks.com). Starbucks aims to be the consumer’s favorite coffee shop and to achieve this the company focused on customer satisfaction as well as company advancement. Therefore, it is important to act based on what is written in Starbucks mission, value and vision statement, “To inspire and nurture the human spirit-one person, one cup, and one neighborhood at a time” (www.starbucks.com).
A review of Starbucks financial reports has identified an increase in revenue over the past few years. However, this increase in revenue doesn’t account for the increase in profits. The profit increase is not as high as it could be due to external factors such as other coffee shops and the increase in amount of competition. This report aims to identify the different internal and external environment factors attributing to the changes in Starbucks external environment by utilizing several different analyses.
SWOT Analysis
Strengths
Starbucks possesses several main strengths including their high visibility being located in high traffic areas, quality of service and products and their established brand loyalty. Starbucks remains an established leader being the number one known coffee house in the world while possessing a competent workforce, providing quality service, and continuing financial soundness. They also are known for their strong internal and external relationships with their suppliers.
Weakness
Weaknesses that Starbucks must address include: Product affordability and pricing, coffee beans price is the major influence over the firms profits, maintaining the positive public opinion of their products, avoiding any negative publicity, and remaining connected to their customers. Starbucks must also consider the fact they have expanded domestically and internationally resulting in saturation of the markets. They are also a non-smoking facility alienating some customers from purchasing coffee or other products from their store.
Opportunities
Opportunities include the ability for Starbucks to enter into different and new markets,
partnership opportunities with businesses, growing acceptance and customer satisfaction, and increase different product offerings. Starbucks must strive to continue expanding their products and food service to remain competitive and reach other consumers. Another option would be for Starbucks to allow consumers to order t ...
Exploring Music Concert Paper Guidelines Instructions.docxgitagrimston
Exploring Music
Concert Paper Guidelines
Instructions
1) Choose. Pick a classical music concert from the list provided on Blackboard. Sign up and buy tickets.
2) Research. Using reputable sources, learn about the composers and music featured at the concert. I
recommend searching Google for program notes from major orchestras.
3) Write. Write a typed, double-spaced, 2 -3 page research paper, including properly formatted citations
using APA, MLA, or Chicago style. This must be done before you attend the concert.
4) Cite. Cite your sources using in-text citations. Include a works cited list with full citations using MLA,
APA, or Chicago. If you don’t know how to do this, read this.
5) Submit. Turn in your research paper under the “concerts” tab in Blackboard 2 days before the concert
date. It will be checked for plagiarism.
6) Go. Plan ahead. Dress appropriately. Get to your concert on time. If you’re late, you might not get in.
7) Listen. Use active listening during the concert. (See “at the concert” below.)
8) Smile. Take a selfie or have someone take a picture of you that clearly shows that you were at the
concert. In the lobby during intermission is a good time for this! Save your ticket and program.
9) Interview. Talk to someone at the concert. Ask them why they came and what they thought.
10) Write. Add a “part two” to your research paper. This second part should be a typed, double-spaced, 2-3
page reaction paper to your concert. Talk about what you thought, show off your active listening skills,
and include the results of your interview.
11) Add. Add your concert picture to the last page of your paper. If you don’t have this, I can’t accept the
paper for credit. Staple your ticket to your paper.
12) Submit. Turn in a hard copy of your complete paper (research part AND reaction part with picture and
ticket) in class on or before the due dates indicated.
At The Concert: Active Listening
Choose one piece from your concert to analyze. Identify the meter, texture, and two other musical elements.
Reflect on the music. What emotions do you get from that piece? Does it spark anything in your imagination?
Does it remind you of anything? What is it about the music that creates those feelings and ideas?
Interview a fellow attendee after the show or during intermission. Ask why they came and what they thought.
WARNING
DO NOT OVER-USE DIRECT QUOTATIONS. If your paper has more than 50 words that are directly quoted, I will
return the paper to you, ungraded. Quotes can be useful, but you have to know when and how to use them!
Blend your quotes within your narrative. Paraphrase when appropriate. Read this.
DO NOT PLAGIARIZE. All sources, even if they are only alluded to or paraphrased, must be cited.
http://guides.temple.edu/c.php?g=77953&p=528593
http://www.temple.edu/writingctr/support-for-writers/documents/BecominganEffectiveWriterinCollege.pdf
http://www.bibme. ...
Expo 12 Discussion QuestionsThink about the cooperative learni.docxgitagrimston
Expo 12 Discussion Questions
Think about the cooperative learning lesson plan you have developed for studying Crystal Growing and the Rock Cycle. What problems do you envision occurring? Select the most problematic issue and elaborate on it on the discussion board.
Module 5 Activity
Consider the lab you have just completed, Experiment 12, and the processes you went through. Now, assume this experiment were to be conducted in your classroom in groups of four. Create an age appropriate lesson plan in which you conduct this experiment using cooperative learning, while still maintaining the integrity of the 5E Model. Submit your lesson plan as a word document.
Hands-On Labs SM-1 Lab Manual
91
EXPERIMENT 12:
Crystal Growing and the Rock Cycle
Note: Part One of this lab should be performed at least 10 days before your report due date.
Read the entire experiment and organize time, materials, and work space before beginning.
Remember to review the safety sections and wear goggles when appropriate.
Objectives: To grow synthetic crystals from a supersaturated solution by evaporation,
To measure the interfacial angles of minerals,
To make sugar “glass,”
To understand the role of evaporation in mineral growth, and
To determine the dissolution point of certain crystals.
Materials: Student Provides: Pan, small
Spoon or blunt knife
Cup saucer
Stovetop burner
Refrigerator
50 g sugar
From LabPaq: Tweezers
Protractor
Ruler
Magnifying hand lens
Digital scale
100-mL Beaker
3 Petri dishes, large
Thermometer
Set of 18 numbered minerals
Igneous rock sample #19
Sedimentary rock sample #36
Metamorphic rock sample #47
Epsom salt: Magnesium Sulfate Heptahydrate,
MgSO4 · 7H2O
Alum: Aluminum Potassium Sulfate Dodecahydrate,
KAI(SO4) 2 · 12 H2O
Discussion and Review: The textbook definition of a mineral is “a homogeneous,
naturally occurring, solid substance with a definable chemical composition and an
internal structure characterized by an orderly arrangement of atoms in a crystalline
structure” (from Earth; Portrait of a Planet; Stephen Marshak (Norton, 2005).
A crystal grown in a lab is not a true mineral since it did not form by geologic processes.
However, crystals grown in a lab are virtually identical to true minerals in many other
Hands-On Labs SM-1 Lab Manual
92
aspects: they are solid, inorganic, homogeneous, and have a definite chemical
composition and an ordered structure.
By growing crystals in a laboratory setting you will be able to investigate the different
properties that define a mineral. In addition, growing synthetic minerals can offer insight
into the factors that affect the crystal growing process in a true geologic setting. By
“watching” your crystals grow, you’ll be able to better understand how crystal faces
develop in rocks and what influences them, plus you won’t ...
ExplanationMaster Honey is a franchise-style company that sel.docxgitagrimston
Explanation:
Master Honey is a franchise-style company that sells a variety of products derived from raw honey harvested from both local and international bee-farms, called apiaries. Our company was established in 1988 by its founder, Sergio Saladrigas, back when honey was a booming industry, and its business was conducted based on quality rather than quantity. With this philosophy in mind, Master Honey has created a culture of good quality work with competitive pricing. Since its creation, Master Honey has had a successful expansion throughout most of Central and South-Florida in the form of two different types of establishments for retail selling that have made the brand differentiate itself from the competition:
For rather big retail space, Master Honey developed a trademarked concept for a retail-store called “Honey Caves”. Usually placed in malls and around touristic areas, Honey Caves are stores of 1,000-1,500 squared feet that offer the whole catalog of Mater Honey’s products. The product catalog includes:
Products
Types
Large size
Medium size
Small size
Artisanal honey:
Local Honey:
Tupelo
9$
5$
3$
Orange blossom
8$
4$
2$
Red Pepper
7$
4$
2$
Golden Berry
7$
4$
2$
Wildflower
6$
3$
2$
International Honey:
Blue Gum
11$
6$
4$
Beech Wood
10$
5$
3$
Acai
12$
8$
5$
Acacia
12$
8$
5$
Manuka
11$
6$
4$
Honey Blends for:
Tea, Chees or BBQ
12$
8$
5$
Soaps for:
Face (anti-acne)
-
10$
6$
Body
9$
5$
-
Hands
-
9$
5$
Lotions:
Face (anti-age)
-
15$
10$
Body
-
10$
7$
Other Products:
Shampoo
15$
11$
7$
Conditioner
15$
11$
7$
The honey caves have a specific and trademarked design that makes customers feel “like a bee in a hive”. The temperature is set at a low 72 degrees Fahrenheit with low light, and with a constant and subtle bee sound. In addition, the shelves are designed to look like a hive, with a series of hexagonally shaped boxes that designed to be piled together. This gives the shop managers freedom to change the setting of the store with ease and freedom of choice. Furthermore, the stores offer samples from all of our different products so the customers can see, feel, smell and taste the quality that differentiates our product. Also, every single one of our franchised Honey Caves has a large table in the middle of the store in a hexagonal shape displaying many large and artisanal-looking bottles that carry all of the honey types that we offer (that way, if a certain type of honey is not in store, it can still be shipped). The first bottle on each line contains a pump from which the customer can serve previously measured quantities in a small sample cup, and taste the differences in flavor and texture among all honeys from different flowers. The same technique is used with our soaps by providing 3 to 7 sinks for our customers to try the soaps, and realize its unique smell and smoothness. This type of store look like:
For the smaller stores, of about 600-800 squared feet, Master Honey has created another trademarked store des ...
Explain where industry profits are maximized in the figure below.docxgitagrimston
Explain where industry profits are maximized in the figure below:
Problem 13. What real-world evidence would lead you to believe that firms were acting as Cournot oligopolists? Stackelberg oligopolists? Bertrand oligopolists?
...
Exploratory EssayResearch - 1The ability to Wallow in complex.docxgitagrimston
Exploratory Essay/Research - 1
The ability to Wallow in complexity
On a separate paper:
1. Write your Exploratory question.
Your Introduction
Your goal in the Introduction is to hook your reader’s interest in your chosen problem. Often the best way to do so is to show why you yourself became interested in it.
Write about any or all of the following:
· Why do you think you have chosen this particular subject? What interested you?
· Personal connection?
· Specific experiences?
· What do you think are the origins of your feelings?
· What are your first responses/answers to the question?
· Why do you think you feel the way you do now?
· Can you imagine yourself ever changing your mind? Why?
· Can you list (or imagine) different or alternative answers to this question? List some of them.
· How do you feel about these?
· Why?
· At this point, what is the most perplexing, confusing, or puzzling thing about this question?
...
Exploring MusicExtra Credit #2 Due November 6 in classIn G.docxgitagrimston
Exploring Music
Extra Credit #2
Due November 6 in class
In Germany, the 19th century was known as the “Age of Song”. For romantic composers, fusing literature with music represented artistic perfection. The Lied (pronounced “leet”) blended German poetry with piano collaboration. Lieder represent an intimate genre of music utilizing a solo singer partnered with piano. In most cases, the piano acts as more than mere accompaniment as it is able to musically enhance the text, depict moods and atmospheres, and in some cases represent a character in the poem.
For this assignment you will choose any threeLieder and write a 2-3 page paper (double spaced, 12 point font with 1 inch margins) based on the following guidelines to include in your paper:
1. Read the translation of the poetry and establish your own interpretation. Are there any words or phrases that lend themselves to musical depiction? If you were the composer how might you musically depict words or phrases or the mood/ atmosphere of the piece using only one singer and a piano?
2. Listen to the Lied and follow along with the translation. How does you analysis from Question 1 differ or parallel the composer’s interpretation?
3. Pay particular attention to the relationship between the voice, text, and piano keeping in mind the piano offers more than just harmonic support. Provide examples of how the piano enhances the text, creates a mood or atmosphere, or depicts a character from the poem.
4. Does the musical and vocal setting suit the poetry? Explain.
5. Is the setting strophic or through-composed? How does this affect the Lied?
Below are YouTube links to each Lied. Translations of the text are available in the Extra Credit no. 2 folder; print them out for your convenience if you wish.
1. Robert Schumann, “Die alten, bösen Lieder” from Dichterliebe
http://www.youtube.com/watch?v=sGx1zyOPZfM
2. Ludwig van Beethoven, “Der Kuß,” opus 128
http://www.youtube.com/watch?v=NTgcwny1PnU
3. Franz Schubert, “Ganymed”
http://www.youtube.com/watch?v=DMLiVQMDLEs
4. Robert Schumann, “Ich grolle nicht” from Dichterliebe
http://www.youtube.com/watch?v=XDbESDdZmfY
5. Franz Schubert, “Nähe des Geliebten”
http://www.youtube.com/watch?v=t47lxQCvJ5k
6. Clara Schumann, “Liebst du um Schönheit”
http://www.youtube.com/watch?v=kvHPxGfONYY
7. Franz Schubert, “Der Lindenbaum” from Wintereise
http://www.youtube.com/watch?v=zC7gEVSgf9k
8. Franz Schubert, “Rastlose Liebe”
http://www.youtube.com/watch?v=XOBNOB9Oxyc
Type the Boolean operator (AND, OR, or NOT) that best fits in the search statement to satisfy the search criterion stated.
Question 1 (1 point)
Question 1 options:
Find information on pollution in the Chesapeake Bay. "Chesapeake Bay"
pollut*
Question 2 (1 point)
Question 2 options:
Find information on the effect of plastics recycling on the environment. (recycle
reuse)
plastics
environment
Question 3 (1 point)
Question 3 options:
Find information on obedience tr ...
Explain why Franz Boas did not accept Morgan’s view about evol.docxgitagrimston
Explain why Franz Boas did not accept Morgan’s view about evolution ?
What sciences contributed to anthropology ?
How have teens used fashion and music to communicate their identity ?
What styles and attitudes today might seem rebellious to parents ?
What contributions did Pavlov, skinner and Chomsky bring to the comprehension of how language is attained ?
How does language indicate a society's values and priorities?
How has language evolved in some north American communities?
Why is language seen as a significant part of a people’s culture ?
Do advertisers give a false impression of their products ? it this legitimate communication ? why or why not
How can an environmental factors, such as living in a large city or a small rural town, influence individual and cultural evolution
Compare the approaches taken by anthropologist and psychologists in the study of human development ?
What are the various components of all rites of passage ?
How have coming of age rite of passage changed along with modern society
Some rites are experienced alone and some are experienced in groups. explain, with example, why this is the case
How is the body adornment connected to rites of passages
How do films and television programs portray sexual relationship between teens and adults ?
What rites of passage surrounding death have you experienced ?how did you feel about them ?
How do social scientists help people face the haunting prospect of death and the sadness of the loss of a loved one
...
Explanations 6.1 Qualities of Explanations Questions 0 of 3 com.docxgitagrimston
Explanations / 6.1 Qualities of Explanations Questions: 0 of 3 complete (0%) | 0 of 2 correct (0%)
Qualities of Explanations
An explanation is a statement that provides a reason for why or how something became the way it is. Arguments present a conclusion that's presumably new to you and then support this conclusion with evidence that you're likely to believe. Explanations work the other way around: they start with a conclusion that you likely believe (e.g., the sky is blue) and then offer an explanation for why that is so (e.g., because God is a UNC fan).
We will be looking specifically at causal explanations—that is, explanations in which you suggest that a particular physical or behavioral phenomenon is the result of another event.
Situation
Explanation
Traffic on a Saturday
There must be a football game today.
Most explanations start as theories. It can be challenging to fight the human impulse to pick the first theory that comes to mind and stop there, but what are the odds that the first thing you conceive of is in fact the best possible explanation?
Situation
Explanation
Traffic on a Saturday
Perhaps there's a concert today?
Maybe an art festival?
Or possibly an accident up ahead?
With a little imagination, you can come up with a seemingly unlimited number of theories, but at some point you've likely exhausted all the plausible explanations.
Situation
Explanation
Traffic on a Saturday
Perhaps a new IKEA has been built without my hearing anything about it, and all these people are headed to the grand opening.
As with all critical thinking, you'll need some judgment here. Discard the implausible theories (at least initially) and give fair consideration to all the reasonable ones:
· State your theory clearly (make a hypothesis).
· Consider possible alternatives.
· Look at the evidence.
· Evaluate the theory.
Sometimes the facts make the explanation quite clear:
I can see a train moving through an intersection several hundred yards ahead. That explains why traffic isn't moving.
Other times, you'll need to employ inductive reasoning to establish the most likely cause:
I can't see the tracks from here, but I drive through here every Saturday morning and usually a train was responsible for traffic being stalled. So it's probably a train.
We are presented with many such explanations on a daily basis.
Why is this webpage not loading?Why are sales down for last quarter?Why is my spouse not speaking to me?
As you consider potential explanations, keep the following standards in mind.
Consistency
First, is it internally consistent or does it contradict itself?
Second, is it externally consistent? Could this explanation effectively and fully account for whatever it's supposed to explain?
A good theory should be compatible with what we already know about how the world works. This is a problem with many paranormal theories—they go against accepted scientific fact. If the theory contradicts established knowledge, the burden of proof is on the new t ...
Experts Presentation
Student
PSY 496
Instructor
Overview of professionals
Maria Theresa Redaniel, Ph.D.
Suicide prevention specialist who’s main focus is finding ways to prevent suicide cases within local communities.
She is looking to branch out from the community sector to further her expertise on a federal and state vocation.
Received her master’s from the University of Nebraska in Community Development.
Michael Bauer, M.D., Ph.D.
Mental health profession with interest in suicide risk assessments, homicide and product liability especially in relation to psychotropic drugs.
He has extensive background in the field and wishes to further his resume by succeeding as a mentor to upcoming peers in the field.
Graduated top of his class from the University of Illinois 1965.
Suicide and prevention
Effective protective care is essential to suicide prevention.
If you are in crisis, call 1-800-273-TALK (8255) National Suicide Prevention Lifeline
Suicide is the 10th leading cause of death in the united states (AFSP, 2014). And the third leading cause among youth and young adults (Wharff, Ross, & Lambert, 2014)
Research shows 90% of those who have died by suicide had a potentially treatable mental illness (AFSP, 2014).
Prevention starts with awareness and education.
Risk Factors may include mental disorder, previous attempts, family history, serious medical condition or pain. These factors combined with environmental stimuli increase chances of suicide and suicide attempts (Carlborg, Winnerback, Jonsson, Jokinen & Nordstrom, (2010).
Research
Maria’s focus has been in the community prevention. The barriers of suicide documentation in the Philippines has encouraged her research in using psychological autopsy’s to evaluate a course of intervention (AFSP, 2014). Psychological autopsies have been used to present evidence of mental disorders present in those who died from suicide based on a collection of interviews and reports to dictate what they may have thought (Hjelmeland, Dieserud, Dyregrov, Knizek & Leenaars, 2012).
Michael has focused his research in the use of pharmacology in suicide prevention. Giving participants a prescribed amount of lithium has shown great strides in lowering future suicide attempts and depressive behaviors (ASFP, 2014).
Comparison
Maria has strong views in behavior aspect of study. She has culminated research of behaviors related to mental disorders and compared them to suicide reports made from informant interviews and medical documents. She uses such information to hopefully reduce the suicide rates in the community by early diagnosis and treatment prevention.
Michael uses his successful career in clinical psychology to establish the benefits of treating mental disorders to prevent suicides and suicidal behaviors. He focuses his research to provide evidence of pharmacology on disorders. His goal it to use such evidence to reduce thoughts of suicide and attempts.
References
American Foun ...
Explain whether Okonkwo was remaining truthful to himself by killi.docxgitagrimston
Explain whether Okonkwo was remaining truthful to himself by killing himself
Please make sure that you answer this question with 4 pages in length, it has to be MLA format, double space.
LDR/531 – WEEK 2
*
WDWLLW?DISC AssessmentLeadershipPersonality
*
ObjectivesTheories of Leadership Compare and contrast leadership theories.Evaluate the strengths and weaknesses of established leadership styles.
*
Leadership is:
Are leader’s born or made?
Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.
Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.
Leadership motivation – great leaders not only have drive, they want to lead.
Integrity is the correspondence between actions and words. Honesty and credibility are especially important.
Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.
Knowledge of the business, industry, company, and technical matters.
The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.
B. Leader Behaviors
1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2)
a. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals.
i. This dimension is sometimes referred to as:
concern for production
directive leadership
initiating structure or closeness of supervision.
ii. It includes a focus on:
work speed
quality and accuracy
quantity of output
following the rules.
b. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.
i. This dimension is sometimes referred to as:
(1) concern for people
(2) supportive leadership
(3) consideration.
ii. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals
The ability to influence a group toward the achievement of a vision or set of goals.
OR
The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives
*
Types of leadershipLeadership involves influencing others (who influences? What type of influence?)to collaborate and agree (purpose of influence?) ...
Explain How these Aspects Work Together to Perform the Primary Fun.docxgitagrimston
Explain How these Aspects Work Together to Perform the Primary Function of HRM
Total: 5.00
Distinguished - Thoroughly and methodically explains how each of the aspects work together to perform the primary function of HRM. The explanation is professional and provides detailed examples that clearly demonstrate that new learning has occurred.
Proficient - Explains how each of the aspects work together to perform the primary function of HRM. The explanation is well constructed and provides several examples that demonstrate that new learning has occurred; however, a few minor details are missing.
Basic - Briefly explains how each of the aspects work together to perform the primary function of HRM. The explanation is somewhat complete, but provides few examples that demonstrate that new learning has occurred. Several key details are missing.
Below Expectations - Attempts to explain how each of the aspects work together to perform the primary function of HRM, but the explanation is too underdeveloped to be considered complete and does not demonstrate that new learning has occurred.
Non-Performance - The assignment is either nonexistent or fails to explain how these aspects work together to perform the primary function of HRM.
Are Any Aspects More Important than the Others? Why or Why Not?
Total: 4.00
Distinguished - Comprehensively explains whether or not any aspects are more important than others, including a detailed reasoning as to why. The explanation is professional and provides detailed examples that clearly demonstrate that new learning has occurred.
Proficient - Explains whether or not any aspects are more important than others, including reasoning as to why. The explanation well-written and provides a few examples that demonstrate that new learning has occurred. One or more minor details may be missing.
Basic - Briefly explains whether or not any aspects are more important than others, including a short reasoning as to why. The explanation is slightly underdeveloped and somewhat demonstrates that new learning has occurred. Several key details may be missing.
Below Expectations - Attempts to explain whether or not any aspects are more important than others, but the explanation is too underdeveloped to be considered complete and does not demonstrate that new learning has occurred.
Non-Performance - The assignment is either nonexistent or fails to determine whether or not and aspects are more important than others.
Optimizing the HRM Role for Shaping Organizational and Employee Behavior
Total: 4.00
Distinguished - Provides a comprehensive and thorough discussion addressing how the HRM role can be optimized for shaping organizational and employee behavior. The discussion is thought-provoking, creative, and utilizes vocabulary and concepts from the text.
Proficient - Provides a discussion addressing how the HRM role can be optimized for shaping organizational and employee behavior. The discussion is mostly complete and attempts to utilize voca ...
Explain the 3 elements of every negotiation. Why is WinWin used m.docxgitagrimston
Explain the 3 elements of every negotiation. Why is Win/Win used more than Win/Lose in life? When is the efficiency of a negotiation determined? Give an example of in the world today of a good and a bad negotiator
Lockeport Medical Center
Mission and Vision
As the regional leader in advanced medical care, we take our responsibilities seriously. Our vision and core values help guide us as we work to help and heal each patient in our care. We provide the community quality health care services through the compassionate hands of well-trained staff, in a technologically advanced, cost-effective manner.
Our Mission: To improve the health of the people of the state and surrounding region.
· Serve people as a not-for-profit health system governed by a voluntary community board.
· Ensure sustainability through stewardship of the community's assets.
· Provide quality services in a compassionate and cost-effective manner.
· Collaborate in order to improve access across the entire continuum of care.
· Promote wellness and health to benefit the community.
2020 Vision
A regional diversified health system providing superior care and service to patients and their families through a full continuum of integrated services, education, and research.
Major Strategies: "DEEDS"
Develop people
Excel in patient quality and safety
Enhance operational and financial performance
Develop the health system
Strengthen key relationships
Our MERIT Values
Five core values: Mercy, Excellence, Respect, Integrity and Trust/Teamwork. These values form the foundation for our culture at Lockeport Medical Center.
Mercy
We work to create a caring and compassionate environment responsive to the emotional, spiritual, and physical needs of all persons.
Excellence
We strive to meet or exceed patient/customer needs and expectations and work as a team to improve every aspect of care and service in our organization.
Respect
We value the innate dignity of all persons, respect their uniqueness and diversity, and enable the development of each one's full potential.
Integrity
We are consistently open, honest, and ethical, as the ideal means to protect overall safety and ensure confidentiality and privacy.
Trust/Teamwork
We say what we mean and do what we say. There is open and honest communication with patients and among staff. We recognize everyone’s contributions for the benefit of the patient. We strive to enhance the health of the communities we serve, and work in cooperation with other organizations to protect our vulnerable populations throughout the region.
Job Description
Position Title: Surgery Schedule Coordinator
Department: Operating Room
FLSA Status: Non-Exempt
Position Summary
Uses clinical and management processes to plan, organize, staff, direct, and evaluate patient care services; uses available resources to meet MD/customer needs. The surgery schedule coordinator uses knowledge of interactive management and humanistic values in creating an environment ...
Exploration 8 – Shifting and Stretching Rational Functions .docxgitagrimston
Exploration 8 – Shifting and Stretching Rational Functions
1. Sketch the graph of each function.
3( )f x
x
3
( ) 1
2
f x
x
Domain: Range: Domain: Range:
vertical horizontal vertical horizontal
asymptote: asymptote: asymptote: asymptote:
x-intercept: y-intercept: x-intercept: y-intercept:
How do you find the domain and vertical asymptote of a rational function?
How did you find the range and horizontal asymptote of THIS rational function?
How do you find the x-intercept of a function?
How do you find the y-intercept of a function?
Graphing
3
( ) 1
2
f x
x
is relatively easy.
Re-write the function rule as a single fraction by
subtracting the 1. Then find each of the following
for the newly written function.
Domain: Range: x-intercept: y-intercept:
vertical horizontal
asymptote: asymptote:
How do you find the equation of the horizontal asymptote for THIS type of function?
WebAssign Problem:
Graph the function,
2 4
( )
1
x
f x
x
, by shifting and stretching the function, 1( )f x
x
.
The horizontal shift is ______________________ because ________________________________.
The vertical shift is ______________________ because ___________________________________.
To find the stretch, you must re-write the function,
2 4
( )
1
x
f x
x
, in 1( )f x
x
form, by setting the
two rules equal and solving for c. Then sketch the graph below.
For the group submission:
Graph the function,
2 2
( )
1
x
f x
x
, by shifting and stretching the function, 1( )f x
x
.
Horizontal Shift:
Vertical Shift:
Stretch:
vertical horizontal x-intercept: y-intercept:
asymptote: asymptote:
Domain: Range:
Group Submission for Investigation #8
Write group member names legibly here:
Graph the function,
2 2
( )
1
x
f x
x
, by shifting and stretching the function, 1( )f x
x
.
Horizontal Shift:
Vertical Shift:
Stretch:
vertical horizontal x-intercept: y-intercept:
asymptote: asymptote:
Domain: Range:
...
Exploring Innovation in Action Power to the People – Lifeline Ene.docxgitagrimston
Exploring Innovation in Action: Power to the People – Lifeline Energy
Trevor Baylis was quite a swimmer in his youth, representing Britain at the age of 15. So it wasn’t entirely surprising that he ended up working for a swimming pool firm in Surrey before setting up his own company. He continued his swimming passion – working as a part-time TV stuntman doing underwater feats – but also followed an interest in inventing things. One of the projects he began work on in 1991 was to have widespread impact despite – or rather because of – being a ‘low-tech’ solution to a massive problem.
Having seen a documentary about AIDS in Africa he began to see the underlying need for something which could help communication. Much of the AIDS problem lies in the lack of awareness and knowledge across often isolated rural communities – people don’t know about causes or prevention of this devastating disease. And this reflects a deeper problem – of communication. Experts estimate that less than 20% of the world’s population have access to a telephone, while even fewer have a regular supply of electricity, much less television or Internet access. Very low literacy levels exclude most people from reading newspapers and other print media.
Radio is an obvious solution to the problem – but how can radio work when the receivers need power and in many places mains electricity is simply non-existent. An alternative is battery power – but batteries are equally problematic – even if they were of good quality and freely available via village stores people couldn’t afford to buy them regularly. In countries where $1 a day is the standard wage, batteries can cost from a day’s to a week’s salary. The HIV/AIDS pandemic also means that household incomes are under increased pressure as earners become too ill to work while greater expenditure goes towards healthcare, leaving nothing for batteries.
What was needed was a radio which ran on some different source of electricity. In thinking about the problem Baylis remembered the old-fashioned telephones of pre-war days which had wind-up handles to generate power. He began experimenting, linking together odd items such as a hand brace, an electric motor and a small radio. He found that the brace turning the motor would act as a generator that would supply sufficient electricity to power the radio. By adding a clockwork mechanism he found that a spring could be wound up – and as it unwound the radio would play. This first working prototype ran for 14 minutes on a two minute wind. Trevor had invented a clockwork (wind-up) radio! As a potential solution to the communication problem the idea had real merit. The trouble was that, like thousands of entrepreneurs before him, Trevor couldn’t convince others of this. He spent nearly four years approaching major radio manufacturers like Philips and Marconi but to no avail. But luck often plays a significant part in the innovation story – and this was no exception. The idea came to the attenti ...
Experiment 8 - Resistance and Ohm’s Law 8.1 Introduction .docxgitagrimston
Experiment 8 - Resistance and Ohm’s Law
8.1 Introduction
In previous experiments, we have investigated electric charges largely under stationary conditions. These
studies were useful in order to illustrate concepts such as the electric potential and the electric field, and
forms the foundation needed to further our understanding of electricity and electrical circuits. In contrast
to electrostatics (charges confined to be stationary), the field of electricity deals with the flow (induced
movement) of electrical charges. Due to its many uses, most individuals knowingly or unknowingly have
a daily reliance on electricity. It is especially essential, in: (1) the distribution of energy, and (2) the
processing of information. To enable this, electricity must be handled in circuits, a closed loop of
conducting wire connecting power plant with individual homes, and businesses. To appreciate this
phenomena, it is useful to investigate various aspects of simple circuits and the various laws that may
govern them.
8.2 Objective
1. To verify Ohm’s Law
2. To use Ohm’s law to determine the resistance of a light source.
8.3 Theory
Our initial investigations will be guided by Ohm’s law, which postulates that the relationship between
current flow I, potential difference V, and resistance R for certain materials will observe the following
mathematical relationship, given a constant temperature constraint:
…………. 1RV = I
These materials are called Ohmic conductors, equation 1 implies that the ratio of voltage to current for
these materials is constant. Manufactured resistors can be considered as such, but other components such
as semiconductor diodes, filaments, and LEDs are non ohmic. In this experiment, we will verify Ohm’s
law by assessing whether it holds for a set resistance (typical color coded resistor). Further, we will apply
this to ascertain the resistance of a light source.
8.4 Apparatus
Variable DC voltage source, color coded resistor, (2) multimeters, connecting wires, light source
8.5 Procedure
Part A Verifying Ohm’s Law
1. You will be given a particular colour coded resistor from the set; use this and the other apparatus
items to set up the circuit as shown in figure 1 below.
Figure 1
2. Adjust DC voltage source so that a relatively small voltage reading is seen across the resistor R.
Record this voltage reading, and the electrical current reading ...
Experimental Essay The DialecticThe purpose of this paper is to.docxgitagrimston
Experimental Essay: The Dialectic
The purpose of this paper is to experiment with a style of essay that you’ve probably never written before: The Dialectic. We’ll be testing Foucault’s idea about polemics in order to push ourselves to consider and explore multiple conflicting perspectives in a single paper.
The basic premise is that you will write a series of thesis, antithesis arguments - point and counterpoint paragraphs. You will first argue a side of a discussion and then take up the opposing side, eloquently crafting a rigorous response to your own ideas.
Your essay should explore the concepts we will be discussing in class, so if you’ve been doing the homework, you already have some arguments to work from. If you would like something more specific to work from, the Justice discussions and comments that your peers will be posting on course studio are a good start. In addition to this, you should also read through your notes from our class discussion about the predictions from the Constitutional Convention 1787. Can we make an argument that the poor indirectly sell their votes to the rich? Does the wealthiest class of America really dictate society? Do the poor impose upon the freedom and the property of the rich through voting? In what ways can private interests manipulate public opinions and widely held beliefs? Who is influencing whom? Who is responsible for the actions and behaviors of masses and of individuals?
This dialectic should not look like the typical childhood debate: “YES. NO. YES. NO.” You should not simply state a side and then write the inverse. Instead, you should invent the most compelling defense for both sides. Where students misstep here is in the unfortunate habit of writing weak counterpoints - something “stupid” that’s easy to rip apart. Right? We’ve all done this in essays that require counterpoints. Why that doesn’t work for this essay is that it would essentially mean that HALF of your essay is intentionally “stupid”... This doesn’t make for a good college paper. Instead, you must argue both sides so well that the reader cannot tell which is actually your own position.
To build this paper over the next two weeks, you should be exploring as many points (and counterpoints) as you can imagine in your homework assignments. In your final essay, I would like you to try to compile what you believe to be your best ideas.
This paper cannot be a summary - you should not simply have a series of points restating and summarizing the arguments that you’ve pulled from the various texts. Instead, you should use what you think is interesting from the text as a way to launch into a discussion of your own brilliant ideas.
Format: double-spaced, times new roman typeface, 12-point font, with 1 inchmargins.
The paper must be 1000 - 1400 words in length.
Peer Review Draft Due : May 27
Final Draft Due : May 29 via email by 11:54pm
REFLECTION PIECE: You will also be writing a 300 word reflection on your writing. In this piece you sho ...
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
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9
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evidence shows that linear models can lead to better organizationa.docx
1. evidence shows that linear models can lead to better
organizational outcomes: graduate-school admissions decisions
and hiring decisions.
Improving Admissions Decisions
The value of using linear models in hiring, admissions, and
selection decisions is highlighted by work Moore and his
colleagues undertook on the interpretation of grades (Moore,
Swift, Sharek, & Gino, 2007). They found substantial
differences in the grading practices of colleges, even between
institutions of similar quality and selectivity. The results show
that students from colleges with more lenient grading are more
likely to get into graduate school, even after controlling for the
quality of the institution and the quality of its students. Due to a
variant of the representativeness heuristic called the
correspondence bias (Gilbert & Malone, 1995), graduate schools
misinterpret the high GPAs of alumni from lenient-grading
institutions as indicating high performance. The correspondence
bias describes the tendency to take others at face value,
assuming that their behavior (or their GPAs) corresponds to
their innate traits. This bias persists even when those making
the admissions decisions have full information about different
institutions' grading practices. It seems that people have trouble
sufficiently discounting high grades that are due to lenient
grading.
By contrast, it would be easy to set up a linear program to avoid
this error. Indeed, Dawes (1971) did just that in his work on
graduate-school admissions decisions. Dawes used a common
method for developing his linear model: he first modeled the
admissions decisions of a four-person committee. In other
words, he systematically analyzed how the committee made its
admissions decisions relying on three factors: (1) Graduate
Record Examination scores, (2) undergraduate grade point
average, and (3) the quality of the undergraduate school. Dawes
2. then used the variable weightings he obtained from modeling
the experts in a linear model to predict the average rating of 384
other applicants. He found that the model could be used to rule
out 55 percent of the applicant pool without ever rejecting an
applicant that the selection committee had in fact accepted. In
addition, the linear model was better than the committee itself
in predicting future ratings of the accepted and matriculated
applicants by faculty! In 1971, Dawes estimated that the use of
a linear model as a screening device by the nation's graduate
schools (not to mention by the larger domains of undergraduate
admissions, corporate recruiting, and so on) could result in an
annual savings of about $18 million in professional time.
Adjusted for today's dollars and the current number of graduate-
school applications, that number would easily exceed $500
million.
Improving Hiring Decisions
Hiring decisions are among the most important decisions an
organization can make. Virtually every corporation in the world
relies on unstructured, face-to-face employment interviews as
the most important tool for selecting employees who have
passed through an initial screening process. The effectiveness of
employment interviews for predicting future job performance
has been the subject of extensive study by industrial
psychologists. This research shows that job interviews do not
work well. Specifically, employment interviews predict only
about 14 percent of the variability in employee
184• Chapter 11: Improving Decision Making
Strategy 1: Use Decision-Analysis Tools • 185
3. to better
performance (Schmidt & Hunter, 1998). In part, this figure is so
low because predicting job performance is difficult and few
tools do it well. Yet some assessment tools do predict
performance substantially better than the unstructured
interview, and at a substantially lower cost.
So why do people continue to believe so strongly in
employment interviews? Managers' robust faith in the value of
interviews is the result of a "perfect storm" of cognitive biases:
· Availability: Interviewers may think they know what
constitutes superior employee performance, but their
information is highly imperfect. Few companies bother to
collect useful data on the attributes that employees need to
succeed within specific positions or within the broader
organization. As a result, managers must rely on their intuitions
to determine whether or not a job candidate has the qualities
needed for success.
· Affect heuristic: People make very quick evaluations of
whether they like others or not, based on superficial features of
the person such as physical attractiveness, mannerisms, or
similarity to self (Ambady, Krabbenoft, & Hogan, 2006;
Ambady & Rosenthal, 1993). Managers rarely revise these first
impressions in the course of an employment interview
(Dougherty, Turban, & Callender, 1994). Managers sometimes
claim that interviews allow them to assess a potential
candidate's "fit" with the firm, but this assessment is usually not
based on systematic measurement of a candidate's qualities, and
is little more than the interviewer's intuitive affective response.
· Representativeness: Intuition also leads managers to believe
that if a person can speak coherently about her goals, the
organization, or the job, then she will perform well at the job.
For most jobs, however, interview performance is weakly
related to actual job performance. Extroverted, sociable, tall,
attractive, and ingratiating people often make more positive
interview impressions than others. However, these traits are
4. often less critical to job performance than other, less
immediately observable traits, such as conscientiousness and
intelligence.
· Confirmation heuristic: After interviewing a number of people
for a position and hiring one of them, managers learn only about
the performance of the person selected (Einhorn & Hogarth,
1978). Without knowing whether that person is performing
better than the rejected applicants would have, managers lack
the data they would need to assess whether their selection
mechanisms are effective.
What is a better alternative to face-to-face, unstructured
employment interviews? A number of other selection tools are
available, most of which are less expensive to implement than
interviews, including simple intelligence tests. But if
organizations insist on conducting interviews, they ought to use
structured interviews in which all job candidates are reviewed
by the same set of interviewers and in which each interviewer
asks the same questions of each candidate (Schmidt & Hunter,
1998). In addition, interviewers' quantitative assessments ought
to be just one component fed into a linear model, along with
intelligence, years of relevant work experience, and so on.
Strategy 3: Debias Your Judgment ' 189
192• Chapter 11: Improving Decision Making
STRATEGY 3: DEBIAS YOUR JUDGMENT
Debiasing refers to a procedure for reducing or eliminating
biases from the cognitive strategies of the decision maker.
Fischhoff (1982) proposed four steps that decisionmaking
teachers or trainers can follow to encourage their students to
make wiser judgments: (1) offer warnings about the possibility
of bias, (2) describe the direction of the bias, (3) provide a dose
5. of feedback, and (4) offer an extended program of training with
feedback, coaching, and whatever else it takes to improve
judgment. Fischhoff also argues that debiasing is an extremely
difficult process that must be closely monitored and guided by a
psychological framework for change. For example, research on
the hindsight bias (Fischhoff, 1977), described in Chapter 2, has
shown that even when the bias is explicitly described to
participants and they are instructed to avoid it, the bias remains.
In contrast, a review by Larrick (2004) paints a rosier picture of
our ability to overcome bias through training. Yet Larrick also
notes that most successful debiasing strategies tend to be
context- and bias-specific; training and testing must be closely
finked and must occur in close time proximity. For example,
research on the overconfidence bias has found that intensive,
personalized feedback is moderately effective in improving
judgment (Lichtenstein & Fischhoff, 1980), but only in the short
term. Occasionally, a broader effect of training has been
documented. For example, simply encouraging people to
"consider the opposite" of whatever they are deciding reduces
overconfidence, hindsight, and anchoring effects (Larrick, 2004;
Mussweiler, Strack, & Pfeiffer, 2000). Larrick (2004) also
highlights the partial debiasing success of using groups instead
of individuals, training in statistical reasoning, and making
people accountable for their decisions (Lerner & Tetlock,
1999).
Based on Lewin's framework outlined in Chapter 1, Fischhoff s
debiasing research, Larrick's recent review, and our own
judgment-training programs with MBA and executive students,
this section makes specific suggestions for debiasing judgment.
Unfreezing
Chapter 1 noted that many behaviors at the individual, group,
and organizational levels are ingrained, or part of a standard
repertoire, and are therefore quite difficult to change. Factors
that inhibit individuals from changing their behavior include
satisfaction with the status quo, risk aversion, and a preference
for the certain outcomes of known behavior to the uncertain
6. outcomes of innovative behavior. For improved decision making
to occur and continue over time, an explicit "unfreezing"
process of ingrained thinking and behaviors must take place.
For at least three key reasons, unfreezing old strategies is
crucial to changing the decision-making processes of
individuals.
First, individuals will have typically relied on their current
intuitive strategy for many years. To want to change would be
to admit that past strategies were flawed, and this realization is
likely to be psychologically disturbing. Thus, individuals may
be motivated to avoid the disconcerting truth about their
judgmental deficiencies.
Second, individuals who have achieved a certain level of
professional success (such as students in MBA and executive
education programs) are likely to have received positive
reinforcement for many of their past decisions. According to the
basics of
reinforcement theory, individuals tend to continue behaviors
that are positively rewarded. For example, because many
successful executives rise to the top using intuitive strategies,
they tend to resist information indicating that their judgment is
systematically deficient in some demonstrable manner.
A third, related point has to do with balance theory (Heider,
1958), which suggests that individuals try to manage their
cognitions into a consistent order. For successful managers, the
notion that "there is something fundamentally wrong with my
decisionmaking processes" clashes with their awareness of their
success. The cognition "I am currently an excellent decision
maker" is much more harmonious with the notion of success;
therefore, according to balance theory, that cognition is more
likely to dominate.
Overall, a pattern emerges of an intelligent manager who has
multiple reasons for believing in the high quality of his or her
decision-making processes and resisting any change in his or
her intuitive strategies. Most successful people will be
7. motivated to view their intuition as a talent rather than a
handicap. In fact, this book has provided substantial evidence
that there is significant room for improvement in the intuitive
strategies of even the brightest, most successful managers.
Thus, we conclude that improving on intuition is an important
activity for successful managers to attempt, but that cognitive
resistance to change is a predictable pattern.
This book has sought to create changes in your judgment by
exposing you to concrete evidence that leads you to question
your current strategies. The quiz-and-feedback format was
designed specifically to unfreeze your decision-making
processes. Most readers make a substantial number of mistakes
on these items and are then ready to learn where they went
wrong and how they could have performed better. This format
unfreezes the notion that your decision-making processes do not
require improvement. As you begin to question your current
strategies, you become receptive to alternatives. In other cases
(such as the dollar auction), vivid examples were intended to
unfreeze your thinking by leading you to identify with
individuals who fell victim to judgmental deficiencies.
Change
Once an individual has unfrozen past behaviors, he or she
becomes willing to consider alternatives. The next stage
consists of making the change itself. However, change is far
from guaranteed; internal resistance is likely, causing the
individual to continually reassess the desirability of change.
There are three critical steps to changing one's decisionmaking
process: (1) clarification of the existence of specific judgmental
deficiencies, (2) explanation of the roots of these deficiencies,
and (3) reassurance that these deficiencies should not be taken
as a threat to the individual's self-esteem.
The first step consists of abstracting from the concrete example
that was used for unfreezing to identify the more general bias
that exists. In addition, for the bias to have face validity to the
individual, an explanation of why the bias exists is necessary;
8. this often consists of clarifying the heuristic or phenomenon
that underlies the bias. Finally, this information may be
threatening enough to increase the resistance that was partially
overcome in the unfreezing stage. Thus, it is critical that the
individual understand that
Strategy 4: Reason Analogically • 191
virtually everyone is subject to judgment biases and that having
them does not imply that one is a poor decision maker, but
simply that one is human.
Perhaps the most general-purpose debiasing strategy is what
Lord, Lepper, and Preston (1984) call "consider the opposite."
They advise us to play devil's advocate with ourselves, thinking
about reasons why our tentative conclusions could be wrong.
This strategy is obviously most useful for counteracting the
confirmation trap—the tendency to seek out information that
supports our chosen point of view while overlooking dis-
confirming evidence. Baron (1994) has given more specific
advice. He suggests that, when assessing any piece of data, you
should do two things. First, ask yourself: "How likely is a yes
answer, if I assume that my hypothesis is false?" For instance,
imagine you're considering investing money in your friend's
new business idea, and you take it as a good sign that he has a
business plan that projects turning a profit in one year. The
hypothesis you've been entertaining is that this is a good
investment for your money. What if you assume that the
hypothesis is false, and that this investment is a terrible idea,
perhaps because it puts both your money and your friendship in
peril? How likely would it be that your friend could come up
with a plausible business plan even if his chances of success
were not particularly great?
Second, try to think of alternative hypotheses, then choose a
9. test most likely to distinguish them. Could you devise a test that
could tell whether your friend's plan was actually a viable one?
Maybe the fact that he has had trouble getting startup funding
from banks or venture capitalists is a sign that his business plan
doesn't stack up that well against those of other aspiring
entrepreneurs. Admittedly, it's not always fun to consider ways
in which we might be wrong, but this is a crucial step when
sound decisions and accurate judgments are more important than
ego gratification.
Refreezing
Even after change occurs, it is tempting to revert to past
practices and bad habits. The old biases still exist and can be
easily and even accidentally used. Meanwhile, the new
procedures are foreign and must develop into intuitive
strategies, a process that takes place with practice over time. As
you consciously use new strategies in multiple applications,
these strategies slowly become second nature, taking the place
of old patterns. However, frequent application and overviews of
past training are necessary if the change is to last.
For refreezing to occur, you must continue to examine your
decisions for bias long after you have finished this book. You
should schedule routine checkups to evaluate your recent
important decisions, those made individually and as a negotiator
or group member, while remaining aware of the limits of your
judgment.
STRATEGY 4: REASON ANALOGICALLY
One recent direction that has shown tremendous promise for
debiasing efforts is the analogical reasoning research of
Thompson, Gentner, and Loewenstein (Gentner, Loewenstein, &
Thompson, 2003; Loewenstein, Thompson, & Gentner, 1999;
Thompson, Gentner, & Loewenstein, 2000). These researchers
show that people learn far
more from cases, simulations, and real-world experiences when
10. they are able to take away an abstract form of the learning
message. In the context of learning to negotiate through
simulations, much greater debiasing occurs among participants
when they take part in two exercises that have the same lesson
and are asked how the two simulations are related than when
they assess the same two exercises and are asked to explain the
lesson of each one. When people learn from one episode at a
time, they too often focus on surface-level characteristics of the
situation and assume that the message applies only to the
specific context of the decision (such as learning how to buy a
house). By contrast, the process of abstracting similar lessons
from two episodes (such as learning to overcome the mythical
fixed pie of negotiation following a house purchase and a
workplace negotiation) creates more generalizable insight.
By assessing performance on a third task, Gentner,
Loewenstein, and Thompson (2003) have demonstrated
remarkable evidence of debiasing decision-making and
negotiation behavior through this type of analogical reasoning.
They have replicated this research conclusion across a number
of studies, many involving executives and consultants.
Thompson, Gentner, and Loewenstein (2000) claim that making
a comparison triggers a focus on the similarities between
examples, making their common structure more transparent.
Identifying the common structure—the principle shared by both
examples—helps the learner form a schema that is less sensitive
to the irrelevant surface or context features of the particular
examples. Such an abstract principle is more likely to be
transferred to new situations with different contexts than a
principle that is not abstracted from its original context. These
impressive findings on the effectiveness of analogical reasoning
open up important new directions for debiasing research and
offer important guidance on how to use cases and simulations to
maximize generalizable learning.
Building on Thompson, Gentner, and Loewenstein's (2000)
analogical reasoning work, Idson, Chugh, Bereby-Meyer,
Moran, Grosskopf, and Bazerman (2004) suggest that
11. understanding differences, as well as similarities, across
problems may also be a very useful means of transferring
knowledge. Idson, Chugh, Bereby-Meyer, Moran, Grosskopf,
and Bazerman (2004) show that training based on differences
can reduce bias in the Acquiring a Company problem, which, as
discussed earlier, had proven resistant to many other debiasing
techniques. Using the five problems from Tor and Bazerman
(2003), Idson, Chugh, Bereby-Meyer, Moran, Grosskopf, and
Bazerman (2004) had study participants either (1) examine the
two versions of the Monty Hall problem and the two versions of
the Dividing a Pie problem as four separate problems, or (2)
examine the problems in pairs. All participants were then given
multiple trials to solve the Acquiring a Company problem, with
pay based on performance. Idson, Chugh, Bereby-Meyer,
Moran, Grosskopf, and Bazerman also gave the same Acquiring
a Company problem to other study participants who were not
trained on the Monty Hall problem and the Dividing a Pie
problem. Idson, Chugh, Bereby-Meyer, Moran, Grosskopf, and
Bazerman found that allowing study participants to view the
Monty Hall and Dividing a Pie problems in pairs helped them
understand the differences between the two versions of each
problem and generalize the importance of focusing on the
decisions of other parties and the rules of the game. These
lessons, the keys to solving the Acquiring a Company problem,
indeed enabled participants to perform
Strategy 5: Take An Outsider's View • 193
substantially better in the Acquiring a Company problem. This
research offers evidence that examining differences between
seemingly related problems may be a successful direction for
improving decision making.
12. What is the optimal level of abstraction that should occur to
help people form analogies across problems? Moran, Bereby-
Meyer, and Bazerman (2008) argue that teaching people more
general negotiation principles (such as, "Value can be created,"
or, "It is important to understand how parties' interests
interrelate") enables successful transfer to a broader range of
new negotiation tasks than the focused analogies of
Loewenstein, Thompson, and Gentner (2003). Moran, Bereby-
Meyer, and Bazerman (in press) argue that learning general
principles will improve not only the ability to positively
transfer specifically learned principles, but also the ability to
discriminate their appropriateness—that is, to determine when a
principle should and should not be applied.
Moran, Bereby-Meyer, and Bazerman (2008) found that learners
who previously received analogical training for one specific
negotiation strategy (namely, logrolling issues to create value)
did not perform well when confronted with a diverse face-to-
face negotiation with a very different structure. Thus, logrolling
may have limited generalizability to other value-creating
processes. To test this idea, Moran, Bereby-Meyer, and
Bazerman adapted Thompson, Gentner, and Loewenstein's
(2000) analogical reasoning training to teach negotiators broad
thought processes for creating value in negotiations. Moran,
Bereby-Meyer, and Bazerman compared specific training.
wherein learners compare two cases that illustrate the same
specific strategy instances (e.g., logrolling), with diverse
training, wherein they compare two cases that illustrate
different value-creating strategies (e.g., one illustrates
logrolling and the other compatibility). Training effectiveness
was assessed by looking at performance and outcomes in a
negotiation simulation that contained potential for using various
value-creating strategies, some of which were previously
learned and others which were not.
Moran, Bereby-Meyer, and Bazerman (2008) found that more
diverse analogical training, wherein negotiators learn and
compare several different value-creating strategies, fostered
13. greater learning of underlying value-creating negotiation
principles than more specific analogical training. This method
facilitated transfer to a very distinctive task and improved
performance on a variety of value-creating strategies, including
some that participants had never previously encountered. The
improved performance was also accompanied by a deeper
understanding of the potential to create value. Thus, more
diverse analogical training can be effective for attaining a
higher level of expertise, which enables an understanding of
which particular strategies might be effective in different
situations and why. At the same time, when training becomes
too diverse, the applicability of the message may be lost. The
optimal level of abstraction remains an interesting question for
future research, as does the question of how analogical
reasoning can be applied to improve individual decision
making.
STRATEGY 5: TAKE AN OUTSIDER'S VIEW
In Chapter 2, we asked you to estimate ten obscure quantities
and to place 98 percent confidence intervals around your
estimates. As we noted, most people answer only
Strategy 6: Understand Biases in Others • 195
196 • Chapter 11: Improving Decision Making
Certainly, optimism and overconfidence are factors. In addition,
Kahneman and Lovallo document the human tendency to
incorporate all of a decision's various details into our judgment
process and, as a consequence, to view each decision as unique.
This focus on the here and now leads us to overlook historic
data and to let our biases run wild. As a result, we follow the
insider view, despite the readily available insights of the
outsider view.
14. The insider-outsider distinction suggests another strategy to
reduce bias: When making an important decision, invite an
outsider to share his or her insight. This may mean conferring
with a trusted friend or colleague who has experience with
similar decisions. Interestingly, when a friend is building a
house, we often predict that construction will cost more and
take longer than expected. Our friend is the only one who
doesn't know this! So, for decisions that really matter, ask
friends you trust for their estimate of what will happen, and
understand that their outsider perspective may be more accurate
than your biased insider view. Alternatively, ask yourself what
your outsider self thinks of the situation. To assess this,
imagine that the decision was a friend's, and ask yourself what
advice you would give him or her. The key is to figure out how
to give the outsider a stronger voice in the decision-making
process.
STRATEGY 6: UNDERSTAND BIASES IN OTHERS
The nature of managerial life requires that one work closely
with the decisions of others, reviewing recommendations,
transforming recommendations into decisions, and adjusting
decisions made by others in the past. The task of evaluating the
decisions of others is fundamentally different from the task of
auditing one's own decisions. Nonetheless, from reading this
book, you have learned that everyone's decisions are influenced
to some degree by a shared set of biases. How can you
systematically detect bias in your own decisions and those of
others? Consider the following managerial situation:
You are the director of marketing for a retail chain that has
forty stores in fourteen cities. Annual sales in these stores
average between $2 million and $4 million with mean sales of
$3 million. Twenty-five of the stores have opened in the last
three years, and the company plans to open thirty new stores in
the next four years. Because of this growth, you have hired a
site location analyst to predict the sales in each potential site.
Unfortunately, predicting sales in new markets is very difficult,
15. and even die best analyst faces a great deal of uncertainty. As
the marketing director, you are evaluated in part by die
accuracy of the forecasts coming out of your department. The
site location analyst has just given you her latest forecast, $3.8
million in annual sales for a potential site. Demographic data
back up die analyst's claim that this area should make the store
one of the top producers in the chain. What is your reaction to
the forecast?
At a naive level, there is reason to have confidence in the
analyst's forecast. After all, she knows more than you about the
details of the data that underlie the prediction. In addition, your
overview of the area also predicts that the store will do well in
comparison to existing stores; this evaluation is based on
matching the representativeness of this site to other existing
sites. The prediction begins to lose force, however, when we
consider the prediction in light of a basic but counterintuitive
statistical concept: regression to the mean. In Chapter 2, we saw
that the extremeness of our predictions
should be moderated toward the mean by the degree of
uncertainty in the prediction (Kahneman & Tversky, 1982b).
With this rule in mind, let's imagine that the site location
analyst is known for her extreme accuracy. In fact, there is a
perfect (1.0) correlation between her predictions and actual
sales. If this is true, it would be appropriate to rely on the $3.8
million prediction. Now let's consider the case in which there is
a correlation of zero between the analyst's predictions (based on
demographic data) and actual sales. If this is true, her forecast
is meaningless, and the only pertinent information is that the
average store has sales of $3 million. Therefore, this figure
becomes your best estimate. It is most likely, in fact, that the
analyst has achieved neither total success nor total failure, but
an intermediate level of predictability over the course of her
career. The forecast should then fall between sales of the mean
store and the analyst's estimate, becoming progressively closer
16. to the analyst's estimate as her ability to predict sales increases
(Kahneman & Tversky, 1982b). This analysis suggests that, as
the director, you will want to reduce the forecast to somewhere
between $3 million and $3.8 million, depending on your
assessment of the correlation between the analyst's forecasts
and actual sales. In essence, the understanding of human
judgment taught by this book should help you to systematically
adjust the analyst's initial decision.
The preceding analysis offers a rough guide to adjusting the
decisions of others. Kahneman and Tversky (1982b) have
formalized this process into a five-step procedure whose steps
are outlined here, using the site location problem as an example.
In reviewing each step, you should think about how you might
convert this systematic training into an intuitive, natural
response. This will allow you, as a manager, to recognize the
existence and direction of a wide range of biases across a wide
range of decisions and make adjustments accordingly.
1. Select a comparison group. This first step consists of
selecting the set of past observations to which the current
decision or forecast is to be compared. In the site location
problem, comparing the new store to the population of all
company stores is an obvious group. However, other comparison
groups often exist. For example, you might decide that only
stores that have opened in the last three years are appropriate
for comparison, particularly if recent stores are closer in
description to the future store than to established stores. A more
inclusive group allows for a larger base for comparison, but its
heterogeneity may reduce its comparability to the targeted
forecast.
2. Assess the distribution of the comparison group. The next
step involves assessing the characteristics of the past
observations to which the current decision is being compared. If
the comparison group consists of all stores, we know the range
and mean from the data presented. If we limit the group to
recent stores, these data would need to be recalculated. In
addition, we might want to get additional data about the shape
17. of the distribution around the mean.
3. Incorporate intuitive estimation. This step calls for
identification of the decision or forecast of the expert. In this
case, the site location analyst's assessment, $3.8 million, is the
intuitive estimate that needs to be adjusted. The next two steps
attempt to improve this forecast.
Strategy 6: Understand Biases in Others • 197
4. Assess the predicted results of the decision. This is the most
difficult step in the corrective procedure, as it requires us to
determine the correlation between the decision or forecast and
the comparison group data. It may be possible to assess this
correlation by comparing past estimates to actual sales. In the
absence of these data, you must determine some subjective
procedure for this assessment. Kahneman and Tversky (1982b)
discuss this process in more detail. For our purposes, the key
point is that the analyst's estimate assumes a correlation of 1.0
between her prediction and actual sales. In virtually all cases,
we must adjust away from this biased estimate.
5. Adjust the intuitive estimate. In this step we must calculate
the adjustment that reduces the bias error of the initial decision
or forecast. For example, this procedure should produce an
estimate of $3.8 million when the correlation in step 4 is 1.0, an
estimate of $3 million when the correlation is zero, and
estimates proportionally in between when the correlation falls
between zero and one. This adjustment can be formalized as
follows:
adjusted estimate = group mean + correlation (initial estimate -
group mean)
In our example, it is easy to see that this leads to a prediction of
$3.4 million when the correlation is .5, $3.6 million when the
correlation is .75, and so on. The person making the adjustment
18. should fully understand the logic of the procedure and evaluate
its relevance to the decision at hand. When arguing for this
adjustment, you must recognize that you are likely to face
resistance to change.
These five steps provide a clearly delineated process for
debiasing an individual's intuition by adjusting for the
regression-to-the-mean bias. The formal procedure will
typically improve the forecast. More important, a manager who
understands the process will become capable of intuitively
assessing the degree to which an initial estimate should be
regressed to the mean.
We now have a model for adjusting a wide range of biased
decisions in both individual and multiparty contexts. Broadly, it
involves three phases. First, we need to accurately perceive and
analyze the context within which the decision is being made.
Next, we need to distinguish the potential bias(es) surrounding
the decision and the decision makers. Finally, we need to
identify and make the appropriate logical adjustments for that
decision. This judgment-improvement technique can be used to
evaluate and adjust our own, as well as others', intuitive
judgments in a variety of situations.
This section shows that we can use an understanding of biases
to understand systematic error in the decisions of others.
Adjusting for regression to the mean is simply one example of
how such a technique can be systematized. When we consult
with organizations, our knowledge of the various biases
documented in this book allows us to identify biases across a
variety of problem types.
You can also use your new knowledge of the biases of others to
identify optimal moves in a competitive environment. Richard
Thaler, whose ideas we have cited often in tins book, teamed up
with Russell Fuller to create the Fuller-Thaler mutual funds
(www.fullerthaler.coin). These funds buy securities by taking
advantage of the predictable biases of key market participants.
Fuller and Thaler argue that these biases result in mispricing of
19. securities. For example, they argue that most analysts
underreact to new, positive information about firms. By
identifying how decision biases create under-and overvalued
firms, Fuller and Thaler have created funds that significantly
outperform the market.
CONCLUSION
In this final chapter, we have introduced six strategies for
correcting the deficiencies in our decision making. The first
three strategies seek to create broad change in our intuitive
responses to decision-making situations. In general, they strive
to heighten our awareness of our cognitive limitations and our
susceptibility to bias. The last three strategies provide
techniques for improving specific decisions in specific contexts.
They offer concrete methods for testing and adjusting actual
decisions. Together, these six strategies provide tools for
changing and "refreezing" your intuitive decision-making
processes in the future.
An optimistic but naiVe view of this book is that its readers are
now immediately capable of improving their decision making.
Why naive? Because it is premature to expect readers to have
fully integrated the process of changing their judgment for the
better. If unfreezing did not take place, then the book failed. If
you were not provided with sufficient information for change,
the book again failed. However, the responsibility for refreezing
new processes and using the decision-improvement strategies
suggested in this last chapter lies with you. Refreezing requires
a period in which you constantly review your decision-making
processes for the errors identified in this book. Refreezing also
requires that you be vigilant in your search for biases in the
more complex world of decisions that you face. Creating lasting
internal improvement in decision making is a complex task that
occurs gradually over time through persistent monitoring. It is
far easier to identify a bias while you are reading a book about
decision making than when you are in the midst of an
organizational crisis. Raiffa (1984) found that his students were
20. likely to use appropriate decision-making strategies on an exam
when he was the teacher, but failed to generalize the relevance
of these strategies to similar problems in courses taught by
other instructors. Thus, making adjustments to your decision-
making processes requires constant attention.
In addition to improving your own decisions, the ideas in this
book should be very useful for informing you about the
decisions of others. We are often faced with situations in which
we are suspicious of another party's decision making, but we
lack the vocabulary to articulate the flaws in their logic. This
book offers systematic clues for understanding and explaining
the biases of others. You can practice spotting others' biases
while reading the newspaper or watching a sporting event on
television. Reporters, sportscasters, politicians, and other
information providers and public servants constantly make
statements that exemplify the biased decision-making processes
outlined in this book.
We hope that this book has dispelled some of your assumptions
about decision making. We also hope that this book has raised
your awareness of the importance of
198• Chapter 11: Improving Decision Making
Military Experience
21. President and Military Experience
Name
Class
Date
Professor
President and Military Experience
The position of president is the highest office in the nation.
Many people believe in order to be president the person filling
the office should have military experience. Since the 1992 the
candidate that has won has had no military experience but prior
to this year the majority of presidents had military experience.
The public does not require their presidential candidates to have
military experience and in the last few decades have elected
presidents with no military experience despite the fact the
country has been embroiled in the War on Terror. Presidents
should be required to serve time in the military before running
for this office.
America is always under the threat of war or dealing with a
country secretly gathering nuclear weapons. Having a president
that understands military strategy and understands what s
needed during times of war or conflict with other countries. If
the president was required to have served in the military their
rank should not be considered but whether or not they received
an honorable discharge would be an important factor. People
22. that serve in the military and do not receive an honorable
discharge are not considered to be loyal, trusted, or honorable
and have been dismissed for unbecoming or bad behavior.
When a president understands military strategy they will
better understand what should be done in times of war. If a
president has never served in the military it will be far more
difficult for them to understand the decisions that need to be
made. The President is Commander in Chief of the Navy, Air
Force, Army, and Marines. In order to serve this position
effectively they need to have extensive knowledge of the
military and what that entails (Nagl, 2012). Developing military
strategy and making decisions is critical in times of conflict.
When a president has military experience the people will have
more confidence in their ability to successfully navigate the
conflict.
On the other side of the argument are the people that find
the president should not be required to have any military
experience. According to this argument the President of United
States does not need military experience because he has
advisors that inform him of military strategy and provide advice
in his decision making. The president does not engage in battle
and despite the fact he is the Commander in Chief of all the
branches of military will never have to actively engage in war
(Mataconis, 2012). The president in fact does not need military
experience because he only needs to be good at diplomacy.
People that support no military experience find if our fore
fathers did not find it was necessary for the president to have
military experience then this should not be a requirement in
modern society. The president is only required to have the
necessary political experience to be a good political leader not
military leader. Some people find a president having military
experience can be a hindrance and result in war when there
could be peace. Presidents with no military experience are far
more focused on finding a peaceful way to resolve conflicts.
When a president has military experience they have
political advantage during elections especially in war time.
23. Presidential candidates with military experience are far more
effecter in military skirmishes and are more widely respected by
citizens. Requiring all presidents to have military experience
will increase the confidence of citizens and ensure if America
goes to war the president will have the necessary experience to
make an educated decision on what steps should be taken. When
presidents fight for their country they show patriotisms and
leadership skills.
References
Mataconis, D. (2012). Does It Matter If A Presidential
Candidate Never Served In The Military?
Retrieved February 6, 2014 from
http://www.outsidethebeltway.com/does-it-matter-if-a-
presidential-candidate-never-served /
Nagl, J. (2012). Does military service still matter for the
presidency? Retrieved February 6, 2014
from http://www.washingtonpost.com/opinions/does-
military-service-still-matter-for-the-pres