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Reflection on the Articles
Article One
The article is named "Exchange," and it is written by Jeffrey Pfeffer from Stanford University. The article talks about the changes that young employees experience and how fast they adjust to those changes compared to older employees. These changes have brought about organization theories that explain this reality. The article states that these days, the old ideas about something are not considered as they were back in the day, and they are considered irrelevant. The world has changed in many different ways that everything that used to be done for one to gain power and influence in the past has been abandoned since new strategies have come up, and people in the current world are using them. Jeffery asks some questions regarding the organization theory. These questions are asked to try and find out if the change in people and work can affect the opinions of power and influence in the current world.
The article also explains why younger employees adjust to change quickly. Jeffrey states that the younger employees are brought up in less competitive environments, and influences are many compared to the older employees. On the other hand, although the world has changed along with the people and strategies they use to gain power and influence, some organizational dynamics are still relevant, and they are never changing from the past. These dynamics cannot always be seen as desirable by society, but they help to understand human behavior and how they change in different organizations. The dynamics that interested me include hierarchy whereby the control that comes with it encourages creativity and employee engagement in the organization. Even though the invention of social networks and technology has overtaken hierarchy, it is still there, and it can never end. Another dynamic is the self-enhancement motive whereby an individual has the freedom to motivate themselves by thinking positively and seeing ourselves as capable beings in the organization. It also includes never having the urge to give up even if the going gets tough. Individuals with self-enhancement motives always end up on top since they motivate themselves, and they do the things they have set the goals for, hence, working hard to reach the top and stays there. Others even drive others to believe in themselves and work hard to achieve their goals. The behavior never changes since every individual working for an organization, whether young or old.
Another dynamic behavior is us versus them and the importance of similarity whereby an individual tries to mimic the practices of the people who are on top by reading their books or listening to what they did before they made it to where they are now, among others. The mimicking shows that these in.
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
Post #1Employee empowerment has allowed organizations to have qu.docxharrisonhoward80223
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
In any organization if they want to get best production and retain their employees, they have to
provide best organization culture to their employees. That culture should be satisfied by the employees to retain
them. The purpose of the present study is to analyze the organization culture factors influencing the job
satisfaction.
Assignment 1 The Role of the Leader and the VisionIn this modul.docxdeanmtaylor1545
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Life Long LearningJeremy ThomasHRMT310Life.docxSHIVA101531
Life Long Learning
Jeremy Thomas
HRMT310
Life Long Learning Paper and Career Development Equals Organizational Effectiveness.
Jeremy,
Again your paper does not support the assignment requirements. You were supposed to explain in very simple terms how life long learning and career counseling supports organizational effectiveness. Basically you needed to explain how the individual determined their skill gaps and how they worked on the skill gaps to make themselves more marketable both inside and outside of the organization. In addition, the career counselor can effectively help the individual employee mitigate skill gaps through the development of individual development plans. While the employee is working on career development they are becoming more agile and adaptable and the organization can use them in many different situations and empower the employee as they gain new skills. If the organization does not empower and enrich the employee or if the employee finds a better opportunity because of their new skills they will leave the organization. You stated in your paper that it will be necessary for employees to gain new skills and find new organizations but you did not elaborate on it.
I could not follow your writing or understand the sentence structures. It was very passively written. You ha many quotes and the quotes were not cited correctly. You did not reference your text at all in this paper.
Health involves much more than caring for your body. The human brain also needs to be nurtured and treated, and "lifelong learning" is a key element of a healthy brain regimen. Recent studies have shown that challenging your brain, by motivating the brain to create new patterns, is an important factor to keep your brain active and healthy as you age out. Lifelong learning is like a health club for our minds, bodies and spirits. Using this health exercise every day helps to ensure that life will be richer, more stimulating and more fulfilling and exciting. There are many ways to engage in lifelong learning; (classes, associations, informal networking, field trips, and travel). Professional development can play a significant role. "A standout amongst the most imperative and extremely perplexing issues of vocation administration is given by its adequacy. In a nature's turf, the vocation adequacy is exceptionally overall acknowledged from both, the singular and organization perspective". Comment by Roy Elam Jr.: This introduction does not support the assignment requirements and does not develop a detailed thesis. Comment by Roy Elam Jr.: This is quoted but you did not provide a reference.
The Vitality of Lifelong Learning for Career Development
What measures do the associations take to help attaining effective professions for each of their workers? Which are the most essential means so as to acquire profession adequacy? There are some profession viability criteria that ought to be thought seriously about, both ...
Leadership and Organizational BehaviorOrganizational Behavior .docxcroysierkathey
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
Assignment 1 Dealing with Diversity in America from Reconstructi.docxdeanmtaylor1545
Assignment 1: Dealing with Diversity in America from Reconstruction through the 1920s
For History 105: Dr. Stansbury’s classes (6 pages here)
Due Week 3 and worth 120 points. The formal deadline is Monday at 9am Eastern time, Jan. 21. But, due to the King holiday, no late penalty will be imposed if submitted by the end of Jan. 22.
[NOTE ON ECREE: The university is adopting a tool, called ecree for doing writing assignments in many classes. We will be using the ecree program for doing our papers in this class. More instructions on this tool will be posted. You are welcome to type your paper in MS-Word as traditionally done—and then to upload that file to ecree to revise and finish it up. Or, as we suggest, you may type your paper directly into ecree. When using ecree, you should use CHROME as your browser. As posted: “Please note that ecree works best in Firefox and Chrome. Please do not use Internet Explorer or mobile devices when using ecree.”]
BACKGROUND FOR THE PAPER: After the Civil War, the United States had to recover from war, handle western expansion, and grapple with very new economic forms. However, its greatest issues would revolve around the legacies of slavery and increasing diversity in the decades after the Civil War. In the South, former slaves now had freedom and new opportunities but, despite the Reconstruction period, faced old prejudices and rapidly forming new barriers. Immigrants from Europe and Asia came in large numbers but then faced political and social restrictions. Women continued to seek rights. Yet, on the whole, America became increasingly diverse by the 1920s. Consider developments, policies, and laws in that period from 1865 to the 1920s. Examine the statement below and drawing from provided sources, present a paper with specific examples and arguments to demonstrate the validity of your position.
Topic and Thesis Statement—in which you can take a pro or con position:
· Political policies and movements in the period from 1865 to the 1920s generally promoted diversity and “the melting pot” despite the strong prejudices of a few. (or you can take the position that they did not). Use specific examples of policies or movements from different decades to support your position.
After giving general consideration to your readings so far and any general research, select one of the positions above as your position—your thesis. (Sometimes after doing more thorough research, you might choose the reverse position. This happens with critical thinking and inquiry. Your final paper might end up taking a different position than you originally envisioned.) Organize your paper as follows with the four parts below (see TIPS sheet and TEMPLATE also), handling these issues:
1. The position you choose —or something close to it—will be the thesis statement in your opening paragraph. [usually this is one paragraph with thesis statement being the last sentence of the paragraph.]
2. To support your position, use thre.
Assignment 1 Why are the originalraw data not readily us.docxdeanmtaylor1545
Assignment 1
:
Why are the original/raw data not readily usable by analytics tasks? What are the main data preprocessing steps? List and explain their importance in analytics.
Refer to Chapter 3 in the attached textbook:
Sharda, R., Delen, D., Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support 11E.
ISBN: 978-0-13-519201-6.
Discuss the process that generates the power of AI and discuss the differences between machine learning and deep learning.
Requirement:
****Separate document for each assignment.****
Minimum 300-350 words. Cover sheet, abstract, graphs, and references does not count.
Add references separately for each assignment question.
Double Spaced and APA 7th Edition Format
No plagiarized content please! Attach a plagiarized report.
Check for spelling and grammar mistakes!
$5 max. Please bid if you agree.
Assignment 2
:
What are the privacy issues with data mining? Do you think they are substantiated?
Refer to Chapter 4
in the attached textbook:
Sharda, R., Delen, D., Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support 11E.
ISBN: 978-0-13-519201-6.
Requirement:
****Separate document for each assignment.****
Minimum 300-350 words. Cover sheet, abstract, graphs, and references does not count.
Add references separately for each assignment question.
Double Spaced and APA 7th Edition Format
No plagiarized content please! Attach a plagiarized report.
Check for spelling and grammar mistakes!
$5 max. Please bid if you agree.
.
Assignment 1 Refer to the attached document and complete the .docxdeanmtaylor1545
Assignment 1
:
Refer to the attached document and complete the following sections from the document (highlighted in yellow):
Policy 1.1
Policy Statement Section Overview
Policy 1.2
Policy Statements Contents
Requirement:
·
****Separate word document for each assignment****
· Minimum 300-350 words. Cover sheets, abstracts, graphs, and references do not count.
·
Add references separately for each assignment question.
·
Strictly follow APA style. Length – 2 to 3 paragraphs.
·
Sources: 2 References to Support your answer
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $5 max. Please bid if you agree.
.
Assignment 1
:
Remote Access Method Evaluation
Learning Objectives and Outcomes
Ø
Explore and assess different remote access solutions.
Assignment Requirements
Discuss which of the two remote access solutions
, virtual private networks (VPNs) or hypertext transport protocol secure (HTTPS),
you will rate as the best.
You need to make a choice between the two remote access solutions based on the following features:
Ø Identification, authentication, and authorization
Ø Cost, scalability, reliability, and interoperability
Requirement:
·
****Separate word document for each assignment****
· Minimum 300-350 words. Cover sheet, abstract, graphs, and references do not count.
·
Add reference separately for each assignment question.
·
Strictly follow APA style. Length – 2 to 3 paragraphs.
·
Sources: 2 References to Support your answer
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $5 max. Please bid if you agree.
Assignment 2
:
Discuss techniques for combining multiple anomaly detection techniques to improve the identification of anomalous objects. Consider both supervised and unsupervised cases.
Requirement:
·
****Separate word document for each assignment****
· Minimum 300-350 words. Cover sheet, abstract, graphs, and references do not count.
·
Add reference separately for each assignment question.
·
Strictly follow APA style. Length – 2 to 3 paragraphs.
·
Sources: 2 References to Support your answer
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $5 max. Please bid if you agree.
Assignment 3
:
Refer to the attached “Term Paper for ITS632(1)” for assignment.
Requirements
:
·
****Separate word document for each assignment****
· Minimum 6 pages. Cover sheet, abstract, graphs, and references do not count.
·
Add reference separately for each assignment question.
·
Strictly follow APA style.
·
Sources: 3-5 References
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $30 max. Please bid if you agree.
.
Post #1Employee empowerment has allowed organizations to have qu.docxharrisonhoward80223
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
In any organization if they want to get best production and retain their employees, they have to
provide best organization culture to their employees. That culture should be satisfied by the employees to retain
them. The purpose of the present study is to analyze the organization culture factors influencing the job
satisfaction.
Assignment 1 The Role of the Leader and the VisionIn this modul.docxdeanmtaylor1545
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Life Long LearningJeremy ThomasHRMT310Life.docxSHIVA101531
Life Long Learning
Jeremy Thomas
HRMT310
Life Long Learning Paper and Career Development Equals Organizational Effectiveness.
Jeremy,
Again your paper does not support the assignment requirements. You were supposed to explain in very simple terms how life long learning and career counseling supports organizational effectiveness. Basically you needed to explain how the individual determined their skill gaps and how they worked on the skill gaps to make themselves more marketable both inside and outside of the organization. In addition, the career counselor can effectively help the individual employee mitigate skill gaps through the development of individual development plans. While the employee is working on career development they are becoming more agile and adaptable and the organization can use them in many different situations and empower the employee as they gain new skills. If the organization does not empower and enrich the employee or if the employee finds a better opportunity because of their new skills they will leave the organization. You stated in your paper that it will be necessary for employees to gain new skills and find new organizations but you did not elaborate on it.
I could not follow your writing or understand the sentence structures. It was very passively written. You ha many quotes and the quotes were not cited correctly. You did not reference your text at all in this paper.
Health involves much more than caring for your body. The human brain also needs to be nurtured and treated, and "lifelong learning" is a key element of a healthy brain regimen. Recent studies have shown that challenging your brain, by motivating the brain to create new patterns, is an important factor to keep your brain active and healthy as you age out. Lifelong learning is like a health club for our minds, bodies and spirits. Using this health exercise every day helps to ensure that life will be richer, more stimulating and more fulfilling and exciting. There are many ways to engage in lifelong learning; (classes, associations, informal networking, field trips, and travel). Professional development can play a significant role. "A standout amongst the most imperative and extremely perplexing issues of vocation administration is given by its adequacy. In a nature's turf, the vocation adequacy is exceptionally overall acknowledged from both, the singular and organization perspective". Comment by Roy Elam Jr.: This introduction does not support the assignment requirements and does not develop a detailed thesis. Comment by Roy Elam Jr.: This is quoted but you did not provide a reference.
The Vitality of Lifelong Learning for Career Development
What measures do the associations take to help attaining effective professions for each of their workers? Which are the most essential means so as to acquire profession adequacy? There are some profession viability criteria that ought to be thought seriously about, both ...
Leadership and Organizational BehaviorOrganizational Behavior .docxcroysierkathey
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
Assignment 1 Dealing with Diversity in America from Reconstructi.docxdeanmtaylor1545
Assignment 1: Dealing with Diversity in America from Reconstruction through the 1920s
For History 105: Dr. Stansbury’s classes (6 pages here)
Due Week 3 and worth 120 points. The formal deadline is Monday at 9am Eastern time, Jan. 21. But, due to the King holiday, no late penalty will be imposed if submitted by the end of Jan. 22.
[NOTE ON ECREE: The university is adopting a tool, called ecree for doing writing assignments in many classes. We will be using the ecree program for doing our papers in this class. More instructions on this tool will be posted. You are welcome to type your paper in MS-Word as traditionally done—and then to upload that file to ecree to revise and finish it up. Or, as we suggest, you may type your paper directly into ecree. When using ecree, you should use CHROME as your browser. As posted: “Please note that ecree works best in Firefox and Chrome. Please do not use Internet Explorer or mobile devices when using ecree.”]
BACKGROUND FOR THE PAPER: After the Civil War, the United States had to recover from war, handle western expansion, and grapple with very new economic forms. However, its greatest issues would revolve around the legacies of slavery and increasing diversity in the decades after the Civil War. In the South, former slaves now had freedom and new opportunities but, despite the Reconstruction period, faced old prejudices and rapidly forming new barriers. Immigrants from Europe and Asia came in large numbers but then faced political and social restrictions. Women continued to seek rights. Yet, on the whole, America became increasingly diverse by the 1920s. Consider developments, policies, and laws in that period from 1865 to the 1920s. Examine the statement below and drawing from provided sources, present a paper with specific examples and arguments to demonstrate the validity of your position.
Topic and Thesis Statement—in which you can take a pro or con position:
· Political policies and movements in the period from 1865 to the 1920s generally promoted diversity and “the melting pot” despite the strong prejudices of a few. (or you can take the position that they did not). Use specific examples of policies or movements from different decades to support your position.
After giving general consideration to your readings so far and any general research, select one of the positions above as your position—your thesis. (Sometimes after doing more thorough research, you might choose the reverse position. This happens with critical thinking and inquiry. Your final paper might end up taking a different position than you originally envisioned.) Organize your paper as follows with the four parts below (see TIPS sheet and TEMPLATE also), handling these issues:
1. The position you choose —or something close to it—will be the thesis statement in your opening paragraph. [usually this is one paragraph with thesis statement being the last sentence of the paragraph.]
2. To support your position, use thre.
Assignment 1 Why are the originalraw data not readily us.docxdeanmtaylor1545
Assignment 1
:
Why are the original/raw data not readily usable by analytics tasks? What are the main data preprocessing steps? List and explain their importance in analytics.
Refer to Chapter 3 in the attached textbook:
Sharda, R., Delen, D., Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support 11E.
ISBN: 978-0-13-519201-6.
Discuss the process that generates the power of AI and discuss the differences between machine learning and deep learning.
Requirement:
****Separate document for each assignment.****
Minimum 300-350 words. Cover sheet, abstract, graphs, and references does not count.
Add references separately for each assignment question.
Double Spaced and APA 7th Edition Format
No plagiarized content please! Attach a plagiarized report.
Check for spelling and grammar mistakes!
$5 max. Please bid if you agree.
Assignment 2
:
What are the privacy issues with data mining? Do you think they are substantiated?
Refer to Chapter 4
in the attached textbook:
Sharda, R., Delen, D., Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support 11E.
ISBN: 978-0-13-519201-6.
Requirement:
****Separate document for each assignment.****
Minimum 300-350 words. Cover sheet, abstract, graphs, and references does not count.
Add references separately for each assignment question.
Double Spaced and APA 7th Edition Format
No plagiarized content please! Attach a plagiarized report.
Check for spelling and grammar mistakes!
$5 max. Please bid if you agree.
.
Assignment 1 Refer to the attached document and complete the .docxdeanmtaylor1545
Assignment 1
:
Refer to the attached document and complete the following sections from the document (highlighted in yellow):
Policy 1.1
Policy Statement Section Overview
Policy 1.2
Policy Statements Contents
Requirement:
·
****Separate word document for each assignment****
· Minimum 300-350 words. Cover sheets, abstracts, graphs, and references do not count.
·
Add references separately for each assignment question.
·
Strictly follow APA style. Length – 2 to 3 paragraphs.
·
Sources: 2 References to Support your answer
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $5 max. Please bid if you agree.
.
Assignment 1
:
Remote Access Method Evaluation
Learning Objectives and Outcomes
Ø
Explore and assess different remote access solutions.
Assignment Requirements
Discuss which of the two remote access solutions
, virtual private networks (VPNs) or hypertext transport protocol secure (HTTPS),
you will rate as the best.
You need to make a choice between the two remote access solutions based on the following features:
Ø Identification, authentication, and authorization
Ø Cost, scalability, reliability, and interoperability
Requirement:
·
****Separate word document for each assignment****
· Minimum 300-350 words. Cover sheet, abstract, graphs, and references do not count.
·
Add reference separately for each assignment question.
·
Strictly follow APA style. Length – 2 to 3 paragraphs.
·
Sources: 2 References to Support your answer
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $5 max. Please bid if you agree.
Assignment 2
:
Discuss techniques for combining multiple anomaly detection techniques to improve the identification of anomalous objects. Consider both supervised and unsupervised cases.
Requirement:
·
****Separate word document for each assignment****
· Minimum 300-350 words. Cover sheet, abstract, graphs, and references do not count.
·
Add reference separately for each assignment question.
·
Strictly follow APA style. Length – 2 to 3 paragraphs.
·
Sources: 2 References to Support your answer
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $5 max. Please bid if you agree.
Assignment 3
:
Refer to the attached “Term Paper for ITS632(1)” for assignment.
Requirements
:
·
****Separate word document for each assignment****
· Minimum 6 pages. Cover sheet, abstract, graphs, and references do not count.
·
Add reference separately for each assignment question.
·
Strictly follow APA style.
·
Sources: 3-5 References
· No plagiarized content please! Attach a plagiarized report.
· Check for spelling and grammar mistakes!
· $30 max. Please bid if you agree.
.
Assignment 1 Inmates Rights and Special CircumstancesCriteria.docxdeanmtaylor1545
Assignment 1: Inmates Rights and Special Circumstances
Criteria
Unacceptable
Below 60% F
Meets Minimum Expectations
60-69% D
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Analyze the legal mechanisms in which an inmate can challenge his or her confinement. Support or refute the cost of such challenges to the state and / or federal government. Provide a rationale for your response.
Weight: 30%
Did not submit or incompletely analyzed the legal mechanisms in which an inmate can challenge his or her confinement. Did not submit or incompletely supported or refuted the cost of such challenges to the state and / or federal government. Did not submit or incompletely provided a rationale for your response.
Insufficiently analyzed the legal mechanisms in which an inmate can challenge his or her confinement. Insufficiently supported or refuted the cost of such challenges to the state and / or federal government. Insufficiently provided a rationale for your response.
Partially analyzed the legal mechanisms in which an inmate can challenge his or her confinement. Partially supported or refuted the cost of such challenges to the state and / or federal government. Partially provided a rationale for your response.
Satisfactorily analyzed the legal mechanisms in which an inmate can challenge his or her confinement. Satisfactorily supported or refuted the cost of such challenges to the state and / or federal government. Satisfactorily provided a rationale for your response.
Thoroughly analyzed the legal mechanisms in which an inmate can challenge his or her confinement. Thoroughly supported or refuted the cost of such challenges to the state and / or federal government. Thoroughly provided a rationale for your response.
2. Examine the four (4) management issues that arise as a result of inmates with special needs. Prepare one (1) recommendation for each management issue that effectively neutralizes each concern. Provide a rationale for your response.
Weight: 30%
Did not submit or incompletely examined the four (4) management issues that arise as a result of inmates with special needs. Did not submit or incompletely prepared one (1) recommendation for each management issue that effectively neutralizes each concern. Did not submit or incompletely provided a rationale for your response.
Insufficiently examined the four (4) management issues that arise as a result of inmates with special needs. Insufficiently prepared one (1) recommendation for each management issue that effectively neutralizes each concern. Â Insufficiently provided a rationale for your response.
Partially examined the four (4) management issues that arise as a result of inmates with special needs. Partially prepared one (1) recommendation for each management issue that effectively neutralizes each concern. Partially provided a rationale for your response.
Satisfactorily examined the four (4) management issues that arise as a result of inmates with special needs. Satisfactorily prepare.
Assignment 1 Go back through the business press (Fortune, The Ec.docxdeanmtaylor1545
Assignment 1
Go back through the business press (Fortune, The Economist, BusinessWeek, and so forth and any other LIRN- based articles) and find at least three articles related to either downsizing, implementation of a new technology, or a merger or acquisition. In a minimum of four (4) pages in 7th edition APA formatted paper:
What were the key frontline experiences listed in relation to your chosen change?
How do they relate to those listed in Chapter 4?
Did you identify new ones confronting change managers?
How would you prioritize these experiences?
Do any stand out as “deal breakers”? Why?
What new insights into implementing this type of change emerge from this?
Assignment 2
PA2 requires you to identify a current change in an organization with which you are familiar and evaluate a current public issue about which “something must be done.” In relation to the change issue, think about what sense-making changes might need to be enacted and how you would go about doing this. Assess this in terms of the eight (8) elements of the sense-making framework suggested by Helms Mills and as set out in Table 9.7:
Identity construction
Social sense-making
Extracted cues
Ongoing sense-making
Retrospection
Plausibility
Enactment
Projection
Which ones did you believe you might have the most/least control over and why?
What implications does this have for adopting a sense-making approach to organizational change?
minimum of
four (4) pages document for each assignment
.
Assignment 1 Discussion—Environmental FactorsIn this assignment, .docxdeanmtaylor1545
Assignment 1: Discussion—Environmental Factors
In this assignment, you will have a chance to discuss a topic that brings personality theory together with social psychology. Dealing with unhealthy groups like gangs or cults is an important issue in social psychology. However, you cannot fully address this issue if you do not first understand personality development and how one’s personality affects the choices that are made. Specifically, you will look at Skinner’s behavioral perspective on personality development and discuss how that theory can play a role in this issue of unhealthy groups.
Bob is an adolescent who grew up in a gang-infested part of a large city. His parents provided little supervision while he was growing up and left Bob mostly on his own. He developed friendships with several kids in his neighborhood who were involved in gangs, and eventually joined a gang himself. Now crime and gang activities are a way of life for Bob. These have become his way to identify with his peer group and to support himself.
It is relatively easy to see that Bob’s environment has played a large role in his current lifestyle. This coincides with Skinner’s concept of environment being the sole determinant of how personality develops. Skinner believed that if you change someone’s environment and the reinforcements in that environment, you can change their behavior.
Use the Internet, Argosy University library resources, and your textbook to research Skinner’s concept of the environment and answer the following questions:
If you were to create an environment for Bob to change his behavior from that of a gang member to a respectable and law-abiding citizen, what types of environmental changes and positive reinforcements would you suggest and why?
What are some interventions that are used in the field currently? Are there any evidence-based programs that use these environmental and reinforcement interventions?
Write your initial response in 2–3 paragraphs. Apply APA standards to citation of sources.
By
Saturday, March 1, 2014
, post your response to the appropriate
Discussion Area
. Through
Wednesday, March 5, 2014
, review and comment on at least two peers’ responses.
.
Assignment 1 1. Using a Microsoft Word document, please post one.docxdeanmtaylor1545
Assignment 1
1. Using a Microsoft Word document, please post one federal and one state statute utilizing standard legal notation and a hyperlink to each statute.
2. In the same document, please post one federal and one state case using standard legal notation and a hyperlink to each case.
Assignment 2
A. Social media platforms such as Facebook, Twitter, and even Tiktok have become very powerful and influential. Please give your thoughts on whether governments should regulate the content of content on these media. Minimum 250 words.
B. Respond to two classmates' postings. Minimum 100 words per posting.
.
Assignment 1 Dealing with Diversity in America from Reconstructi.docxdeanmtaylor1545
Assignment 1:
Dealing with Diversity in America from Reconstruction through the 1920s
Due Week 3 and worth 120 points
After the Civil War, the United States had to recover from war, handle western expansion, and grapple with very new economic forms. However, its greatest issues would revolve around the legacies of slavery and increasing diversity in the decades after the Civil War. In the South, former slaves now had freedom and new opportunities but, despite the Reconstruction period, faced old prejudices and rapidly forming new barriers. Immigrants from Europe and Asia came in large numbers but then faced political and social restrictions. Women continued to seek rights. Yet, on the whole, America became increasingly diverse by the 1920s. Consider developments, policies, and laws in that period from 1865 to the 1920s. Examine the statement below and drawing from provided sources, present a paper with specific examples and arguments to demonstrate the validity of your position.
Statement—in which you can take a pro or con position:
Political policies and movements in the period from 1865 to the 1920s generally promoted diversity and “the melting pot” despite the strong prejudices of a few. (or you can take the position that they did not). Use specific examples of policies or movements from different decades to support your position.
After giving general consideration to your readings so far and any general research, select one of the positions above as your position—your thesis. (Sometimes after doing more thorough research, you might choose the reverse position. This happens with critical thinking and inquiry. Your final paper might end up taking a different position than you originally envisioned.) Organize your paper as follows, handling these issues:
The position you choose —or something close to it—will be the thesis statement in your opening paragraph.
To support your position, use three (3) specific examples from different decades between 1865 and 1930. You may narrowly focus on race or gender or immigrant status, or you may use examples relevant to all categories.
Explain why the opposing view is weak in comparison to yours.
Consider your life today: In what way does the history you have shown shape or impact issues in your workplace or desired profession?
Length: The paper should be 500-to-750 words in length.
Research and References: You must use a
MINIMUM of three sources
; the Schultz textbook must be one of them. Your other two sources should be drawn from the list provided below. This is guided research, not open-ended Googling.
Source list for Assignment 1:
Some sources are “primary” sources from the time period being studied. Some sources below can be accessed via direct link or through the primary sources links on Blackboard. Each week has a different list of primary sources. For others, they are accessible through the permalink to the source in our online library: Sources below having
libdatab.
Assignment 1 Due Monday 92319 By using linear and nonlinear .docxdeanmtaylor1545
Assignment 1: Due Monday 9/23/19
By using linear and nonlinear methods of listening, the counselor can respond in meaningful ways which can create a healthy therapeutic alliance. During the assessment, the client will often provide a wealth of information. It is the job of the counselor to listen in order to identify needs, resources, strengths and abilities. The counselor may pick up on gaps in the client's story during the assessment. This is likely because the client will tell the conscious part of the story. However, we must also listen to what is NOT being said.
Counselors must consider the unconscious part of the story during the assessment. One way for the counselor to do this is by being mindful of Adverse Childhood Experiences (ACES). How might recognizing ACES:
1) inform the counselor during the assessment?
2) guide goal development for the treatment episode?
3) affect the clients readiness to change?
.
Assignment 1This assignment is due in Module 8. There are many v.docxdeanmtaylor1545
Assignment 1
This assignment is due in Module 8. There are many variations on WebQuests. Please make sure you follow these instructions and not those listed in the textbook. Although, reading the texts and learning another variation will only benefit you in the future. This assignment is worth 100 points.
1. Find a good website in which you can use for the exercise. If you want your students to learn more about zoo animals, then maybe you should locate your local zoo website and use it as a source. Make sure you choose a site that is age appropriate for your students. And please identify which grade and subject level you have chosen in the title.
2. After deciding on a website, create the student instructions for this exercise. Make sure to incorporate aesthetic value (picture). The instructions are very important because you do want your students to be excited about the activity.
3. You will ask the students 10 questions about the site and its information. Be sure the website is clear in its direction and easily navigated so the students can find the information. Create the questions and type them into a Word document with lines for students to use to fill in their answers.
4. After you finish your WebQuest, make sure you include a sheet with the answers to the questions.
5. Save the document as a .doc, .docx, or pdf and submit it via the assignment drop box by clicking on the title of the assignment.
Submission: To submit, choose the Assignment 4: WebQuest link above and use the file attachment feature to browse for and upload your completed document. Remember to choose Submit to complete the submission.
Grading: This assignment is worth 100 points toward your final grade and will be graded using the Webquest Rubric. Please use it as a guide toward successful completion of this assignment.
Assignment 2
This assignment is due in Module 9. The objective of this lesson is to utilize the Internet to help clarify/expand upon your teaching, while creating a field trip environment for your students.
There are times when you will not have the funding to take your class on an actual field trip. With the help of technology, you can now visit various sites without leaving the room. For assignment 4, you are going to plan a virtual field trip for your classroom. Think about the grade level, subject area, possible topics for the curriculum that you teach, and appropriate online communication. You must create an original, virtual field trip. You cannot use someone else's field trip. Remember, you can utilize various software (PowerPoint, Prezi, etc.) to create this field trip, but be careful, it is not a lesson with technology assisted software. The students have to feel like they are truly at the location of the field trip looking at the exhibit, animal, statue, and so forth. There should be no words on the slides because it is not a classroom lesson, it is a field trip.
You will be the tour guide, and everything you plan to say as the guide shoul.
Assignment 1TextbookInformation Systems for Business and Beyond.docxdeanmtaylor1545
Assignment 1
Textbook:Information Systems for Business and Beyond
Please answer the following
From Chapter 1 – Answer Study questions 1-5 and Exercise 3
From Chapter 2 – Answer Study questions 1-10 and Exercise 2 (should be a Power point presentation)
All the above questions should be submitted in one Word document, except for the PowerPoint presentation (Chapter 2 - Exercise 2).
Please understand that Plagiarism will not be tolerated and will result in a zero grade.
Submission Requirements
Font: Times New Roman, size 12, double-space
Citation Style: APA
References: Please use citations and references where appropriate
No Plagiarism
Chapter 1: What Is an
Information System?
Learning Objectives
Upon successful completion of this chapter, you will be
able to:
• define what an information system is by identifying
its major components;
• describe the basic history of information systems;
and
• describe the basic argument behind the article
“Does IT Matter?” by Nicholas Carr.
Introduction
Welcome to the world of information systems, a world that seems to
change almost daily. Over the past few decades information systems
have progressed to being virtually everywhere, even to the point
where you may not realize its existence in many of your daily
activities. Stop and consider how you interface with various
components in information systems every day through different
Chapter 1: What Is an Information
System? | 9
electronic devices. Smartphones, laptop, and personal computers
connect us constantly to a variety of systems including messaging,
banking, online retailing, and academic resources, just to name a
few examples. Information systems are at the center of virtually
every organization, providing users with almost unlimited
resources.
Have you ever considered why businesses invest in technology?
Some purchase computer hardware and software because everyone
else has computers. Some even invest in the same hardware and
software as their business friends even though different technology
might be more appropriate for them. Finally, some businesses do
sufficient research before deciding what best fits their needs. As
you read through this book be sure to evaluate the contents of each
chapter based on how you might someday apply what you have
learned to strengthen the position of the business you work for, or
maybe even your own business. Wise decisions can result in stability
and growth for your future enterprise.
Information systems surround you almost every day. Wi-fi
networks on your university campus, database search services in
the learning resource center, and printers in computer labs are
good examples. Every time you go shopping you are interacting
with an information system that manages inventory and sales. Even
driving to school or work results in an interaction with the
transportation information system, impacting traffic lights,
cameras, etc. V.
ASSIGNMENT 1TASK FORCE COMMITTEE REPORTISSUE AND SOLUTI.docxdeanmtaylor1545
ASSIGNMENT 1
TASK FORCE COMMITTEE REPORT:
ISSUE AND SOLUTIONS
Due Week 4, worth 150 points
Leaders address issues and propose solutions. As a leader, you’ll need to stay
on top of events that may facilitate or hinder productivity. You must create and
implement solutions to address these issues.
This assignment exposes you to complex modern organizational challenges.
The solutions you devise should reflect your learning and research of organiza-
tional and individual influences in the workplace.
PREPARATION
1. Select an organization
Select an organization in which current events have adversely affected
productivity, requiring management to resolve an issue related to:
corporate culture, managing diversity, leading teamwork, and
developing motivational strategies. The organization should be one
with which you are familiar — where you work now or have worked
previously (business, nonprofit, government, or military). You may also
consider other organizations in the news, such as Macy’s for the retail
industry, United for the airline industry, Wells Fargo for the banking
industry, etc. The focus is on finding solutions, but you should be
somewhat familiar with the organization or industry.
2. Plan your research
Use research from the course textbook, company website, business
websites (CNBC, Bloomberg, etc.), resources from the Strayer Library,
or outside resources to develop solutions to the following questions as
they relate to corporate culture, managing diversity, leading teamwork,
and developing motivational strategies to achieve the organization's
goals and objectives. Your recommendations must be fully articulated
and supported with appropriate detail and sources. Note: Wikipedia
and web-based blogs do not qualify as credible resources.
INSTRUCTIONS
Imagine yourself as the task force committee leader at this organization. You
have been tasked with analyzing hindrances to organizational efficiency. You
must propose strategic solutions.
Create a full report in which you do the following:
1. Describe the Organization and the Issue to Resolve
Provide a brief description of the organization you selected. Present
the organizational issue that adversely affected productivity and that
you, the task force leader, will review and resolve.
2. Analyze Current Corporate Culture
How has the current corporate culture facilitated the development of
the current issue? Research the organization, dig into the culture, and
analyze how it contributed to this issue. Hint: Review the mission and
vision statements as well as the corporate website.
3. Identify Areas of Weakness
What are the organization’s areas of weakness? Using your research
on organizational behavior approaches to corporate culture, diversity,
teamwork, and motivational strategies, identify areas of weakness.
4. Propose
Solution
s
What organizational practices would you modify? What solutions
should your task force recommend to management? As the leader of
the task force, ide.
Assignment 1Select one of these three philosophers (Rousseau, Lo.docxdeanmtaylor1545
Assignment 1
Select one of these three philosophers (Rousseau, Locke, Hobbes) and write a 1 page paper in which you analyze the significant ways in which their ideas differ from those at work in modern democracies. What could we gain from following their ideas more closely, and what might be dangerous if we did so?
assignment 2
In the workplace, we may hear a statement, joke, or remark that is unkind or inappropriate. Often the speaker might appear to do so in a way that is not intended to offend, but comes from other experiences or lack of awareness as to how they may be received.
It is up to you as a manager to set the tone for how these comments are countered in order to create an inclusive environment.
Choose
one
of the statements below (clearly identify in your work which statement you chose).
"We don't serve
those
people here." (Reference to lesbian, gay, bisexual, and transgender clients)
"He should go back to his
own country."
(Reference to someone of a different race)
"She just slows us down." (Reference to a disabled worker)
"Why doesn't he retire already!" (Reference to an older employer)
In a 2 page paper, suggest some ways in which you would professionally respond if you heard the comment by your subordinate in the employee lounge. Include how you might approach the employee (immediately, privately etc.). Provide specific comments that you might use in your discussion and consider how the individual might defend their actions. What further conversation might this lead to?
Explain the ethical and legal (if any) implications if statements such as the one you chose would continue. What might be lost in your workplace if the statements are allowed?
Include at least one resource you could use to help your conversation. Identify whether there is a legal guideline to share with your employee.
assignment 3
attached is the case
Review the Sherwood Manufacturing case again, and in a 2 page paper include the following:
Provide two or more detailed alternatives (regarding Miranda not being considered for the promotion) for Bob and Kelly to consider. Compare and contrast the alternatives, identifying the expected outcome of each.
What are the legal guidelines and ethical implications to consider?
What form of discrimination (individual, structural, or institutional), if any, do you believe is taking place at Sherwood Manufacturing?
assignment 4
use the same attached paper for this one also
Review the Sherwood Manufacturing case again and consider what you have learned about organizational cultures respecting diversity. In a 2 page paper:
Describe the elements of an organizational culture and how it might impact an organization to be considered inclusive.
Next, describe what you believe Sherwood's organizational culture is currently.
Finally, consider what you believe would be an "ideal" inclusive organizational culture for Sherwood. Be specific and include as many aspects of the culture as possible.
Include what steps could be taken.
Assignment 1Scenario 1You are developing a Windows auditing pl.docxdeanmtaylor1545
Assignment 1
Scenario 1
You are developing a Windows auditing plan and need to determine which log files to capture and review. You are considering log files that record access to sensitive resources. You know that auditing too many events for too many objects can cause computers to run more slowly and consume more disk space to store the audit log file entries.
Answer the following question(s): (2 References)
If computer performance and disk space were not a concern, what is another reason for not tracking audit information for all events?
Scenario 2
Assume you are a security professional. You are determining which of the following backup strategies will provide the best protection against data loss, whether from disk failure or natural disaster:
· Daily full server backups with hourly incremental backups
· Redundant array of independent disks (RAID) with periodic full backups
· Replicated databases and folders on high-availability alternate servers
Answer the following question(s): (2 References)
Which backup strategy would you adopt? Why?
Assignment 1 Submission Requirements
Format: Microsoft Word (or compatible)
Font: Arial, size 12, double-space
Citation Style: APA
Length: At least 350 words for each question
References: At least 2 credible scholarly references for each question
No plagiarism
Assignment 2: Security Audit Procedure Guide
Scenario
Always Fresh wants to ensure its computers comply with a standard security baseline and are regularly scanned for vulnerabilities. You choose to use the Microsoft Security Compliance Toolkit to assess the basic security for all of your Windows computers and use OpenVAS to perform vulnerability scans.
Tasks
Develop a procedure guide to ensure that a computer adheres to a standard security baseline and has no known vulnerabilities.
For each application, fill in details for the following general steps:
1. Acquire and install the application.
2. Scan computers.
3. Review scan results.
4. Identify issues you need to address.
5. Document the steps to address each issue.
Assignment 2 Submission Requirements
Format: Microsoft Word (or compatible)
Font: Arial, size 12, double-space
Citation Style: APA
Length: At least 3 pages
References: At least 4 credible scholarly references
No plagiarism
Assignment 3: System Restoration Procedure Guide
Scenario
One of the security improvements at Always Fresh is setting up a system recovery procedure for each type of computer. These procedures will guide administrators in recovering a failed computer to a condition as near to the point of failure as possible. The goal is to minimize both downtime and data loss.
You have already implemented the following backup strategies for workstation computers:
· All desktop workstations were originally installed from a single image for Always Fresh standard workstations. The base image is updated with all patches and new software installed on live workstations.
· Desktop workstation computers execute a cloud backup eve.
Assignment 1Research by finding an article or case study discus.docxdeanmtaylor1545
A
ssignment 1:
Research by finding an article or case study discussing ONE of the following laws or legal issues as it relates to computer forensics:
1) Electronic Communications Privacy Act (ECPA)
2) Cable Communications Privacy Act (CCOA)
3) Privacy Protection Act (PPA)
4) USA Patriot Act of 2001
5) Search and seizure requirements of the Fourth Amendment
6) Legal right to search the computer media
7) Legal right to remove the computer media from the scene
8) Availability of privileged material on the computer media for examination
Using at least 500 words - summarize the the article you have chosen. You will be graded on Content/Subject Knowledge, Critical Thinking Skills, Organization of Ideas, and Writing Conventions.
.
Assignment 1Positioning Statement and MottoUse the pro.docxdeanmtaylor1545
Assignment 1
Positioning Statement and Motto
Use the provided information, as well as your own research, to assess one (1) of the stated brands (Alfa Romeo Hewlett Packard, Subway, or Sony) by completing the questions below. At the end of the worksheet, be sure to develop a new positioning statement and motto for the brand you selected. Submit the completed template in the Week 4 assignment submission link.
Name:
Professor’s Name:
Course Title:
Date:
Company/Brand Selected (Alfa Romeo Hewlett Packard, Subway, or Sony):
1. Target Customers/Users
Who are the target customers for the company/brand? Make sure you tell why you selected each item that you did. (NOTE: DO NOT say “ANY, ALL, EVERYONE” you cannot target everyone, you must be specific)
Age Bracket: [Insert response]
Gender: [Insert response]
Income Bracket: [Insert response]
Education Level: [Insert response]
Lifestyle: [Insert response]
Psychographics (Interest, Hobbies, Past-times): [Insert response]
Values (What the customer values overall in life): [Insert response]
Other items you would segment up on: [Insert response]
How does the company currently reach its customers/users? What methods and media does the company use to currently reach the customers/users? What methods and media should the company use to currently reach the customers/users?
[Insert response]
What would grab the customers/users’ attention? Why do you think this will capture their attention?
[Insert response]
What do these target customers’ value from the business and its products? Why do you think they value these items?
[Insert response]
2. Competitors
Who are the brand’s competitors? Provide at least 3 competitors and tell why you selected each competitor.
Competitor 1: [Insert response]
Competitor 2: [Insert response]
Competitor 3: [Insert response]
What product category does the brand fit into? Why have you placed this brand into the product category that you did?
[Insert response]
What frame of reference (frame of mind) will customers use in making a choice to use/purchase this brand/service? What other brands/companies might customers compare this brand to (other than the top three identified above)?
[Insert response]
3. USP (Unique Selling Proposition) Creation
What is the brand’s uniqueness? Why do you think this is a key uniqueness for this business?
[Insert response]
What is the competitive advantage of the brand? How is it different from other competing brands? Why do you consider this a competitive advantage?
[Insert response]
What attributes or benefits does the brand have that dominate competitors? Why do you think they dominate?
[Insert response]
How is this brand/company better than its competitors? What is the brand’s USP (Unique Selling Proposition? Why have you decided upon this USP?
Unique Selling Proposition: [Insert response]
Defense of USP: [Insert response]
4. Positioning Statement & Motto
Develop a new positioning statement and motto for the brand you selected. Below is an.
ASSIGNMENT 1Hearing Versus ListeningDescribe how you le.docxdeanmtaylor1545
ASSIGNMENT 1:
Hearing Versus Listening
Describe how you learned how to listen! Please use between 300-500 words to make a complete description of this learned behavior. Did you learn to listen properly? Do you still listen the same way that you were taught as a child? Why or why not?
“Doctor Aunt”
by Eden, Janine and Jim.
CC-BY
.
A mother takes her four-year-old to the pediatrician reporting she’s worried about the girl’s hearing. The doctor runs through a battery of tests, checks in the girl’s ears to be sure everything looks good, and makes notes in the child’s folder. Then, she takes the mother by the arm. They move together to the far end of the room, behind the girl. The doctor whispers in a low voice to the concerned parent: “Everything looks fine. But, she’s been through a lot of tests today. You might want to take her for ice cream after this as a reward.” The daughter jerks her head around, a huge grin on her face, “Oh, please, Mommy! I love ice cream!” The doctor, speaking now at a regular volume, reports, “As I said, I don’t think there’s any problem with her hearing, but she may not always be choosing to listen.”
Hearing
is something most everyone does without even trying. It is a physiological response to sound waves moving through the air at up to 760 miles per hour. First, we receive the sound in our ears. The wave of sound causes our eardrums to vibrate, which engages our brain to begin processing. The sound is then transformed into nerve impulses so that we can perceive the sound in our brains. Our auditory cortex recognizes a sound has been heard and begins to process the sound by matching it to previously encountered sounds in a process known as
auditory association
.
[1]
Hearing has kept our species alive for centuries. When you are asleep but wake in a panic having heard a noise downstairs, an age-old self-preservation response is kicking in. You were asleep. You weren’t listening for the noise—unless perhaps you are a parent of a teenager out past curfew—but you hear it. Hearing is unintentional, whereas
listening
(by contrast) requires you to pay conscious attention. Our bodies hear, but we need to employ intentional effort to actually listen.
“Hearing Mechanics”
by Zina Deretsky. Public domain.
We regularly engage in several different types of listening. When we are tuning our attention to a song we like, or a poetry reading, or actors in a play, or sitcom antics on television, we are listening for pleasure, also known as
appreciative listening
. When we are listening to a friend or family member, building our relationship with another through offering support and showing empathy for her feelings in the situation she is discussing, we are engaged in
relational listening
. Therapists, counselors, and conflict mediators are trained in another level known as
empathetic or therapeutic listening
. When we are at a political event, attending a debate, or enduring a salesperson touting the benefits of vario.
assignment 1
Essay: Nuclear Proliferation
The proliferation of nuclear weapons is closely monitored by the international community. While the international community formally recognizes only five nuclear powers - the United States, Russia, China, France, and the United Kingdom - it is widely acknowledged that at least four others (India, Israel, North Korea, and Pakistan) currently possess nuclear weapons and one other (Iran) is attempting to develop nuclear weapons capabilities.
Describe the current international regime governing the development of nuclear weapons, including the major agreements and treaties controlling nuclear technology. Explain why the international community generally seeks to prevent the proliferation of nuclear weapons. (500-750 words)
assignment 2
World military spending is nearly $2 trillion every year. If you could redirect these funds, how would you use them? Would such uses be better or worse for the states involved? Do you think there is a realistic chance of redirecting military spending in the way you suggest? (150 words minimum)
assignment 3
Human Rights: A Hollow Promise to the World?
( one paragraph )
.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Chapter 3 - Islamic Banking Products and Services.pptx
Surname 1 .docx
1. Surname 1
Surname 2
Name
Instructor
Course
Date
Reflection on the Articles
Article One
The article is named "Exchange," and it is written by Jeffrey
Pfeffer from Stanford University. The article talks about the
changes that young employees experience and how fast they
adjust to those changes compared to older employees. These
changes have brought about organization theories that explain
this reality. The article states that these days, the old ideas
about something are not considered as they were back in the
day, and they are considered irrelevant. The world has changed
in many different ways that everything that used to be done for
one to gain power and influence in the past has been abandoned
since new strategies have come up, and people in the current
world are using them. Jeffery asks some questions regarding the
organization theory. These questions are asked to try and find
out if the change in people and work can affect the opinions of
power and influence in the current world.
The article also explains why younger employees adjust to
2. change quickly. Jeffrey states that the younger employees are
brought up in less competitive environments, and influences are
many compared to the older employees. On the other hand,
although the world has changed along with the people and
strategies they use to gain power and influence, some
organizational dynamics are still relevant, and they are never
changing from the past. These dynamics cannot always be seen
as desirable by society, but they help to understand human
behavior and how they change in different organizations. The
dynamics that interested me include hierarchy whereby the
control that comes with it encourages creativity and employee
engagement in the organization. Even though the invention of
social networks and technology has overtaken hierarchy, it is
still there, and it can never end. Another dynamic is the self-
enhancement motive whereby an individual has the freedom to
motivate themselves by thinking positively and seeing ourselves
as capable beings in the organization. It also includes never
having the urge to give up even if the going gets tough.
Individuals with self-enhancement motives always end up on
top since they motivate themselves, and they do the things they
have set the goals for, hence, working hard to reach the top and
stays there. Others even drive others to believe in themselves
and work hard to achieve their goals. The behavior never
changes since every individual working for an organization,
whether young or old.
Another dynamic behavior is us versus them and the importance
of similarity whereby an individual tries to mimic the practices
of the people who are on top by reading their books or listening
to what they did before they made it to where they are now,
among others. The mimicking shows that these individuals want
to be like the mentors or role models, do what they did to gain
the power they have now. Hence, whether the world is changing
or not, trying to do similar things or have identical behaviors
like one's role model will never change, and it is there to stay.
In conclusion, there is always going to be something new every
day in this world since it is always changing, and no one can
3. predict what happens in the future. However, some behaviors
will never change, no matter how the world changes because
they are constant, and they are inside all individuals.
Work Cited
Pfeffer, Jeffrey. "You're still the same: Why theories of power
hold over time and across contexts." Academy of Management
Perspectives 27.4 (2013): 269-280.
Article Two
The article is about Organizational Ambidexterity: Balancing
Exploitation and Exploration for Sustained Performance, written
by Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and
Michael L. Tushman, 2009. The article states that, for an
organization to gain success, it has to depend on its ability to
take advantage of its available capabilities and also taking
advantage of essential new capabilities on its display. These
organizations are referred to as ambidextrous organizations. The
ambidexterity concept has increased over the years, from less
than ten percent to more than eighty percent in the current
world.
However, four tensions have to been addressed because,
according to research, the ambidexterity concept can somehow
be vague, ambiguous, and unexplored. The first tension is
differentiation vs. integration whereby differentiation includes
the partition of exploitative and explorative exercises into
unmistakable organizational units, while integration involves
the mechanisms that empower associations to address
exploitative and explorative activities inside the equivalent
hierarchical unit. Until this point, the two methodologies have
regularly been positioned as totally unrelated arrangements; in
any case, scholars have indicated different weaknesses inborn in
both. Further progress around there may rely upon a wager for
comprehension of the strains and complementarities between the
two approaches. The second tension is individual or
4. organizational tension, whereby the question is asked if
ambidexterity can be seen in either. The ability to use both
hands looks into generally portrays hierarchical components to
empower ambidexterity, for example, formal structures or
horizontal coordination components. Alternately, a few
investigations show that the ability to use both hands is
established in a person's capacity to investigate and misuse.
Hierarchical components might be required to empower the
ability to use both sides at the individual level, what's more,
able to use both hands people might be fundamental to the
helpfulness of hierarchical systems. There is, in this way, a
requirement for hypotheses that catch the ability to use both
hands crosswise over multiple levels of investigation.
Thirdly, static versus dynamic perspectives are discussed on
whether they relate to ambidexterity. Albeit some examination
proposes that consecutive consideration ought to be paid to
abuse and investigation, most of organizational ability to use
both perspectives in research displays a scope of arrangements
that empowers associations to at the same time seek after the
two exercises. These investigations take a static view on
authoritative conduct: Organizations become able to use both
perspectives by embracing specific designs. Given the
dynamism of business sectors and associations, it is essential to
create speculations that consolidate static components with a
progressively dominant view of the ability to use both
perspectives. Lastly, the article states whether ambidexterity
can be external or internal. Research on authoritative ability to
use both hands has concentrated on how organizations address
misuse and investigation inside. Related research on the
development and learning forms stresses the significance of the
external securing of new learning for study. Concentrates on
unique capabilities portray interrelations among inner and outer
information forms that assume a significant job in corporate re-
establishment. There is a need to investigate the interchange
among internal and external procedures in the creation, what's
more, safeguarding of authoritative ability to use both
5. perspectives.
In conclusion, the article provides the essential strategies and
procedures of how some ambidextrous organizations succeed in
the end, even though there are some challenges and the tensions
that they go through in the long run.
Work Cited
Raisch, Sebastian, et al. "Organizational ambidexterity:
Balancing exploitation and exploration for sustained
performance." Organization science 20.4 (2009): 685-695.
Article Three
The article’s title is “What monetary rewards can and cannot
do: How to show employees the money," and it is written by
Herman Aguinis, Harry Joo, and Ryan K. Gottfredson. The
article talks about how employees work when they are rewarded
with money and what the monetary reward cannot do to change
the way employees work. When employees are offered financial
rewards by their employers, it motivates them to work hard even
more to gain the award and to live the life they have always
wanted. It’s because the money reward saves the employees a
lot of costs that they incur with their average salaries and
allowances. Hence they feel if they earn the monetary award
given to them by their employers, they will live more
comfortably. Therefore, the employees will become more
motivated and willing to do anything to earn that monetary
reward provided by their employers. The monetary reward has a
compelling impact on the employees, and they work hard to
receive it. It is the highest form of motivation an employee can
get from his/her employer. The employees who are paid higher
are the most sought after individuals since they bring about
exceptional work performance, therefore, leading to the success
of the organization. The article explains that monetary reward
can be the highest form of motivation because it meets various
needs for the employees. Such requirements include food,
6. shelter (rent), and can also afford luxury needs, such as going
for a vacation or purchasing a car of the current model. It also
enables the employee to fit in particular groups of people at
work, such as the top performers, among others.
On the other hand, monetary rewards cannot do certain things
for the employees. The article explains that monetary rewards
cannot improve an employee's behavior or way of working in
the organization. The employee stays the same, and it is only
his/her work that gets him/her the monetary reward. Being able
to work hard and smart for an organization will depend on the
employees even though the monetary reward leads to the
increase of the self-motivation of the employee. Also, monetary
rewards cannot lead to job satisfaction since there are some
decisions that the employers make that the employees do not
agree with, but they have to go with it since it has already been
decided. Hence, monetary rewards will not affect the decisions
made and the duties that the employees have to perform related
to the decision.
In conclusion, employers should consider the discussions above
and see what monetary does and does not do for the employees.
There are also some recommendations that employers need to
look at when rewarding employees with money or any other
reward. First, they should look at the measure of performance
done by the employees, reward the best-performed employees
according to the work that is done, reward the employees in an
appropriate time whereby right after they have shown excellent
performance and behavior, and be fair when choosing the
employees eligible for the monetary reward. Finally, they
should both rewards, which are monetary and nonmonetary.
When they follow these recommendations, the employees can
try their best to perform well for them to taste these rewards,
whether financial or nonmonetary, as long as they are rewards.
Therefore, it will lead to the motivation of the employees to do
better and the success of the organization.
Work Cited.
7. Aguinis, Herman, Harry Joo, and Ryan K. Gottfredson. "What
monetary rewards can and cannot do: How to show employees
the money." Business Horizons 56.2 (2013): 241-249.
– Working Remotely
Citations:
1. Chiru, C. (2017). Teleworking: Evolution and Trends in USA,
EU and Romania. Economics, Management, and Financial
Markets, 12(2), 222–229.
2. Felstead, A., & Henseke, G. (2017). Assessing the growth of
remote working and its consequences for work effort, well-
being, and work-life balance. New Technology, Work and
Employment, 32(3), 195–212.
3. Noonan, M. C., & Glass, J. L. (2012). The hard truth about
telecommuting. Monthly Labor Review, 38–45.
Discussion Questions:
1. Have you experienced telecommuting, or the option to
telecommute? If so, what was your experience with it, would
you do it again, would you prefer to work in the office all of the
time?
2. What are some positive effects you might experience from
telecommuting as an employee or a manager? What are some
negative effects or concerns employees or managers might have
about telecommuting?
3. How might telecommuting affect ‘normal’ working hours?
4. What industries do you think telecommuting would work best
for and why? Which ones should avoid telecommuting and why?
5. How might telecommuting affect how employees need to be
motivated?
8. Other Reflections:
- Multi-Tasking
Citations:
Rogers, R., & Monsell, S. (1995, June). Costs of a Predictable
Switch Between Simple Cognitive Tasks. Journal of
Experimental Psychology General, 207-231.
Sanderson, K. R., Bruk-Lee, V., Viswesvaran, C., Gutierrez, S.,
& Kantrowitz, T. (2013). Multitasking: Do preference and
ability interact to predict performance at work? Journal of
Occupational and Organizational Psychology, 86, 556-563.
Shao, D. H., & Shao, L. P. (2012, November 1). The Effects of
Multitasking on Individual's Task Performance. International
Journal of Business Strategy, 12(1), 75-80.
Discussion Questions:
1. If you had to make a limit, how many times can you look at
your cellphone before it starts distracting from performance in a
day? Do you look at your phone while at work too much
according to your limit?
2. Can you scroll Instagram and simultaneously learn class
material? Or are they more separate tasks that you switch your
attention back and forth from?
3. What kinds of tasks do you multitask throughout your day?
Should you separate the tasks to be more effective or is
multitasking a job requirement?
4. Do you feel more productive while multi-tasking or
completing each daily task independently?
5. Why do companies require multitasking when there are key
signals of worsened performance and accuracy?
9. Other Reflections:
– Corporate Social Responsibility
Citations:
Jizi, M., Nehme, R., & Salama, A. (2016). Do Social
Responsibility Disclosures Show Improvements on Stock
Price? Journal of Developing Areas, 50(2), 77-95.
Rehman, A., Baloch, Q. B., & Sethi, S. (2015). Understanding
the Relationship Between Firm's Corporate Social
Responsibility and Financial Performance: Empirical
Analysis. Abasyn University Journal of Social Sciences, 8(1),
98-107.
von Arx, U., & Ziegler, A. (2013, June 11). The Effect of
Corporate Social Responsibility on
Stock Performance: New Evidence for the USA and
Europe. Quantitative Finance, 14(6),
977-991.
Zeb, S., & Yasmin, R. (2016). An Empirical Study into the
Mediating Role of Job Satisfaction on the Linkage Between
Corporate Social Responsibility and Organizational
Performance. Abasyn University Journal of Social
Sciences, 9(2), 454-478.
Discussion Questions:
1. Do you care if a company has CSR policies in place? Does
that make you more likely to purchase products or services from
a certain business? Why or why not?
2. There are large movements for businesses to incorporate
10. corporate social responsibility into their business. What are
possible barriers to incorporating corporate social
responsibility?
3. Is corporate social responsibility simply doing a little more
than following the bare minimum laws regarding the
environment, how waste/emissions are handled, or donating to a
good cause? What are some other components of corporate
social responsibility?
4. In what instances could corporate social responsibility have
negative effects on a firm’s reputation and possibly its
performance?
5. How has the internet of things had an impact of corporate
social responsibility? How could that impact a company’s
performance?
Other Reflections:
The effect of corporate social responsibility on
stock performance: new evidence for the USA and
Europe
URS VON ARXyz and ANDREAS ZIEGLER*yx
yCenter for Corporate Responsibility and Sustainability,
University of Zurich, Zähringerstr. 24, 8001 Zurich,
Switzerland
zCenter of Economic Research, Swiss Federal Institute of
Technology (ETH) Zurich, Zürichbergstr. 18, 8032 Zurich,
Switzerland
xDepartment of Economics, University of Kassel, Nora-Platiel-
11. Str. 5, 34109 Kassel, Germany
(Received 22 June 2010; in final form 11 June 2013)
This paper provides new empirical evidence for the effect of
corporate social responsibility on
corporate financial performance. In contrast to former studies,
we examine two different regions,
namely the USA and Europe, and disentangle firm and sector
specific impacts. Our econometric
analysis shows that environmental and social activities of a firm
compared with other firms
within the industry are valued by financial markets in both
regions. However, the respective posi-
tive effects on average monthly stock returns between 2003 and
2006 are more robust in the
USA and, in addition, non-linear. Our analysis furthermore
points to biased parameter estimates
if incorrectly specified econometric models are applied: the
seemingly significantly negative effect
of environmental and social performance of the industry to
which a firm belongs strongly
declines and mostly becomes insignificant if the explanation of
stock performance is based on
the Fama–French three-factor or the Carhart four-factor models
instead of the simple Capital
Asset Pricing Model.
Keywords: Corporate social responsibility; Financial
performance; Asset pricing models
JEL Classification: G12, M14, Q01, Q56
1. Introduction
This paper empirically studies economic effects of
12. ‘corporate social performance’ or ‘corporate social responsi-
bility’ (CSR). These terms are typically used synonymously
and comprise both corporate social as well as corporate
environmental activities (e.g. Waddock and Graves 1997,
Orlitzky 2001, Orlitzky et al. 2003). According to the popu-
lar definition of McWilliams and Siegel (2001), CSR is
described as the ‘actions that appear to further some social
good, beyond the interest of the firm and what is required
by law’. Another definition of CSR refers to ‘actions which
reduce the extent of externalized costs’ (besides the avoid-
ance of distributional conflicts, Heal 2005). In line with
some former studies, we consider the financial impacts of
CSR, i.e. the effects of CSR on stock performance which is
used as an indicator for corporate financial performance.
Our main contribution to the corresponding literature is
twofold: first of all, we examine this relationship in two dif-
ferent regions, namely the USA and Europe. In this respect,
we are particularly able to incorporate the same CSR indi-
cators for both regions. This allows a comparative analysis
for these two world-wide leading stock markets. Therefore,
we can analyse whether potential CSR impacts are
interregional or whether regional differences arise. Sec-
ondly, we apply different asset pricing models for the expla-
nation of stock performance, i.e. the three-factor model
according to Fama and French (1993) and particularly the
four-factor model according to Carhart (1997) beside the
simple Capital Asset Pricing Model (CAPM). While the
corresponding factors for these models are publicly avail-
able for the USA and some other specific stock markets,
they have to be calculated for the entire European stock
market. This is obviously the reason why such multifactor
models have not often been applied for this region yet.
Knowledge about the effect of corporate environmental
performance as one component of CSR on
13. corporate*Corresponding author. Email: [email protected]
� 2013 Taylor & Francis
Quantitative Finance, 2014
Vol. 14, No. 6, 977–991,
http://dx.doi.org/10.1080/14697688.2013.815796
financial performance contributes to the debate about
whether managers systematically miss profit opportunities if
they decide against the protection of the natural environ-
ment (e.g. King and Lenox 2002). This debate has been
going on for a while in the corresponding literature (e.g.
Hart and Ahuja 1996, King and Lenox 2001, Guenster
et al. 2011). Furthermore, an understanding of this relation-
ship is also interesting for environmental policy: if a posi-
tive effect of corporate environmental performance really
exists, it can be argued that traditional mandatory command
and control regulations as well as market-based instru-
ments—such as green taxes—should be relaxed. Instead,
these regulations could be supplemented or even substituted
by information-based instruments, namely by improving the
flow of information with respect to this effect (e.g. Telle
2006). Just like other non-mandatory approaches in
environmental policy—such as voluntary green management
measures—these regulations can be thought to be more
cost-efficient because they leave firms the flexibility to
choose the cheapest pollution abatement strategy and reduce
governments’ enforcement costs (e.g. Alberini and Segerson
2002). All these conclusions do not only apply for the
effect of corporate environmental, but also corporate social
activities and thus CSR on corporate financial performance.
Due to the inconclusiveness of theory, the effect of CSR
14. on corporate financial performance in general and on stock
performance in particular is ultimately an empirical ques-
tion. Against this background, we provide new empirical
evidence for this issue. As an indicator for CSR, we use
environmental and social activities of a firm compared with
other firms in the same industry. In line with only few
former studies (e.g. King and Lenox 2001, Ziegler et al.
2007a), we additionally consider sector-specific influences
by incorporating environmental and social performance of
the industry to which a firm belongs. As an indicator for
stock performance, we consider the average monthly stock
returns between 2003 and 2006. Due to this specific depen-
dent variable, our final cross-sectional regressions have to
be based on the estimation of asset pricing models since
financial economics suggests the use of corresponding fac-
tors to explain average stock returns.
The remainder of the paper is structured as follows:
Section 2 briefly provides some theoretical background. In
the third section, we review the empirical literature regard-
ing the relationship between CSR and corporate financial
performance. Section 4 discusses our different two-stage
econometric approaches. In the fifth section, the used data
and variables are described. Section 6 reports the empirical
results and the final section discusses our results and
concludes.
2. Theoretical background
Overall, current theory concerning the effects of CSR on
corporate financial performance is ambiguous (e.g.
Waddock and Graves 1997, Guenster et al. 2011). Argu-
ments for a negative influence can be based on neoclassical
microeconomics. According to this, it is mainly emphasized
that the operating costs of corporate environmental (e.g.
15. Telle 2006) or social activities outweigh their financial
benefits due to cost reductions. Therefore, CSR can lead to
reduced profits, decreased firm values or competitive disad-
vantage besides lower shareholder returns. This neoclassical
argumentation is supported by corporate governance theory
(e.g. Shleifer and Vishny 1997, Tirole 2006). According to
a rather narrow definition, corporate governance comprises
all measures which assure that investors get an adequate
return for their investments. According to this, it is argued
that, for example, the consideration of goals of other
groups—such as the general public—as motivation for
corporate environmental and social activities unnecessarily
enlarges the latitude of management which is misused for
maximizing the utility of managers. Therefore, investors
have to reckon with lower returns on their investments if
the respective corporations deviate from the optimal path
due to excessive environmental or social activities (e.g.
Heinkel et al. 2001, Beltratti 2005).
However, positive effects of CSR on corporate financial
performance can also be based on neoclassical microeco-
nomics by emphasizing the role of CSR in reducing the
extent of externalized costs. While, for example, Friedman
(1970) assumes that the government defines property rights
such that no external effects exist, Heal (2005) argues that
the government does not fully resolve all problems with
external effects and that the competitive markets are not
efficient. Therefore, CSR can substitute missing markets if
external effects arise from them and can reduce conflicts
between firms and stakeholder groups such as the govern-
ment, non-governmental organizations, employees or cli-
ents. As a consequence, it can be argued that the reduction
of these conflicts increases corporate profits or corporate
financial performance at least in the long run which also
makes firms with a high intensity of CSR more attractive to
investors.
16. This stakeholder argument is strengthened in the strategic
management literature (e.g. Waddock and Graves 1997,
Barnett and Salomon 2006, Curran and Moran 2007).
Stakeholder theory suggests that management has to satisfy
several groups who have some interest or ‘stake’ in a firm
and can influence its outcome (e.g. McWilliams et al.
2006). Regarding corporate financial performance, it can,
therefore, be worthwhile to engage in CSR because other-
wise these stakeholders could withdraw the support for the
firm. For example, a minimum of corporate environmental
activities and the avoidance of child labour in the full
value-added chain of the products can reduce risk due to,
for example, aggressive campaigns of non-governmental
organizations. These arguments from stakeholder theory can
be embedded in the resource-based view of the firm (e.g.
Barney 1991) which suggests that competitive advantage
evolves from internal capabilities which are valuable, rare
and difficult to imitate or substitute (e.g. Russo and Fouts
1997, Klassen and Whybark 1999, King and Lenox 2001,
McWilliams et al. 2006). In this respect, stakeholder man-
agement can be considered an important organizational
capability or resource.
This discussion of possible positive and negative effects
of CSR also implies that they can be different across sev-
eral countries if some aspects play a more important role in
978 U. von Arx and A. Ziegler
specific regions. It can, for example, be argued that the
stakeholder theory argument is of high relevance for Europe
since the higher awareness of climate change and stringency
of climate policy in this region (at least in the observation
17. period until 2006) can lead to a high institutional pressure
(e.g. by non-governmental organizations) that demands cor-
porate responses to climate change (e.g. by reducing corpo-
rate greenhouse gas emissions, e.g. Ziegler et al. 2011).
This would lead to a more positive effect of such corporate
responses as component of CSR in Europe compared with
the USA. On the other hand, however, it can also be argued
that the USA has a much longer tradition of ethical compo-
nents of CSR and particularly socially responsible investing
(SRI) than Europe. For example, (ethically and religiously
motivated) SRI in the USA has already its roots in the eigh-
teenth century. This long tradition would rather support a
more positive effect of CSR on financial performance in the
USA.
Based on this discussion of positive and negative effects
of CSR, it can also be argued that there are many converse
corporate environmental and social factors such that no sig-
nificant effect exists (e.g. Waddock and Graves 1997,
Elsayed and Paton 2005). As a consequence, the effect of
CSR on corporate financial performance is ultimately an
empirical question. Regarding the measurement of corporate
financial performance, the use of forward-looking average
stock returns is theoretically attractive in this respect.
According to the efficient market hypothesis, stock prices
reflect all publicly available information about the future
financial performance of firms. In compliance with the
well-known dividend discount model, a stock price, there-
fore, equals the discounted expected future stream of divi-
dends paid to the shareholders. Our approach, therefore, has
the advantage that the focus is not on the past realized but
on the future expected financial performance (e.g. Miller
and Modigliani 1961).
3. Empirical literature review
18. The relationship between CSR and corporate financial per-
formance can be empirically analysed with three methodo-
logical approaches, namely portfolio analyses, event studies
and longer term (micro-) econometric approaches. Portfolio
analyses in this field typically compare the risk-adjusted
stock returns of portfolios that consist of corporations with
a higher environmental or social performance and portfolios
that consist of stock corporations with a lower environmen-
tal or social performance. Recent studies are mostly based
on the estimation of alphas within multifactor models such
as the Carhart four-factor model (e.g. Derwall et al. 2005,
Bauer et al. 2005, 2007, Kempf and Osthoff 2007, Ziegler
et al. 2011). However, the identification of isolated causal
effects of CSR on corporate financial performance needs
more sophisticated approaches. In this respect, event studies
examine the mean stock returns for corporations experienc-
ing a specific event (i.e. new information) and, therefore,
aim to measure the effect on the value of a corporation
(e.g. MacKinlay 1997, Kothari and Warner 2006). In the
meantime, a growing number of CSR-related event studies
is available (e.g. Hamilton 1995, Posnikoff 1997, Dasgupta
et al. 2001, Gupta and Goldar 2005, Curran and Moran
2007). However, one main weakness of event studies is that
the application of them in general depends on unexpected
events.
But, CSR rather refers to long-term corporate activities
and thus cannot often only be characterized by unex-
pected positive or negative events. As a consequence,
longer term econometric approaches have received
increasing attention for a while. These studies apply—in
the same way as portfolio analyses and event studies—
very different indicators for CSR. They additionally use
different indicators for corporate financial performance.
Due to the theoretical attractiveness as discussed above,
19. some of these studies (e.g. Filbeck and Gorman 2004,
Ziegler et al. 2007a) also use stock returns as they are a
constitutive element in portfolio analyses and event stud-
ies. In contrast, most other studies (e.g. Hart and Ahuja
1996, Russo and Fouts 1997, Waddock and Graves 1997,
McWilliams and Siegel 2000, King and Lenox 2001,
2002, Elsayed and Paton 2005, Telle 2006, Becchetti
et al. 2008, Guenster et al. 2011, Ziegler 2012) also
apply accounting data-based indicators for corporate finan-
cial performance such as Tobin’s Q, return on assets,
return on sales or return on equity.
Using a broad measurement of CSR, we consider both
corporate environmental and social activities. In contrast,
many former studies neglect the social dimension of CSR
by using one-dimensional indicators such as emissions of
pollutants (e.g. Hart and Ahuja 1996, King and Lenox
2001, 2002, Telle 2006). However, such emission data
seem to be a weak indicator for CSR in general because
they only give information about a single constituent of
corporate environmental performance. Other econometric
analyses use more general CSR indicators which, how-
ever, only refer to the environmental dimension (e.g. Rus-
so and Fouts 1997, Filbeck and Gorman 2004, Elsayed
and Paton 2005, Guenster et al. 2011). Studies which
also incorporate CSR dimensions such as Waddock and
Graves (1997), McWilliams and Siegel (2000), Ziegler
et al. (2007a) and Becchetti et al. (2008) are exceptions
in this respect. Furthermore, our study disentangles—such
as King and Lenox (2001) and Ziegler et al. (2007a)—
firm- and sector-specific influences and, therefore, addi-
tionally analyses industry environmental and social
performance.
4. Econometric approach
20. Our study applies cross-sectional regressions of average
stock returns over time on CSR. To explain such stock
performance, we include some control variables which are
received by time-series regressions of asset pricing models.
The estimated corporate beta parameters from this first
stage are then—in addition to the mainly interesting
CSR variables—incorporated in the final cross-sectional
regressions.
The effect of corporate social responsibility 979
4.1. Time-series regressions of asset pricing models
So far, the main asset pricing model for estimating stock
returns is the one-factor model based on the market model
(e.g. Sharpe 1963) and the CAPM (e.g. Lintner 1965, Fama
and French 2004, Perold 2004). This model can be formu-
lated for a corporation or stock i in month t
(i ¼ 1; . . . ; N; t ¼ 1; . . . ; T) as follows:
reit ¼ aCAPMi þ bCAPMi remt þ eit (1)
The excess returns are reit ¼ rit � rft and remt ¼ rmt � rft.
In this approach, rit and rmt are the (continuous) stock
returns for corporation i and the market at the end of month
t, rft is the risk-free interest rate at the beginning of month
t, and ɛit is the disturbance term with expectation zero and
(unknown) variance r2e . Finally, a
CAPM
i and b
CAPM
i are fur-
21. ther unknown parameters which are estimated by ordinary
least squares (OLS). The idea is that the estimated market-
beta parameters b̂
CAPM
i capture the non-diversifiable risk of
each stock which can be used in the final cross-sectional
regressions to explain average stock returns over time.
Based on the ‘anomalies’ discussion which questions the
validity of the CAPM (e.g. Banz 1981, DeBondt and Thaler
1985, Fama and French 1992), Fama and French (1993)
developed a three-factor model which includes—besides the
excess returns rmt�rft of the market—two additional factors
with respect to size and value to explain the excess returns
rit�rft:
reit ¼ aFFi þ bFFi1 remt þ bFFi2 SMBt þ bFFi3 HMLt þ eit (2)
In this model, SMBt is (at the end of month t) the differ-
ence between the returns for portfolios comprising stocks of
‘small’ corporations and portfolios comprising stocks of
‘big’ corporations. HMLt is (at the end of month t) the dif-
ference between the returns for portfolios comprising stocks
of corporations with a ‘high’ book-to-market equity and
portfolios comprising stocks of corporations with a ‘low’
book-to-market equity. The main unknown parameters are
now aFFi ; b
FF
i1 ; b
FF
i2 ; and b
22. FF
i3 . Many studies show that this
three-factor model has more explanatory power than the
one-factor model based on the CAPM, for example, Fama
and French (1993, 1996) for the USA, Berkowitz and Qiu
(2001) for the Canadian, Hussain et al. (2002) for the
British and Ziegler et al. (2007b) for the German stock
market.
Almost at the same time, however, a broad discus-
sion about another factor, namely the momentum factor,
began (e.g. Jagadeesh and Titman 1993, Rouwenhorst
1998, Jagadeesh and Titman 2001). As a consequence,
the following four-factor model of Carhart (1997) which
additionally includes this momentum factor—besides the
three Fama-French factors—is in the meantime, due to
the highest explanatory power, the most common asset
pricing model for applications in financial economics (e.
g. L’Her et al. 2004, Bollen and Busse 2005) and par-
ticularly, as discussed above, for portfolio analyses on
the relationship between CSR and stock performance:
reit ¼ aCARi þ bCARi1 remt þ bCARi2 SMBt þ bCARi3 HMLt
þ bCARi4 MOMt þ eit (3)
In this model, MOMt is (at the end of month t) the differ-
ence between the returns for portfolios comprising stocks of
‘winners’ in the past and portfolios comprising stocks of
‘losers’ in the past. The main unknown parameters are now
aCARi ; b
CAR
i1 ; b
23. CAR
i2 ; b
CAR
i3 ; and b
CAR
i4 .
4.2. Final cross-sectional regressions
The final cross-sectional regressions with the average
monthly stock returns �ri between 2003 and 2006 for corpo-
ration i as dependent variables incorporate—besides the
mainly interesting CSR variables (including environmental
and social performance of the industry to which a firm
belongs), summarized in the (column) vector CSRi—the
estimated beta parameters from the time-series regressions
of the several asset pricing models in the first stage as
explanatory variables. In other words, these regressions
either comprise b̂
CAPM
i or b̂
FF
i1 , b̂
FF
i2 and b̂
FF
i3 or b̂
CAR
24. i1 , b̂
CAR
i2 ,
b̂
CAR
i3 and b̂
CAR
i4 such that the following three estimation
equations arise (ζi are the respective disturbance terms):
�ri ¼ c þ d0CSRi þ kb̂
CAPM
i þ fi (4)
�ri ¼ c þ d0CSRi þ k1b̂
FF
i1 þ k2b̂
FF
i2 þ k3b̂
FF
i3 þ fi (5)
�ri ¼ c þ d0CSRi þ k1b̂
CAR
i1 þ k2b̂
CAR
25. i2 þ k3b̂
CAR
i3 þ k4b̂
CAR
i4 þ fi
(6)
The (heteroskedasticity robust OLS) estimation of the
parameters (or parameter vectors) leads to ĉ, d̂ and k̂ in
the first approach based on the CAPM, to ĉ, d̂ , k̂ 1, k̂ 2
and k̂ 3 in the second approach based on the Fama–French
three-factor model and to ĉ, d̂ , k̂ 1, k̂ 2, k̂ 3 and k̂ 4 in the
third approach based on the Carhart four-factor model. As
the estimated beta parameters can be theoretically consid-
ered as risk factors, the corresponding estimates k̂ , k̂ 1, k̂ 2,
k̂ 3 and k̂ 4 in the final cross-sectional regressions are
expected to be positive.
In this respect, it should be noted that the cross-sectional
regressions for the European stock market additionally
include nine country dummies as further explanatory vari-
ables to control for possible regional differences regarding
the average stock returns over time. The corresponding vari-
ables Fini, Frai, Geri, Itai, Neti, Spai, Swe, Swii and UKi
take the value one if corporation i stems from Finland,
France, Germany, Italy, the Netherlands, Spain, Sweden,
Switzerland and the UK, respectively. The final cross-sec-
tional regressions additionally comprise corporations from
Austria, Belgium, Denmark, Greece, Ireland, Norway and
Portugal. Due to the small number of firms from these
26. countries, the corresponding dummy variables are not
included in the regressions, but serve as a summarized
980 U. von Arx and A. Ziegler
omitted reference category for the other country dummies.
All calculations for this paper were performed with the soft-
ware package STATA.
5. Data and variables
5.1. CSR data and variables
Concerning the CSR variables, we use data from the Swiss
bank Sarasin & Cie in Basle. Reliably beginning in 2001/
2002, this bank has assessed environmental and social
activities for 317 corporations in the USA and 720 Euro-
pean corporations quoted on different stock exchanges over
time. While most of these corporations are large, some of
them have a very low market capitalization. The latter firms
were only assessed due to their sustainability profile (from
the perspective of Sarasin). However, the problem is that
such diverse firms which belong to very different sectors
cannot be reliably compared regarding the effect of CSR on
stock performance. Therefore, we only examine those
assessed firms which were member of the Morgan Stanley
Capital International (MSCI) Europe Index or the MSCI US
Index at least once over the period between 1996 and 2006.
This period was chosen because we had only access to
financial data for these 11 years as discussed below. As a
consequence, the number of corporations reduces to 212 in
the USA and 419 in Europe.
Indeed, the corresponding necessary financial data and
27. the exclusively used assessments for 2002 are only avail-
able for N = 173 USA and N = 268 European corporations
which are finally considered in our empirical analysis. In
this respect, it should be noted that only those corpora-
tions are examined whose financial data are available for
all 132 months over the entire period between 1996 and
2006. The reason for this is that the number T of
observations should be large for the time-series regres-
sions of asset pricing models. In other words, if we had
additionally incorporated corporations whose financial data
are only available for a lower number of months, the
corresponding estimations of the beta parameters would
be less reliable. Furthermore, we incorporate lagged
explanatory variables by using the 2002 assessments and
the average monthly stock returns between 2003 and
2006 as dependent variables in the final cross-sectional
regressions.
In its assessments, Sarasin combines environmental and
social risk indicators in a two-dimensional rating and,
therefore, considers both activities of a firm compared with
other firms in the same industry as well as environmental
and social performance of the industry to which a firm
belongs. These two ratings are ultimately used to deter-
mine whether a corporation is suitable for Sarasin’s sus-
tainable investment funds and portfolios or not. The first
rating indicates how successfully firms manage the
industry-specific risks. Concerning the environmental
dimension of this rating, all measures of a corporation to
reduce environmental risks in the full value-added chain of
the products (pre-production, production, use of products
or services) are assessed. Furthermore, environmental
strategies and management systems are considered. Specifi-
cally, Sarasin uses sub-criteria which are proposed by the
World Business Council for Sustainable Development.
28. These environmental sub-criteria are energy intensity,
use of renewable energies, material intensity, toxicity,
revalorisation, durability and service intensity.
Concerning the social dimension of the first rating, it is
assessed how well a firm manages its internal and
external conflict potential, i.e. requirements of different
stakeholder groups. The following groups are considered
as stakeholders: employees, suppliers, investors, the gen-
eral public as well as—regarding the market—customers
and competitors. Key elements for the assessment are the
social strategy and social management systems of firms.
As social sub-criteria, Sarasin considers health risks, par-
ticipation, wealth creation and distribution, and knowledge
creation regarding their effects on stakeholder groups.
These single social and environmental sub-criteria—which
are assessed on a five-stage scale, respectively—are then
aggregated to the first broad rating. It should be noted
that the relevance of the several environmental sub-criteria
differs between sectors with respect to the value-added
chain of the products, whereas the relevance of the sev-
eral social sub-criteria differs between sectors with respect
to the importance of the individual stakeholder groups. As
a consequence, the final aggregation is based on different
weightings.
The second industry-specific rating refers to the assess-
ment of the environmental and social impacts and risks
which are particular for this sector. In this assessment, not
only the direct effects of producing the products and
services, but also indirect influences along the product
chain as well as lifecycle considerations are included.
Regarding the environmental dimension, two main sub-
criteria are considered, namely resource consumption and
emissions. According to these criteria, for example, pri-
mary industries such as chemicals, energy, energy suppli-
29. ers, metal production, mining, paper and cement all belong
to industries with higher environmental risks with respect
to the substantial direct impact of those industries on the
environment.
Regarding the social dimension, Sarasin distinguishes
between internal conflict potential (e.g. downsizing or inad-
equate working conditions) and external conflict potential
which comprises, for example, health risks caused by prod-
ucts and productions methods, concentration of economic
power, corruption and ethical conflicts. While each of these
single environmental and social industry-specific sub-criteria
is again independently assessed on a five-stage scale, the
several sub-criteria are finally—based on different weigh-
tings—aggregated to the second broad rating. Both aggre-
gated broad ratings are also based on a five-stage scale and,
therefore—in the same way as the single sub-criteria—
coded with the integers from one to five. In this respect, the
number one designates the worst and the number five the
best assessment.
In the following, Corpi symbolizes the corresponding
ordinal variable for the environmental and social activi-
ties of a firm i compared with other firms in the same
industry and Indui symbolizes the ordinal variable for
The effect of corporate social responsibility 981
environmental and social performance of the industry to
which a firm i belongs. Since it is not certain that these
ratings are equidistant in each case, i.e. that the distance
between two numbers is always identical, we also examine
dummy variables based on these ordinal variables. How-
ever, preliminary investigations showed that the incorpora-
30. tion of overall eight single dummies lead to ambiguous
estimation results, obviously because the effects of these
variables are not linear. Therefore, we analyse two alterna-
tive aggregated dummy variables for both ratings in more
detail. The dummies Corp54i or Indu54i take the value one
if Corpi or Indui take the values five or four, respectively.
Furthermore, the dummies Corp543i or Indu543i take the
value one if Corpi or Indui take the values five, four or
three, respectively. As a consequence, the vectors CSRi in
the final cross-sectional regressions always comprise
exactly one pair of the variables Corpi and Indui, Corp54i
and Indu54i or Corp543i and Indu543i. Table 1 reports the
corresponding frequencies for the distribution of the values
of Corpi and Indui for the N = 173 USA and the N = 268
European corporations. Here, the relative frequencies (in%)
for the values of Corpi refer to the respective values of
Indui in the columns.
5.2. Financial variables
As aforementioned, we had access to financial data on
total return indexes (which contain both stock prices and
cash flows to the investor), market values and book values
(in US $, respectively) for the period between 1996 and
2006. These data stem from the Thomson Financial Data-
stream database. All monthly stock returns rit (in%) for
both the USA and European corporations in the empirical
analysis were calculated with these total return indexes.
The time-series regressions in the first stage of the econo-
metric analysis additionally require the inclusion of a
risk-free interest rate for the calculation of excess returns.
In this respect, we used the monthly return of one-month
US Treasury Bills. Furthermore, the time-series regressions
additionally require the inclusion of the monthly excess
stock returns remt for the market. For the USA, we directly
used the corresponding data (in%) from the homepage of
31. Kenneth R. French (http://mba.tuck.dartmouth.edu/pages/
faculty/ken.french/data_ library.html). The calculation of the
monthly returns rmt of a European stock market portfolio
(in%) is based on the total return indexes of the MSCI
Europe (in US $).
In the same way as remt, the factors SMBt, HMLt and
MOMt for the US stock market were directly extracted
from the homepage of Kenneth R. French. In contrast,
these factors were not publicly available for the entire
European stock market and thus had to be constructed.
The bases for this calculation were 917 European corpora-
tions which were member of the MSCI Europe at least
once over the complete period between 1996 and 2006.
Regarding SMBt and HMLt, corporations were ranked each
year on their market capitalization in June and indepen-
dently on their ratio between the published book value
for the previous year and the market value in December
of the previous year. Then, the median of the market
capitalizations as well as the 30 and 70% percentiles of
the book-to-market equity were calculated such that six
portfolios could be constructed from these three values. In
each June over time, the corporations were allocated anew
to one of these six portfolios and stay there from July for
the subsequent 12 months.
The construction of these portfolios only comprises
those corporations with corresponding available data for
June of the respective year and additionally with positive
book values for the previous year. Furthermore, stock
return data and market value data for the subsequent
12 months had to be available. The resulting times-series
of the value-weighted returns of these six stock portfolios
(between July 1997 and June 2006) were the basis for
the final calculations of SMBt which is the (weighted)
32. difference between the returns of ‘small’ corporations and
‘big’ corporations as well as HMLt which is the (weighted)
difference between the returns for corporations with a
‘high’ book-to-market equity and corporations with a ‘low’
book-to-market equity (according to the procedure of Fama
and French 1993).
Concerning MOMt, corporations were ranked in each
month t�1 on their market capitalization and independently
on their average stock returns between the months t�12
and t�2. Then, the median of the market capitalizations as
well as the 30 and 70% percentiles of the average stock
returns were calculated leading to six portfolios based on
these three values. The firms were allocated anew in each
month t�1 over time to one of these six portfolios. Their
construction only incorporates those corporations with avail-
able market values for this and the subsequent month and
additionally with available stock returns for the subsequent
month t and for each month between t�12 and t�2. The
resulting times-series of the value-weighted returns of four
stock portfolios (between February 1997 and December
2006) with respect to the bottom and top 30% of the past
average returns were the basis of the final calculations of
MOMt which is the (weighted) difference between the
returns of ‘winners’ and ‘losers’ in the past (according to
the procedure described on the homepage of Kenneth R.
French).
Table 2 reports descriptive statistics (mean, standard devi-
ation, minimum and maximum) for the average monthly
stock returns between 2003 and 2006 as well as for the esti-
mated corporate beta parameters from the times-series
regressions of the different asset pricing models. It addition-
ally reports descriptive statistics for two important firm
characteristics, namely the market value (in million US $)
and the book-to-market equity at the end of the observation
33. period 2006, respectively. Due to unavailable data and the
exclusion of negative values of the book-to-market equity
in Europe, the number of observations is only N = 170 for
the market value and the book-to-market equity in the USA
as well as only N = 253 for the market value and N = 247
for the book-to-market equity in Europe. Due to some
extreme values, the median instead of the mean is used for
these variables. The table shows, for example, that the mean
average stock return for European corporations (2.34%) is
noticeably higher than the mean for US corporations
(1.28%) in this specific period.
982 U. von Arx and A. Ziegler
http://mba.tuck.dartmouth.edu/pages/faculty/ken.french/data_lib
rary.html
http://mba.tuck.dartmouth.edu/pages/faculty/ken.french/data_lib
rary.html
T
ab
le
1
.
T
h
is
ta
b
le
re
p
61. .0
0
%
)
The effect of corporate social responsibility 983
6. Results
Table 3 reports the mutual correlation coefficients of �ri,
the market value, the book-to-market equity and the CSR
variables (including industry environmental and social per-
formance). In this respect, Spearman’s rank correlation
coefficients instead of Pearson’s correlation coefficients
were applied when the ordinal variables Corpi and Indui or
the market value and book-to-market equity are concerned.
The main results in this table are the positive coefficients
between stock performance and the different corporate
CSR variables as well as the negative coefficients between
the average stock returns and the industry environmental
and social performance variables. Concerning the latter,
they are strongly different from zero at least at the 5% sig-
nificance level for the USA. Furthermore, the correlation
coefficients between the average stock returns and
Corp543i for the USA and between stock performance and
Corp54i for Europe are different from zero at the 5%
significance level.
Table 4 reports the mutual Pearson’s correlation coeffi-
cients of �ri and the estimated corporate beta parameters
from the time-series regressions of the several asset pricing
models. The main results in this table are the positive corre-
lation coefficients between the average stock returns and the
62. different estimated beta parameters. The only exception is
the negative correlation coefficient between stock
performance and b̂
CAR
i4 for the USA, which is in addition
different from zero at the 5% significance level. In contrast,
the correlation coefficients between the average stock
returns and the other estimated beta parameters in this
Table 2. This table reports several descriptive statistics for the
average monthly stock returns �ri (in%) of firm i from 2003 to
2006 and
the estimated beta parameters from the time-series regressions.
In addition, the market value MVi (in million US $) and the
book-
to-market equity BMEi at the end of 2006 are considered. The
numbers of observations for the USA are N = 170 for MVi and
BMEi as well as N = 173 for the other variables. For Europe,
the numbers are N = 253 for MVi, N = 247 for BMEi and N =
268 for
the other variables. The smaller numbers of observations for
MVi and BMEi are due to unavailable data and the exclusion of
negative values of BMEi in Europe. For the case of MVi and
BMEi, the median instead of the mean is used due to some
extreme
values.
Variable Mean/median Standard deviation Minimum Maximum
USA
�ri 1.28 0.93 �1.96 5.28
MVi 22134.63 67038.37 2400.04 455561.80
107. ⁄
0
.8
9
⁄⁄
⁄
�0
.1
2
⁄
0
.4
1
⁄⁄
⁄
�0
.1
5
⁄⁄
1
.0
0
The effect of corporate social responsibility 985
country are clearly positive and different from zero at the
1% significance level. Regarding Europe, the respective cor-
relation coefficients are without exception positive and only
108. insignificantly different from zero for b̂
CAPM
i and b̂
FF
i1 .
However, it should be noted that the results in tables 3
and 4 only indicate univariate relationships. Therefore,
tables 5 and 6 report the estimation results of our econo-
metric analysis. The corresponding econometric models
incorporate—besides the mainly interesting CSR variables
(including industry environmental and social perfor-
mance)—the estimated beta parameters from the time-series
regressions of the several asset pricing models as financial
control variables to explain the average monthly stock
returns between 2003 and 2006. While table 5 refers to the
USA, table 6 reports the estimation results for Europe. In
both cases, the cross-sectional regressions according to
equations (4), (4)′ and (4)″ are based on the CAPM, accord-
ing to equations (5), (5)′ and (5)″ are based on the Fama-
French three-factor model and according to equations (6),
(6)′ and (6)″ are based on the Carhart four-factor model.
Furthermore, the respective final regressions according to
the first three equations (4), (5) and (6) incorporate the
ordinal variables Corpi and Indui, while the remaining
regressions either include the dummies Corp54i and Indu54i
or the dummies Corp543i and Indu543i.
According to table 5, the ordinal variable Corpi has a
weakly positive effect (at the 10% significance level) when
the estimated corporate beta parameters from the multifactor
models are included as control variables. This impact is
109. more significantly positive for the dummy variable
Corp543i. In contrast, the latter effect has a higher signifi-
cance level on the basis of the CAPM and the parameter of
Corpi is not even significantly different from zero in this
case. However, it appears that the estimation results based
on the CAPM are less reliable because the estimated beta
parameters b̂
FF
i2 and b̂
CAR
i2 from the multifactor models—
besides b̂
CAPM
i , b̂
FF
i1 or b̂
CAR
i1 —have a high explanatory
power. Therefore, corporate environmental and social activi-
ties obviously matter for the average monthly stock returns
between 2003 and 2006 in the USA even when the effect is
insignificant for the dummy Corp54i. This latter result
points to possible non-linear effects with respect to the
intensity of these measures.
Table 4. This table reports the mutual Pearson’s correlation
coefficients between the average monthly stock returns �ri
(in%) of firm i
110. from 2003 to 2006 and the estimated beta parameters from the
time-series regressions. The numbers of observations are N =
173
for the USA and N = 268 for Europe. ⁄ (⁄⁄, ⁄⁄⁄) means that the
correlation coefficient is different from zero at the 10% (5 and
1%) significance level, respectively.
�ri b̂
CAPM
i b̂
FF
i k̂
FF
i1 k̂
FF
i2 b̂
CAR
i k̂
CAR
i1 k̂
CAR
i2 k̂
CAR
i3
USA
�ri 1.00
219. ⁄
988 U. von Arx and A. Ziegler
Concerning the impact of industry environmental and
social performance for the US stock market, the estimation
results are different. The ordinal variable Indui as well as
the corresponding dummy variables Indu54i and Indu543i
have a strong negative effect on stock performance (at the
1% significance level) when the estimated beta parameters
from the CAPM are incorporated. However, these effects
become much less significant for the case of Indu543i on
the basis of the Fama–French three-factor or the Carhart
four-factor models (the corresponding slightly significant
effect would be in line with some results in Hong and
Kacperczyk 2009, who report in their analysis of sin stocks
in the USA that a lower industry social performance has a
positive effect on stock performance). Furthermore, the
effects become even completely insignificant for the two
other industry environmental and social performance vari-
ables on the basis of the multifactor models. Due to the
high explanatory power of some estimated corporate beta
parameters from the multifactor models as discussed above,
the estimation results based on the CAPM are overall obvi-
ously not reliable, but a typical example for biased parame-
ter estimations due to omitted explanatory variables.
According to table 6, this problem holds true for the
effect of Indu543i and (to a lower extent) of Indui in Eur-
ope. While these variables have a negative influence on
average stock returns (at the 5 or 10% significance level)
based on the CAPM, this effect becomes insignificant on
the basis of both multifactor models. The impacts of
Indu54i are already insignificant, irrespective of the underly-
220. ing asset pricing models. In the same way, no significant
effects of Corpi and Corp543i arise. In contrast, Corp54i
has a positive effect on stock performance (at the 5% sig-
nificance level) based on the CAPM as well as on both
multifactor models. Therefore, only single positive effects
on average monthly stock returns between 2003 and 2006
appear to be existent in Europe, but no linear effects of an
increasing intensity of corporate environmental and social
activities.
These estimation results are robust in different ways: in
order to account for our two-stage econometric analysis
which includes estimated beta parameters from the first stage
in the final cross-sectional regressions, we have also con-
ducted adjustments of the estimated standard deviations of
the estimated parameters according to Shanken (1992). While
the estimated beta parameters now—as expected—mostly
have no significant effect on stock performance (an exception
is that in Europe b̂
FF
i2 still has a significantly positive impact),
the estimation results for the mainly interesting CSR vari-
ables are not systematically different from the results as dis-
cussed above. In fact, the adjusted estimation results (which
are available on request) even strengthen some previous con-
clusions since Indu543i, for example, in the USA now has a
completely insignificant effect on the basis of the Fama–
French three-factor and the Carhart four-factor models.
Furthermore, it should be noted that corporations were
ranked each year on their market capitalization in June and
on their book-to-market equity in December of the previous
year for the calculation of SMBt and HMLt in Europe as
discussed above. In this respect, we used the book values
221. which were published in June each year in the Thomson
Financial Datastream database to ensure that the values for
the previous year are actually considered. However, it is
also possible that these values are influenced by new devel-
opments during the current year. Therefore, we additionally
considered the book-to-market equity based on the pub-
lished book and market values in December of the previous
year in a further analysis. Moreover, we also examined the
published book and market values in June from Thomson
Financial Datastream. Indeed, the estimation results based
on these calculations are not systematically different from
the main results as discussed above.
Finally, the estimation results in this paper are in princi-
ple based on the 2002 assessments of CSR (including
industry environmental and social performance). However,
it should be noted that many corporations were assessed for
the first time by Sarasin after 2002. For these firms, we
incorporated the corresponding first assessments in our
empirical analysis. This procedure seems to be justified
because the assessments have an extremely low variability
over time for the respective corporations. We nevertheless
excluded in a further analysis those firms with very recent
assessments, i.e. with first assessments after 2004. However,
we continued to include firms with first assessments in
2003 or 2004. This procedure of extending assessments for
two years is common in empirical analyses of the relation-
ship between CSR and corporate financial performance to
avoid very small samples (e.g. Derwall et al. 2005). Indeed,
the corresponding estimation results are again qualitatively
fully in line with the main results as discussed above.
7. Discussion and conclusions
This paper provides new empirical evidence for the effect
222. of CSR (which is measured by environmental and social
activities of a firm compared with other firms within the
industry and additionally considers environmental and
social performance of the industry to which a firm belongs)
on average monthly stock returns between 2003 and 2006.
In contrast to former studies, it examines two worldwide
leading stock markets, namely the USA and the European
stock markets, in order to analyse potentially different rela-
tionships between CSR and financial performance. Our
two-stage econometric analysis shows that corporate envi-
ronmental and social activities matter for the explanation of
stock performance in both regions. However, this impact is
obviously not linear for an increasing intensity of these
measures. Compared with Europe, the positive effect fur-
thermore is more robust for the USA. While it can only be
speculated why the positive impact in the USA is slightly
stronger, one explanation could be the longer tradition of
ethical components of CSR and particularly of SRI than in
Europe. In contrast, the industry environmental and social
performance has no robust influence on the average
monthly stock returns between 2003 and 2006 in any
region.
According to these results, the stock markets—and partic-
ularly the US stock market—obviously rewarded invest-
ments in stocks of corporations with a high intensity of
The effect of corporate social responsibility 989
environmental and social activities compared with other
firms within the industry. In other words, investors who
applied a buy-and-hold strategy would have increased their
portfolio value by investing in such stocks. Regarding the
management of a firm, these results imply that such mea-
223. sures could be increased since they obviously do not lead
to worse financial performance. The results furthermore
support the advocates of information-based regulations by
improving the flow of the respective information. However,
the question is whether the discussed positive effect is
robust for alternative measurements of CSR, for example,
based on assessments from other rating agencies or based
on quantitative and thus more objective indicators such as
emissions, as well as for alternative measurements of corpo-
rate financial performance, for example, on the basis of
accounting data based indicators. Such studies would be
interesting in the future. Another field for further research
would be the econometric analysis of alternative periods to
examine whether the consideration of the period between
2003 and 2006 produces specific estimation results.
Irrespective of such future research, our study supports
the incorporation of more flexible asset pricing models: on
the basis of the simple CAPM, industry environmental and
social performance has a significantly negative impact on
stock performance in the USA. However, the significance
of this effect strongly decreases and mostly disappears if
estimated corporate beta parameters from the Fama–French
three-factor or the Carhart four-factor models are included
as additional control variables. This result (in line with e.g.
McWilliams and Siegel 2000) points to the problem of mis-
leading conclusions regarding the effect of CSR on corpo-
rate financial performance if misspecified econometric
models are applied due to omitted explanatory variables
such that biased parameter estimations occur.
Acknowledgements
We would like to thank a referee for his useful comments,
Eckhard Plinke and the bank Sarasin & Cie in Basle for
providing their assessment data, Kenneth R. French, Ulrich
224. Oberndorfer, Michael Schröder and participants of several
conferences for stimulating discussions, as well as Eveline
Schwegler for her untiring commitment during data
analysis. Our special thanks go to Peter Schmidt for his
very helpful support in the econometric analysis.
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232. 38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in
reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase
or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed
at home, has achieved enough
traction in the American workplace to
233. merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers