...LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 3.2.1 Lectures 3.2.2 3.2.3 3.2.4 4 Tutorials Computing component Out-of-Class Study ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details 4.3 Tutorial Participation 4.4 Online Quizzes 4.5 In-tutorial Tests 4.6 Final Exam Format 4.7 Quality Assurance 5 6 7 COURSE EVALUATION AND DEVELOPMENT COURSE RESOURCES COURSE SCHEDULE 7.1 Lecture Schedule 7.2 Tutorial Schedule 1 STAFF CONTACT DETAILS Lecturer-in-charge: Dr Arpita Chatterjee Room: ASB 430C Phone: No: 9385 4314 Email: arpita.chatterjee@unsw.edu.au Consultation Times: Tuesday 2 – 5 pm Lecturer: Dr April Cai Room 432, ASB Building Ph 9385 3367 Email: april.cai@unsw.edu.au Consultation Times: Tuesday 9am – 12 noon List of tutors will be posted on Website. 1.1 Communications with staff Consultations are an opportunity for you to ask questions. You may need to ask about the material introduced in lectures, the problems you have attempted or questions that were not fully answered in tutorials. You should feel free to...
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...application to practical problems based on real life activities. Grades 3 and 4 deals with the study of whole numbers, the four fundamental operations, fractions and decimals including money, angles, plane figures, measurement and graphs. In Grades 5 and 6 the child is expected to have mastered the four fundamental operations of whole numbers, performs skills in decimals and fractions, conceptualize the meaning of ratio and proportion, percent, integers, simple probability, polygons, spatial figures, measurement and graphs. Simple concepts in Algebra is also introduced to be articulated in the high school. Besides further development of the basic mathematical skills, the child is expected to solve problems related to business and industrial activities in the community. TIME ALLOTMENT Daily Weekly Grade 1 80 400 Grade 2 80 400 Grade 3 80 400 Grade 4 60 300 Grade 5 60 300 Grade 6 60 300 The 20-minute increase in the daily time allotment is given to ensure that all lessons are finished and there will be more activities that involve grouping practical investigations and problem solving. Pupils learn more if they have hands on or manipulative and interactive activities, learn on their own, explore, discover, generalize and apply what they learned in their daily life. 1 EXPECTATIONS GOAL: Demonstrate understanding and skills in computing with considerable speed and accuracy, estimating, communicating, thinking analytically and critically, and in solving problems in daily life using...
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...all processes (sydney.edu.au/business/currentstudents/student_information/student_administration_manual) and the Business School unit of study common policy and implementation information that apply to every unit of study offered by the Business School (http://sydney.edu.au/business/currentstudents/policy). In determining applications and appeals relating to these matters it will be assumed that every student has taken the time to familiarise themselves with these key policies and procedures. Version: 2013 Business School 1 BUSINESS SCHOOL 1. Unit of study information This unit highlights the importance of statistical methods and tools for today's managers and analysts, and demonstrates how to apply these methods to business problems using real-world data. The quantitative skills that students will learn in this unit will be...
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...UTS: ENGINEERING Assignment Cover Sheet STANDARD and BLOCK Mode SUBJECT NAME: QUALITY PLANNING AND ANALYSIS SUBJECT NUMBER: 49309 ASSIGNMENT NUMBER: ASSIGNMENT 1 STUDENT LAST NAME: LUU STUDENT FIRST NAME: THIET XIEU STUDENT ID: 11311848 Declaration of Originality: The work contained in this assignment, other than that specifically attributed to another source, is that of the author(s) and has not been submitted in any other subject or published elsewhere before. It is recognised that, should this declaration be found to be false, disciplinary action could be taken and penalties imposed in accordance with University policy and rules. Signature: __________________________________ THIET XIEU LUU - 11311848 2012 TABLE OF CONTENTS 1. 2. Introduction ................................................................................................................... 3 Customer satisfaction ..................................................................................................... 5 2.1 2.2 2.3 Stakeholder identification ................................................................................................... 5 Methods for capturing customer needs................................................................................ 6 Customer needs identification ............................................................................................ 9 3. Design requirements ..............................
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...Cooperative Problem Solving in Physics A User’s Manual Why? What? How? STEP 1 Recognize the Problem What's going on? STEP 2 Describe the problem in terms of the field What does this have to do with ...... ? STEP 3 Plan a solution How do I get out of this? STEP 4 Execute the plan Let's get an answer STEP 5 Evaluate the solution Can this be true? Kenneth Heller Patricia Heller University of Minnesota With support from the National Science Foundation, University of Minnesota, and U.S. Department of Education © Kenneth & Patricia Heller, 2010 Acknowledgments In reaching this stage in this work, we gratefully acknowledge the support of the University of Minnesota, the U.S. Department of Education FIPSE program, and the National Science Foundation. This work would not have existed without the close cooperation of the University of Minnesota School of Physics and Astronomy and Department of Curriculum and Instruction. We have incorporated the suggestions of many faculty members from both Physics and Education at the University of Minnesota and other institutions that have communicated with us at workshops, meetings, and by e-mail. This work has depended on the efforts and feedback of many graduate student teaching assistants in the School of Physics and Astronomy over the years. Much of this development is directly based on the research of the graduate students in the University of Minnesota Physics Education Program: Jennifer...
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...Creative Problem Solving for Managers Second edition How can managers tackle complex problems? How do you encourage innovation? How do you implement new solutions? Is creativity the key to management success? This accessible text provides a lively introduction to the essential skills of creative problem solving. Using extensive case studies and examples from a variety of business situations, Creative Problem Solving for Managers explores a wide range of problem solving theories and techniques, illustrating how these can be used to solve a multitude of management problems. Thoroughly revised and redesigned, this new edition retains the accessible and imaginative approach to problem solving skills of the first edition. Features include: ■ ■ ■ ■ ■ Blocks to creativity and how to overcome them Key techniques including lateral thinking, morphological analysis and synectics Computer-assisted problem solving Increased coverage of group problem solving techniques New website containing in-depth cases and a PowerPoint presentation As creativity is increasingly being recognised as a key skill for successful managers, this book will be welcomed as a readable and comprehensive introduction for students and practising managers alike. Tony Proctor is Professor in Marketing at Chester University College Business School and was formerly Senior Lecturer in Marketing and Head of the Department of Management at Keele University. Creative Problem Solving for Managers Developing skills...
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...Natural Computing Series Series Editors: G. Rozenberg Th. Bäck A.E. Eiben J.N. Kok H.P. Spaink Leiden Center for Natural Computing Advisory Board: S. Amari G. Brassard K.A. De Jong C.C.A.M. Gielen T. Head L. Kari L. Landweber T. Martinetz Z. Michalewicz M.C. Mozer E. Oja G. P˘ un J. Reif H. Rubin A. Salomaa M. Schoenauer H.-P. Schwefel C. Torras a D. Whitley E. Winfree J.M. Zurada For further volumes: www.springer.com/series/4190 Franz Rothlauf Design of Modern Heuristics Principles and Application Prof. Dr. Franz Rothlauf Chair of Information Systems and Business Administration Johannes Gutenberg Universität Mainz Gutenberg School of Management and Economics Jakob-Welder-Weg 9 55099 Mainz Germany rothlauf@uni-mainz.de Series Editors G. Rozenberg (Managing Editor) rozenber@liacs.nl Th. Bäck, J.N. Kok, H.P. Spaink Leiden Center for Natural Computing Leiden University Niels Bohrweg 1 2333 CA Leiden, The Netherlands A.E. Eiben Vrije Universiteit Amsterdam The Netherlands ISSN 1619-7127 Natural Computing Series ISBN 978-3-540-72961-7 e-ISBN 978-3-540-72962-4 DOI 10.1007/978-3-540-72962-4 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2011934137 ACM Computing Classification (1998): I.2.8, G.1.6, H.4.2 © Springer-Verlag Berlin Heidelberg 2011 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations...
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...interrogation, self-explanation, summarization, highlighting (or underlining), the keyword mnemonic, imagery use for text learning, rereading, practice testing, distributed practice, and interleaved practice. To offer recommendations about the relative utility of these techniques, we evaluated whether their benefits generalize across four categories of variables: learning conditions, student characteristics, materials, and criterion tasks. Learning conditions include aspects of the learning environment in which the technique is implemented, such as whether a student studies alone or with a group. Student characteristics include variables such as age, ability, and level of prior knowledge. Materials vary from simple concepts to mathematical problems to...
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...Discipline ECONOMICS Estimating sensitivity of demand to price 352–356 Pricing problems 352–366, 422–427 Estimating cost of power 363–366 47–56, Assessing a utility function 554–556 Estimating demand for products 632–638, 649–650, 764–771, 965 Subway token hoarding 792 FINANCE AND ACCOUNTING Collecting on delinquent credit accounts 14–16 Cost projections 29–33 Finding a breakeven point 33–41 Calculating NPV 57–62 Calculating NPV for production capacity decision 58–62 Portfolio management 173–178, 345–346, 387–394, 442–444, 689–691 Pension fund management 178–182 Financial planning 210–214, 676–681, 734–735 Arbitrage opportunities in oil pricing 215–219 Currency trading 220 Capital budgeting 290–295 Estimating stock betas 396–401 Hedging risk with put options 407–408 Stock hedging 407–408 Asset management 409–410 New product development 503–504, 574, 673–676, 715–722 Bidding for a government contract 513–518, 523–533, 653–657 Investing with risk aversion 557–560 Land purchasing decision 575 Risk analysis 582–583 Liquidity risk management 651–653 Estimating warranty costs 657–661 Retirement planning 681–685 Modeling stock prices 685–686 Pricing options 686–689, 691–693 Investing for college 732 Bond investment 733 HUMAN RESOURCES AND HEALTH CARE Fighting HIV/AIDS 23–24 DEA in the hospital industry 184–189 Salesforce allocation problems 454–456 Assigning MBA students to teams 462 Selecting a job 484–492 Selecting a health...
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...Ethics case study Ashley Bruckman March 12, 2013 HCS/335 Introduction Jerry McCall is Dr. William’s office assistant. He has received professional training as both a medical assistant and a LPN. He is handling all the phone calls while the receptionist is at lunch. A patient calls and says he must have a prescription refill for Valium, an antidepressant medication, called in right away to his pharmacy, since he is leaving for the airport in thirty minutes. He says that Dr. Williams is a personal friend and always gives him a small supply of Valium when he has to fly. No one except Jerry is in the office at this time. What should he do? In this case study I am going to answer a few questions and give some advice to jerry. Jerry is just on call while Dr. Williams is away; even though he has had medical assisting and LPN training does not qualify him to refill the prescription. LPN’s do see patients while the Doctor is out but for prescriptions the doctor must authorize it. The fact that the medications are to make the patient comfortable while he is flying is not an urgent matter. If the situation were more impotant I could see where it would be hard for jerry to tell the patient he can’t refill him prescriptions; nevertheless he is not authorized. It would not make any difference if the medication was for high blood pressure or something that had to be taken daily, jerry is still not licensed to prescribe anything so his hands are completely tied in this situation...
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...Leadership Leadership is an act of influencing others towards a goal. We learnt that the leaders are present at different levels in an organization or a company. There are two types of leaders, formal leaders and informal leaders. The formal leaders are those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others. Whereas the informal leaders are those without a formal position authorities within the organization but demonstrate leadership by influencing those around them through personal forms of power. From the class we came to know Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished and it is the process of influencing the activities of an organized group toward goal achievement.We came to know that there are few traits that show relatively strong relations with leadership. And the best example of a trait approach is the charismatic leadership. The important traits are discussed below. 1. Intelligence: Observed general mental ability correlates with leadership, whereas the actual intelligent has smaller correlation. * (Emotional Intelligence): This one will allow predicting leadership beyond the general mental ability. And also people with high EQ demonstrate a high level of self-awareness, motivation, emphathy and social skills. 2. Personality (the Big 5) : It is positively correlated with leader...
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...British inventor Edward de Bono coined the phrase "lateral thinking" as a counterpoint to conventional or vertical thinking. In conventional thinking people go forward in a predictable, direct fashion. Lateral thinking involves approaching the problem from new directions – literally from the side. De Bono defines the four main aspects of lateral thinking as: The recognition of dominant polarizing ideas The search for different ways of looking at things A relaxation of the rigid control of vertical thinking The use of chance There are dominant ideas in every walk of life – the assumptions, rules and conventions that underpin systems and influence people's thinking and attitudes. The idea that the Earth was flat or that the Earth was the center of the universe are examples of dominant ideas that polarized thought along set lines. Once the dominant ideas are in place everything else is viewed in a way that supports them. A paranoid person sees every attempt to help them as malevolent and manipulating. Someone who believes in a conspiracy theory will explain away any inconvenient facts as deliberately constructed by the powers behind the conspiracy. Most organizations have dominant ideas that polarize their view of the world. It is easy for us to criticize the makers of horse-drawn carriages who thought automobiles were silly contraptions that would never catch on. People now, however, are also the captives of established ideas. A Technique for Lateral Thinking A lateral...
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...Six Disciplines and Secrets to Successful Strategy Execution | Book Review | | Introduction: Gary Harpst was one of the founder and CEO of The Lord’s Business Inc.(TLB), aka Solomon Software, very popular software back in the 80's and early 90's when the PC industry was very young. He grew his business from startup to achieve great success, finally selling the company to Great Plains Software (since purchased by Microsoft) for a hefty sum (Bergin Tim, An Interview with GARY HARPST). Gary’s book, “Six Disciplines Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier” was published in July 2008. In Six Disciplines Execution Revolution, Harpst details the elements of a complete strategy execution program, explains why it could only have happened now, and clarifies why such a program will become a mainstream requirement for successful small and midsized businesses in the future. Summary: According to Harpst, excellence is the enduring pursuit of balanced strategy and execution. Strategy requires choosing what promises to make to all stakeholders and a roadmap for delivering on those promises. Execution requires getting there, while overcoming unending surprises. Excellence is a journey – not a destination. A business excellence model tells organizations as to how they should operate relative to the two dimensions of strategy and execution. (See figure 1, Exhibit 1) Quadrant I: Strong Strategy/Weak Execution: In this quadrant...
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...Term Paper Proposal To: Dr. Vijay Karan From: Ming-Tzu Chou Date: 13 February 2012 Subject: Management control system Proposed Research Topic: How a new strategy saved and created a bright future for IBM in 90s. Statement of problem: In the early 1990s, IBM suffered in dramatically declining in the revenue of the mainframe sales, and the stock price also dropped. During the period, the personal computer was the most popular products in Information Technology market, and the mainframe was already outdated. Last but not least, IBM could not reduce its cost according to its size and bureaucracy. As a result, many people believed that IBM could only fell or be divided to smaller companies. Louis V. Gerstner, Jr., who was the new CEO, saved IBM and implemented different strategies in the company. Objective & Method: The purpose of the study is to evaluate how a new strategy affected IBM. Except the abstract, the term project will be separated to four parts: problem statement, strategy formulation and strategy planning of solutions, the summary of results, and recommendations. The term project should reach the following goals through in the four sections. 1. Problem statement will describe IBM’s previous business situation and introduce how problems had generated before Gerstner arrived. 2. The solutions from Gerstner will be deeply analyzed according to the theories from strategy formulation and strategy planning in the textbook. 3. The summary of results will be presented...
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...hold employees accountable for poor performance and fix any problems that would hinder you from making your company’s goals. The controlling function involves monitoring the employee’s performance to make sure goals are being met. Evaluate your employees on a one- on- one basis. Get them alone and tell them what their direct supervisor sees, whether good or bad. Give the employee the opportunity to improve upon the problem. You may find that the employee can give you an insight into a problem that as a manager, you can fix. When I worked as salesperson at a clothing store, not only did your department have quotas on sells for the week, but the salespeople had individual goals, too. When ringing up items, the computer would track your sales. I normally did pretty well at meeting my goals. However, the times I did not, my manager would pull me aside and inform me. She would speak to me as a friend and motivate me to do better. Letting me know that I was effecting the entire department with low sales would ground me. I wouldn’t want to affect the department’s performance, so I would try harder. Comparing the employee’s performances with what you or the company’s goals are is an effective way to find out what needs tweaking. Someone within the plan may need to be motivated. Someone may need some direction. And, in some instances, the goal may be the problem. Sometimes it may be an outside source as the problem. Are we...
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