...Mental rotation is the process of mentally revolving 3d and 2d figures (or letters) into different spatial orientations and often associated with the judging of ones spacial processing ability as well as a persons level of intelligence. Mental rotation ability is measured by testing the speed and accuracy in which one is able to decipher between which pairs of shapes have been revolved about a central point, and pairs of shapes which are mirrored versions of the initial figure. In 1971, Roger Shepard and Jacqueline Metzler introduced the concept of mental rotation to the field of Cognitive Psychology after performing a series of studies measuring the reaction time and degree of accuracy in which it took participants to recognize whether between a pair of figures, the second shape was identical to the first and had simply been rotated about a point or was a reflected/mirrored version of the original figure. It is my belief that both the reaction time and percentage correct are greatly affected by angular disparity and are negatively correlated as a function of angle. I predict that the highest reaction time and lowest percent of accurate shape identifications will occur when a shape has been mirrored and rotated more than 90 degrees from it’s initial starting point. I believe that there will be both lower reaction time and a higher percent correct when blocks are rotated to a position that has a lower degree of angular disparity when juxtiposed with the original arangement of blocks...
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...UNIVERSITY OF PITTSBURGH KATZ GRADUATE SCHOOL OF BUSINESS BSEO 2531 ENTREPRENEURSHIP AND NEW VENTURES January 2015 PROFESSOR: G. Richard Patton 328 Mervis Hall grpatton@katz.pitt.edu Phone: 648-1568 SECRETARY: Pat Koroly 341 Mervis Hall 412-648-2250 Required Case and Reading Packet link: https://cb.hbsp.harvard.edu/cbmp/access/32240148 BSEO 2531 is to be a different experience for our MBA students. Most of your previous student experience has been focused on models and techniques that are typically applied in large organizations. BSEO 2531 will focus on a different aspect of the business environment--entrepreneurship. Consequently, this course will be structured differently than most other courses. Part of the course will involve the use of conventional case analysis, discussions and lectures. In addition, there will be guest speakers, time permitting. There are multiple objectives for the Entrepreneurship elective, including: 1. Understanding the process of New Venture Formulation 2. Studying the characteristics of successful entrepreneurs 3. Process and structure of business plan development 4. Understanding sources and methods of financing new business ventures 5. Opportunities to apply functional skill (marketing, finance, accounting, etc.) 6. Networking in the Pittsburgh entrepreneurial community The focus of the class will be the development...
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...All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system, without permission in writing from the publisher. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library ISBN 1 904541 08 9 ISSN 1393-6190 Cover design by Creative Inputs Typeset by the Institute of Public Administration Printed by ColourBooks CONTENTS 2 Foreword 5 Acknowledgements 7 Executive Summary 8 Chapter 1: Introduction 12 1.1 Background 12 1.2 Policy context 13 1.3 Rationale for the study 14 1.4 Research terms of reference and approach 14 1.5 Report structure 15 Chapter 2: Key Concepts from the Strategic HR Literature 17 2.1 Introduction 17 2.2 What is strategic HR? 17 2.3 From personnel management to strategic HRM 18 2.4 The impact of strategic HRM 21 2.5 The implementation of strategic HRM in the public sector 23 2.6 Key chapter findings 26 Chapter 3: The Developing Concept of Strategic HR in the Irish Civil Service 28 3.1 Introduction 28 3.2 Background to HR reform in the civil service 28 3.3 From policy to practice 31 3.4 Key chapter findings 33 Chapter 4: Strategic HR Practice in the Irish Civil Service 35 4.1 Introduction 35 4...
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