...Ed Tech_LMS 3_Visual Preferences , Visual Literacy Introduction: You are still learning about Visuals as an instructional technology in education. This lesson presents reading materials on two concepts: A. Visual preferences among learners, and \2. Visual literacy as a concept. This lesson aims to: 1. Paraphrase the various visual preferences of learners. 2. Apply the information acquired on the visual preferences of learners to one’s instructional technology roles in a majorship or specialization. 3. Analyze reading materials that explain visual literacy. 4. Apply the concept of visual literacy in using visual tool to teach a specific learning competency. You will be given two days to submit your responses in this activity sheet. Good luck! _______________________________________________________________ Professional Education 10: Educational Technology Unit III. Visuals as Classical Technologies in Education Student: __________________________ Year & Section ______________ Area of Specialization / Majorship ______________Date Submitted: ________________ Concepts to be learned: A. Visual Preferences of Learners ...
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...CHAPTER [ 3 ] Charismatic and Transformational Leadership The purpose of this chapter is to help the reader understand the nature of charismatic and transformational leadership. Although the two forms of leadership overlap, they are treated separately here because the study of charismatic leadership focuses so heavily on personal traits. The legitimacy of either of these forms of leadership as a separate entity has been challenged. Nevertheless, studying charismatic and transformational leadership represents an important current thrust in understanding the leader’s role. CHAPTER OUTLINE AND LECTURE NOTES The study of charismatic and transformational leadership, an extension of the trait theory, has become an important way of understanding leadership Charisma facilitates leaders carrying out their roles. [ I ]. THE MEANINGS OF CHARISMA Charisma is a special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others. The various definitions of charisma have a unifying theme. Charisma is also a positive and compelling quality in a person that creates a desire in many others to be led by him or her. The attributes of charisma are important because they lead to behavioral outcomes such as commitment to the leader, self-sacrifice, and high performance. A study with law enforcement workers and business students showed that network members influence our attributions of charisma. [ A ]. Charisma: A Relationship Between the Leader...
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...The Brand Experience Toolkit Brand Experience Toolkit [August 2007] Table of Contents 1.0 History of the AIESEC Brand 1.1 1.2 1.3 What is a brand? Why do we have a global brand? Brand Promise vs. Brand Experience: an evolution 2.0 The Brand Experience 2.1 2.2 2.3 2.4 2.5 2.6 2.7 An overview Our competitors Our target audiences Physical manifestations Benefits Differentiator Essence 3.0 Filter tool – how to use the Brand Experience in practice 3.1 3.2 Assessing your results Finding support Brand Experience Toolkit 1.0 – History of the AIESEC brand Brand Experience Toolkit [August 2007] History of the AIESEC brand The global AIESEC brand as we know it today was launched by AIESEC International in 2004. The first Brand Toolkit included explanations on what is a brand, why we need one and the steps in order to achieve that, including our Brand Promise, visual guidelines and marketing campaign. 1.1 What is a brand? A brand is more than just a logo, slogan or a colour scheme; it is the image and reputation that we want others to associate with our organization. But, a brand is also more than just the image that we want others to have of us; it is also a description of the organization that we want to be. A brand is an expression of your actions and what you do every day. In AIESEC, our global brand is represented through our living The AIESEC Way. Our ―Brand Experience‖ is the experience we want our stakeholders (members, supporters and enablers)...
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...English-E11-12 7/27/07 2:24 PM Page 1 Ministry of Education The Ontario Curriculum Grades 11 and 12 English Printed on recycled paper 07-003 ISBN 978-1-4249-4741-6 (Print) ISBN 978-1-4249-4742-3 (PDF) ISBN 978-1-4249-4743-0 (TXT) © Queen’s Printer for Ontario, 2007 2007 REVISED CONTENTS INTRODUCTION 3 Secondary Schools for the Twenty-first Century . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Importance of Literacy, Language, and the English Curriculum . . . . . . . . . . . . . . . . . . . Principles Underlying the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Roles and Responsibilities in English Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . THE PROGRAM IN ENGLISH 3 3 4 5 9 Overview of the Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Curriculum Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Strands in the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 ASSESSMENT AND EVALUATION OF STUDENT ACHIEVEMENT Basic Considerations . . . . . . . . . . . ....
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...Phoenix© editorial standards and practices. Facilitator Information Stephanie Jacobs Holder swjacobs@email.phoenix.edu (University of Phoenix) Bailiquinc@aol.com (Personal) 602-738-2059 (MST) Facilitator Availability I am available from 9 a.m.-9 p.m. Central Time on most days, but I attempt to reserve Sunday for my family. During the week, I am online most of the time during that 9 a.m.-9 p.m. time frame. On Saturdays, I tend to be online in the morning only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so. For emergencies, when...
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...THE MARKETING PLAN IMPROVING YOUR COMPETITIVE EDGE A Marketing Plan is a written strategy for selling the products/services of a new business. It is a reflection of how serious a company is in meeting the competition head on, with strategies and plans to increase market share and attract customers. An effective Marketing Plan is backed by carefully collected market, consumer and competitor information, sometimes citing professional advice. Why Prepare a Marketing Plan? A good Marketing Plan will help you to improve your odds against more experienced competitors and newly emerging ones. The Plan enables you to recognize and take action on any trends and consumer preferences that other companies have overlooked, and to develop and expand your own select group of loyal customers now and into the future. The Plan also shows to others that you have carefully considered how to produce a product that is innovative, unique and marketable- improving your chances of stable sales and profits - reasons for investors to financially back you. CONTENTS OF A MARKETING PLAN Title Page Include the name of the company, period of time that the contents of the marketing plan covers, and completion date. Use a clean and professional format with examples of the company logo and product designs and packaging types. Table of Contents List all the contents of the marketing plan in the order they appear, citing relevant page numbers. List tables, graphs and diagrams on...
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...2015 December (All Discussions All Homework And Complete Course Project) IF You Want To Purchase A+ Work then Click The Link Below For Instant Down Load http://www.hwspeed.com/Devry-ENGL-216-Complete-Lourse-Latest-2015-December-111325874.htm?categoryId=-1 IF You Face Any Problem Then E Mail Us At JOHNMATE1122@GMAIL.COM Question week 1 Technical Communication at Work (graded) As you read Chapter 1, you will learn that communication skills are critical in the workplace and that technical writing is used in virtually every work environment. For this discussion, locate a technical document from your workplace or from home or the Internet, preferably one that might be found in your career field. Note that Figure 1-1 (page 4) provides a list of technical communication examples. Using the five goals and features of technical communication listed in the textbook (page 4), describe how the document addresses these characteristics. Then, discuss whether or not you feel the document is successful in its overall goal. Provide examples from the document to illustrate. If possible, share the document by posting a link or a PDF of the sample used. Audience Culture and Analysis (graded) As our text states, “one cardinal rule governs all on-the-job writing: Write for your reader, not for yourself” (page 41). This requires a solid audience analysis. As part of this analysis, you must also consider the audience's cultural background, particularly in light of...
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...take reasonable risks in order to grow, they bounce back from adversity. 2. What are the six “virtues” identified in the text, and how are they defined? (1) Wisdom and knowledge: cognitive strengths that entail the acquisition and use of knowledge. (2) Courage: emotional strengths that involve the exercise of will to accomplish goals in the face of opposition, external or internal. (3) Humanity: interpersonal strengths that involve “tending and befriending” others. (4) Justice: civic strengths that underlie healthy community life. (5) Temperance: strengths that protect against excess. (6) Transcendence: strengths that forge connections to the larger universe and provide meaning. 3. What are some of the characteristics of a mentally healthy person, and why do you think they contribute to mental health? (1) Optimism: see problems as temporary and specific rather than permanent and general. When someone is optimistic about situations and looking for the good or blessing that could come from it, I think they are more mentally healthy than someone that harps on the negative aspects of...
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...manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences: (a) The manager administers; the leader innovates. (b) The manager is a copy; the leader is an original. Keywords: Leadership, Management, Gurus ETC. 1. Concepts of Leadership I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. —Warren Bennis Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through 310 Dr. Manoj Kumar Sharma et al continual work and study. Good leaders are continually working and studying to improve their leadership skills;...
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...as a new term for ‘personnel management’ * Distinctive approach to the management of people: distinct from personnel management - a distinct philosophy * Organizational Assets: Physical, Financial, Intangible, Human * Old Myths about HRM Old Myths | New Realities | People go into HR because they like people. | HR departments are not designed to provide corporate therapy or as social health-and -happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. | Anyone can do HR. | HR activities are based on theory and research. HR professionals must master both theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance. | HR focuses on costs, which must be controlled. | HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs. | HR’s job is to be the policy police and the health-and-happiness patrol. | The HR function does not own compliance...
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...BUSC 440 WEEKLY ASSIGNMENTS for WEEKS 1-6 IMPORTANT NOTE: Look ahead to the final assignment/project for the course due in Week 6 and get started on it early! You should work on the project weekly even though you don’t have to submit weekly assignments for the project. Some weeks in the course have only one written assignment to give you additional time to work on the project due in Week 6; please use this time wisely. Week 1 Assignments NOTE: The reading and viewing materials can be found in the LibGuide on Blackboard for this course. Read each of the following articles. * The Evolution and future of logistics and supply chain management - Ballou, Ronald. European Business Review19. 4 (2007): 332-348 DOI 10.1108/09555340710760152 * Logistics and supply chain management applications within a global context: An overview - Schoenherr, Tobias Journal of Business Logistics30. 2 (2009): 1-VII * Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development - Hult, G. Tomas M.; Ketchen, David J.; Arrfelt, Mathias Strategic Management Journal, Oct2007, Vol. 28 Issue 10, p1035-1052 * Supply chain management and its relationship to logistics, marketing, production, and operations management - Mentzer, John T; Stank, Theodore P; Esper, Terry L. Journal of Business Logistics29. 1 (2008): 31-VII * Supply chain management and retailing. - Sparks, Leigh Supply Chain Forum: International Journal...
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... W(W Wooly Woody Jane Doe, President Bill Smith, CEO 219 Cloverleaf Place 2345 Apple Way Lincoln, NE 68583 Lincoln, NE 68583 May 2008 Table of Contents (You’ll develop this section after writing the business plan and executive summary.) The table of contents should show major section headings and the page number that starts the section. It’s even better if you can show the detailed subheadings under the major sections with corresponding page numbers. Section I. Executive Summary (You’ll develop this section after completing your business plan.) Write a one to two page summary representing the various sections of your Business Plan. Your goal is to make the reader want to read more! Section II. Mission, Goals & Objectives General Description of the Business Describe your business so an outsider will clearly understand what business you are in, what products or services you offer, who your market is, how you operate (generally), the stage of development of your business, and what your growth ideas include. This is the first...
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...19 Freudian & Humanistic Theories MODULE 455 448 449 432 Photo Credit: © Colin Anderson/ Getty Images A. Freud’s Psychodynamic Theory B. Divisions of the Mind C. Developmental Stages D. Freud’s Followers & Critics E. Humanistic Theories Concept Review F. Cultural Diversity: Unexpected High Achievement G. Research Focus: Shyness 434 436 438 440 442 447 H. Application: Assessment—Projective Tests Summary Test Critical Thinking Can Personality Explain Obesity? Links to Learning 450 452 454 Introduction Personality Ted Haggard founded New Life Church in the basement of his house 25 years ago and became a prominent author and national evangelical Christian leader with a congregation of 14,000 worshippers in the largest church in Colorado. He is married with five children and has boyish dimples and a warm smile. In 2006, at the peak of his career, a male prostitute accused Haggard of having a three-year sexual affair with him and of using drugs. is accusation was alarming not only because Haggard was a married pastor, but also because he publicly supported a constitutional amendment banning gay marriage. When the accusations were first broadcast on the news, Haggard confessed to church officials, saying, “Ninety-eight percent of what you know of me was the real me. Two percent of me would rise up, and I couldn’t overcome At the height of his career, it” (Haggard, 2006a). Then, in Ted Haggard, well-known pastor, a television news interview the confessed...
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...Contents Before you begin vii Topic 1: Communicate organisational mission and goals 1 1A Clarify objectives, values and standards 2 1B Establish linkages between organisational objectives, values, standards and responsibilities 10 1C Ensure appropriate media and language are used 12 1D State clear expectations and address them in a way that builds commitment 16 1E Investigate incidents promptly and communicate results 21 Summary26 Learning checkpoint 1: Communicate organisational mission and goals 27 Topic 2: Influence groups and individuals 31 2A Build others’ trust, confidence and respect 32 2B Embrace, resource and effectively implement improvements to workplace culture 43 2C Demonstrate understanding of the global environment and new technology 47 2D Ensure actions convey flexibility and adaptability to change and accessibility 51 2E Ensure collaborative and effective decision-making 57 2F Ensure the organisation is positively represented 62 Summary64 Learning checkpoint 2: Influence groups and individuals 65 Topic 3: Build and support teams 69 3A 3B 3C 3D 3E Assign accountabilities and responsibilities to teams 70 Ensure teams are resourced to allow them to achieve their objectives 75 Empower teams and individuals through effective delegation and support 78 Create and maintain a positive work environment 83 Encourage teams and individuals to develop innovative...
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...other motivational theories to behaviors that serve as important functions of professional nursing. a. Leadership theories i. Trait theories: 1. 2. Innate leadership skills: being born with a certain set of physical and emotional characteristics for inspiring others to reach a common goal ii. Style theories: 3. 4. How leaders behave in certain environments and situations. a. Democratic: you care about what others think b. Lasae faire: no structure; people can do what they want c. Authoritarian: you are in charge iii. Situational-contingency theories 5. 6. These theories consider the challenge of a situation and encourage an adaptive leadership style to complement the issue being faced. Assess, assess, assess 7. You are typically democratic; you assess the situation and change your style based on what the situation is. iv. Transformational theories 8. 9. Inspires, motivates, empowers, mentors, provides intellectual stimulation and promotes creativity b. Motivational Theories v. Hierarchy of needs 10. 11. Low level needs will always drive behavior before higher levels needs can be addressed. For example, pain level, nutrition, and energy level need to be considered before delivering patient education. vi. Two-factor...
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