...How Therapists Deal with Painful Memories of Post – Traumatic Stress Disorder Victims Abstract How Therapists Deal with Painful Memories of Post – Traumatic Stress Disorder Victims On March 3, 2006, Sergeant Blaire Smith was discharged from the Navy after spending eighteen months in Iraq. While Sergeant Smith was serving time in his deployed location, he was captured and a near death experienced occurred when he was threatened with beheading by his captors. Years later he began seeing flying horses and reported hearing voices from the television that were in a foreign dialogue. It was recommended he see a psychiatrist when family members realized that the foreign dialogue he heard came from the television when it was not turned on. The symptoms that Blaire had were similar to what many other veterans of wars experienced. The doctors treating Sgt. Blaire Smith were familiar with the different types of symptoms he was experiencing and they immediately diagnosed him with Post – Traumatic Stress Disorder (also known as PTSD). PTSD is a common anxiety disorder that develops after exposure to a terrifying event in which a deadly physical harm occurred (Pastorino & Doyle- Portillo, 2010, P. 585). History of PTSD After many years of dealing with the various symptoms of Post – Traumatic Stress Disorder clinicians and psychologist have worked together to develop treatments that help reduced the symptoms of PTSD. These symptoms include depression, anxiety, re-current...
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...Some Inherent Difficulties in thePerformance Appraisal Process and Proposed Solutions The performance management cycle begins with objective setting where the appraisee ought to be oriented about performance expectations for the given performance period. Throughout the period, performance is measured officially through the performance appraisal exercise, where the appraiser is given the chance to give performance feedback through an interview. The performance management system is meaningfully linked to rewards based on outcomes or results. Following all these, modifications are implemented to objectives and activities, including the drafting of an individual development plan for closing competency gaps (Clark, 1998). Types of Performance Appraisal Systems Traditionally, employee performance has been evaluated solely by supervisors. Recently, however, organizations have realized that supervisors see only certain aspects of an employee’s behavior. For instance, a manager might see only 30% of his staff’s behavior; the rest is observed by customers, peers, and support staff in other parts of the organization. Furthermore, the staff might behave differently around her supervisor than around other people. Consequently, to obtain an accurate view of the staff’s performance, these other sources should provide feedback. The buzzword for using multiple sources to appraise performance is 360-degree feedback (Gruner, 1997). Sources of relevant information include supervisors, peers...
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...French I 1. Some Basic Phrases 2. Pronunciation 3. Alphabet 4. Nouns, Articles and Demonstratives 5. Useful Words and General Vocabulary 6. Subject Pronouns 7. To Be and to Have 8. Question Words 9. Numbers / Ordinals 10. Days of the Week 11. Months of the Year 12. Seasons 13. Directions 14. Color and Shapes 15. Weather 16. Time 17. Family and Animals 18. To Know People and Facts 19. Formation of Plural Nouns 20. Possessive Adjectives 21. To Do or Make 22. Work and School 23. Prepositions and Contractions 24. Countries and Nationalities 25. Negative Sentences 26. To / In and From places 27. To Come and to Go 28. Conjugating Regular Verbs 29. Pronominal (Reflexive) Verbs 30. Irregularities in Regular Verbs 31. Past Indefinite Tense 32. Irregular Past Participles 33. Etre Verbs 34. Food and Meals 35. Fruits, Vegetables, Meats 36. To Take, Eat or Drink 37. Quantities 38. Commands 39. More Negatives 40. Holiday Phrases French National Anthem Canadian National Anthem French II 41. Imperfect Tense 42. Places 43. Transportation 44. To Want, to Be Able to, to Have to 45. House 46. Furniture 47. Comparative and Superlative 48. Irregular Forms 49. Clothing 50. To Wear 51. Future Tenses 52. Preceding and Plural Adjectives 53. Adjectives: Feminine 54. Adjectives: Plurals 55. More Adjectives 56. Rendre plus Adjective 57. C'est vs. Il est 58. Sports and Hobbies 59. Nature 60. To Live 61. Object Pronouns 62. Parts of the Body 63. Asking Questions 64. Interrogative Pronouns 65. Forms...
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...Kellogg Mathematical Methods for Management Decisions Page 1 of 37 DECS – 433 Excel Functions and Tools DECS - 433 requires knowledge of various Excel functions and tools. This document attempts to explain and summarize your basic responsibilities in this regard. The information is presented in the following general categories: • Basic Excel Functions SUM PRODUCT SUMPRODUCT • MAX MIN Excel Functions Commonly used in Simulation RAND RANDBETWEEN IF IF(RAND( ) … ) IF( … IF( … )) IF(AND … ) IF(OR … ) COUNTIF SUMIF LOOKUP LOOKUP(RAND( ) … ) • Excel Functions Commonly used in Sampling AVERAGE VARP VAR STDEVP STDEV COVAR CORREL • Excel Functions Relating to Binomial Distributions FACT COMBIN BINOMDIST CRITBINOM CRITBINOM(… RAND( )) • Excel Functions Relating to Normal Distributions and T-Distributions NORMDIST NORMSDIST NORMINV NORMSINV NORMINV(RAND( ) … ) TDIST TINV • Useful Excel Tools Solver Data Tables Page 2 of 37 Basic Excel Functions • SUM( … ) The SUM function adds up a range of cells or specific numbers. One specifies the range or specific numbers within the parentheses. Example: 1 2 3 4 5 6 7 A 3 -8 15 6 12 28 B C Here we are adding specific numbers instead of referencing a range of cells. The formula underlying cell C7 is: = SUM(2, 4, 6) 12 Here we are adding cells A1 through A5. The formula underlying cell A7 is: =SUM(A1:A5) • PRODUCT( … ) The PRODUCT function multiplies ranges of cells or specific numbers. One specifies...
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...Python for Informatics Exploring Information Version 0.0.8-d2 Charles Severance Copyright © 2009-2013 Charles Severance. Printing history: October 2013: Major revision to Chapters 13 and 14 to switch to JSON and use OAuth. Added new chapter on Visualization. September 2013: Published book on Amazon CreateSpace January 2010: Published book using the University of Michigan Espresso Book machine. December 2009: Major revision to chapters 2-10 from Think Python: How to Think Like a Computer Scientist and writing chapters 1 and 11-15 to produce Python for Informatics: Exploring Information June 2008: Major revision, changed title to Think Python: How to Think Like a Computer Scientist. August 2007: Major revision, changed title to How to Think Like a (Python) Programmer. April 2002: First edition of How to Think Like a Computer Scientist. This work is licensed under a Creative Common Attribution-NonCommercial-ShareAlike 3.0 Unported License. This license is available at creativecommons.org/licenses/ by-nc-sa/3.0/. You can see what the author considers commercial and non-commercial uses of this material as well as license exemptions in the Appendix titled Copyright Detail. A The LTEX source for the Think Python: How to Think Like a Computer Scientist version of this book is available from http://www.thinkpython.com. Preface Python for Informatics: Remixing an Open Book It is quite natural for academics who are continuously told to “publish or perish” ...
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...Abstract This paper studies the effect of managerial ownership on performance and the determinants of managerial ownership for small and medium-sized private companies. We use a panel of around 1300 firms in the German business-related service sector for the years 1997-2000. Managerial ownership up to around 80 per cent has a positive impact on firm performance (incentive effect); for higher shares the effect becomes negative (entrenchment effect). Moreover, risk-aversion of managers and signalling of f rm quality leads to a non- linear i relationship between managerial ownership and the risk exposure of a firm. The determinants of performance and ownership are estimated simultaneously. JEL Classification: G32; C23 Keywords: corporate governance, managerial ownership, firm performance, small and medium-sized enterprises. This paper was produced as part of the Centre’s Labour Markets Programme Acknowledgements We thank Bernd Fitzenberger, Steve Nickell and Marcia Schafgans for helpful discussions and Irene Bertschek, Dirk Czarnitzki, Ulrich Kaiser and Joachim Winter for useful comments. All remaining errors are our own. Elisabeth Mueller is a member of the Centre for Economic Performance, London School of Economics. Contact: E.Mueller@lse.ac.uk. Alexandra Spitz is a member of the Centre for European Economic Research (ZEW), Research Group Information and Communication Technologies, PO Box 103443, 68034 Mannheim, Germany. Contact: spitz@zew.de Published by Centre for Economic...
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...A Summer Training Report On CREDIT APPRAISAL & CREDIT RISK RATING At Punjab National Bank Submitted in partial fulfillment of the requirements of Master of Business Administration (MBA) Amity University, Gurgaon (Manesar) Under the Guidance of: Submitted By: Name: Mr. A.K. Rastogi Mohit Batra Senior Manager MBA: 3rd Semester A50050213025 Amity Business School Amity University Gurgaon SESSION 2014 – 2015 Preface While searching for a suitable topic for the MBA Dissertation, I Had gone through the various projects & books, ultimately settling On the topic credit appraisal and credit risk rating –A Study With Reference To Punjab national bank The topic inspired me, to go through the various books, articles, Reports etc. to know the process and also understand the real Issues plaguing the industry. All these aspects then resulted in the development of the project Report titled ‘credit appraisal and credit risk rating –A Study with Reference To Punjab national bank.’ It is strongly hoped that this project covers not only the various Requirements of the Project Study but also of the Industry . Acknowledgement I would like to express my profound gratitude to all those who have been instrumental in the preparation of my project report. To start with, I would like to thank the organization Punjab...
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...Academy of Management Journal 2013, Vol. 56, No. 5, 1465–1486. http://dx.doi.org/10.5465/amj.2011.0180 WHEN POWER MAKES OTHERS SPEECHLESS: THE NEGATIVE IMPACT OF LEADER POWER ON TEAM PERFORMANCE LEIGH PLUNKETT TOST University of Michigan FRANCESCA GINO Harvard University RICHARD P. LARRICK Duke University We examine the impact of the subjective experience of power on leadership dynamics and team performance and find that the psychological effect of power on formal leaders spills over to affect team performance. We argue that a formal leader’s experience of heightened power produces verbal dominance, which reduces team communication and consequently diminishes performance. Importantly, because these dynamics rely on the acquiescence of other team members to the leader’s dominant behavior, the effects only emerge when the leader holds a formal leadership position. Three studies offer consistent support for this argument. The implications for theory and practice are discussed. Organizations make extensive use of teams when structuring and allocating work projects. Given the increasing prevalence of teams in modern organizations and the complexities involved in group dynamics, questions about how to ensure high levels of collective learning and effective decision making, along with other key determinants of team performance, have captured extensive attention from researchers and practitioners alike (Martin & Bal, 2006). One important area of inquiry into team effectiveness...
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...SUMMER TRAINING REPORT SUBMITTED TOWARDS THE PARTIAL FULFILLMENT OF POST GRADUATE DEGREE IN INTERNATIONAL BUSINESS CREDIT APPRAISAL AND RISK RATING IN PUNJAB NATIONAL BANK SUBMITTED BY: KRITIKA ARORA MBA-IB (2009-20011) Roll No. : A1802009075 INDUSTRY GUIDE FACULTY GUIDE Mr. ARUN KUMAR NIJHAWAN Mr.AJIT MITTAL SENIOR MANAGER SENIOR FACULTY AMITY INTERNATIONAL BUSINESS SCHOOL, NOIDA AMITY UNIVERSITY – UTTAR PRADESH [pic][pic] CREDIT SECTION, CIRCLE OFFICE: DELHI, 4th FLOOR, RAJENDRA BHAWAN, RAJENDRA PLACE, NEW DELHI TELE; 25744450 Fax: 25731252 ------------------------------------------------------------------------------------------------------------------------------------------------------------ TO WHOM IT MAY CONCERN This is to certify that KRITIKA ARORA, a student of Amity International Business School, Noida, undertook a project on “CREDIT APPRAISAL AND RISK MANAGEMENT” at PUNJAB NATIONAL BANK from 1st May to 30th June. Ms.KRITIKA ARORA has successfully completed the project under the guidance of Mr.ARUN KUMAR NIJHAWAN. She is a sincere and hard-working student with pleasant manners. We wish all success in her future endeavors. Mr. ARUN KUMAR NIJHAWAN Senior Manager Circle Office Delhi Punjab National Bank CERTIFICATE OF ORIGIN This is to certify...
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...Der Fluß der Abenteuer 2 Vier kranke Kinder „Armer Polly!“ ertönte es klagend vor der Schlafzimmertür. „Armer Polly! Putz dir die Nase.“ Dann hörte man einen trockenen Husten, und darauf war es eine Weile still, als warte jemand auf Antwort. Jack richtete sich auf und sah zu dem anderen Bett hinüber. „Philipp, darf ich Kiki reinlassen? Seine Stimme klingt so traurig.“ „Wenn er nicht zu viel Krach macht, kann er meinetwegen reinkommen. Jetzt tut mir der Kopf nicht mehr so furchtbar weh.“ Jack stieg aus dem Bett und stakste etwas unsicher zur Tür. Die Kinder hatten Grippe gehabt und fühlten sich noch sehr schwach. Philipp war besonders schwer krank gewesen. Er hatte den lebhaften Papagei Kiki nicht im Zimmer ertragen können. So tierlieb er auch war, hätte er ihm am liebsten Pantoffeln, Bücher oder was sonst noch greifbar war an den Kopf geworfen. Jetzt watschelte Kiki mit gesenktem Kopf ins Zimmer. „Komm rein, mein armer Kerl“, sagte Jack mitleidig, und sofort flog ihm der Papagei auf die Schulter. „Du verstehst es natürlich nicht, warum wir dich rausgeschmissen haben. Aber wenn einem fast der Kopf zerspringt, ist Lärm nicht gerade angenehm. Philipp ist fast verrückt geworden, als du neulich den spuckenden Motor nachmachtest.“ 3 „Hör bloß auf!“ Philipp schauderte in Erinnerung an den entsetzlichen Lärm. „Ich glaube, ich werde nie mehr über Kiki lachen können.“ Er hustete und zog sein Taschentuch unter dem Kopfkissen hervor. Kiki hustete ebenfalls...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2011 NON-EQUITY MODES OF INTERNATIONAL PRODUCTION AND DEVELOPMENT U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2011 NON-EQUITY MODES OF INTERNATIONAL PRODUCTION AND DEVELOPMENT New York and Geneva, 2011 ii World Investment Report 2011: Non-Equity Modes of International Production and Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on three and a half decades of experience and international expertise in research and policy analysis, intergovernmental consensus-building, and provides technical assistance to developing countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage...
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