...analysis. Very descriptive. | Some identification of the different issues but limited evaluation or analysis. Discussion mainly descriptive. | Reasonable identification of the different issues. Descriptive in style but with some evaluation & analysis. Discusses the theories/models and concepts. | Identification of a range of issues with a good level evaluation & analysis. Some criticality present. Good attempt to discuss theories/models and concepts. | Identification of a good range of issues and with a high level of evaluation and analysis. Good level of criticality present. Theories/models and concepts are effectively discussed. | Appropriate coverage of theories/models and concepts with the three research strands (30%) | No or minimal relevant theory / models and concepts used. Lacking in breadth and/or depth. | Limited coverage of relevant theory / models and concepts. Lacking in breadth and/or depth in most areas. | Reasonable coverage of relevant theory / models and concepts. Lacking in breadth and/or depth in most areas. | Good coverage of relevant theory / models and concepts. Reasonable balance of breadth and depth achieved. | Very good coverage of relevant theory / models and concepts. Good balance of breadth and depth achieved overall. | Range and quality of sources utilised to support the discussion(15%) | None or very limited sources used. | Limited sources used. | Reasonable range of sources used. | Good range of sources used. ...
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...This paper attempts to give an overview of the article Strategic Alliances in Action: Toward a Theory of Evolution. Wohlstetter, Smith, and Malloy theorized that the theory of evolution suggests a foundational model of strategic alliance evolution is warranted from past concepts and research. It was identified that some research gap exists with theories on the evolutionary process of strategic alliances. First, this summary will discuss Wohlstetter, Smith, and Malloy’s review of literature on strategic alliances as a springboard in discussing what themes emerged. Secondly, a discussion of why and how an intentional study was conducted towards determining a foundational model of strategic alliance evolution. Finally, conclusions will be drawn with implications for a strengthened solidarity between social workers and the community in which we serve. Strategic alliances are increasingly becoming popular day by day. Despite the many different reasons of why such alliances occur a central theme have been recognized and noted. Within the corporate sector and public arena the literature review and the study conducted revealed the basic definition of strategic alliance as a problem solving tool that address organizational problems and issues that cannot be solved by itself. This presents an avenue for other organizations to share resources as well as joint decision making towards resolving these problems and issues. It is most commonly utilized amongst “nonprofits, for profit and public...
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...改變其實並不可怕，甚至是不自覺的，改變代表成長、生機、新奇、機會、進步與學習的結果。只不過當改變的幅度過大、速度太快、人們對改變的結果缺乏信心 時，便會覺得改變是可怕的，而這正是變革。也就是說，變革是幅度大、速度快、關係人信心不足的大規模改變；變革也可以說是令人聞之色變、不以為然、不自覺 想要逃避、想要抗拒的改變。因而，無論是就個人、團體、部門、組織、產業或社會層次來看，變革與改變最簡單的分野，簡單地說就是阻力的大小，阻力小就是習 稱的改變，阻力大便是變革。 變革固然是變動幅度大，因而會引起大量抗拒的改變，但是，時間可以緩和變革帶給關係人的衝擊。譬如，變革可以分段實施，漸次進行，以便爭取關係人的認同，降低不確定性與抗拒力。因此，變革可依過程再區分為轉折（breakpoint or turnaround）與轉型（transformation or reorientation）兩類。轉折是狹義的變革，完全符合幅度大、速度快、抗拒大的變革特徵，轉型則是以較和緩的速度與手段推動變革構想。 無論是轉折或轉型，變革都不是常態，也不應該是常態。就企業經營演進而言，企業變革是組織與環境關係的調整，此時組織專注於效果(順利與環境連結)，忽略成本與效率，因此獲利並不豐厚；反之，組織變革成功後緊接的承平時期，才是企業獲利的高峰，此時企業透過成功公式的複製(如各種連鎖組織的廣設分店、製造業擴增原有產品線產能)以及營運架構的微調(finetuning)，來享受前期組織變革的成果。因此，對成功的企業而言，組織變革當然不會經常發生。學者甚至認為，時機不當的組織變革不但對組織沒有好處，甚至有害。 然而，由於社會與科技環境會不斷演變，再加上企業體也會逐漸成長，因此，長期成功的企業也需要變革，這就是企業成長的間斷均衡理論(punctuated equilibrium model)。 譬如，產品結構的轉型、事業組合的改變，以至於管理邏輯的改造更新。因此，我們看到正新橡膠每十年便完成一次產品結構的轉型、南亞塑膠的電子事業部卓然有 成、台塑籌劃大陸漳州後石電廠，近年來各大企業勵行人事精簡、組織扁平化等等。當然，這樣的變革最好能夠以企業轉型的方式來進行。 轉型變革既然比轉折變革需要時間，那麼企業轉型的起動時點便要提前，這樣的變革可謂為先應式(proactive)組織變革；反之，如果企業與環境的互利共生關係已經明顯失衡，原先長期構築的營運架構已然失效，經營似乎出現危機，變革迫在眉睫時，則可稱之為後應式(reacive)組 織變革。不過，無論是先應式或後應式變革，都可能以轉型的方式進行，也都可以轉折的方式進行。譬如，正新橡膠的產品轉型與生產佈局轉型、中油公司目前正推...
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...CARLESON POTENTIALS AND THE REPRODUCING KERNEL THESIS FOR EMBEDDING THEOREMS STEFANIE PETERMICHL 1 , SERGEI TREIL 2 , AND BRETT D. WICK 3 Abstract. In this note we present a new proof of the Carleson Embedding Theorem on the unit disc and unit ball in C n The only technical tool used in the proof of this fact is Green’s formula. The . starting point is that every Carleson measure gives rise to a bounded sub-harmonic function. Using this function we construct a new related Carleson measure that allows for a simple embedding. In the case of the disc D this gives the best known constant, with the previous best given by N. Nikolskii. 0. Introduction The famous Carleson Embedding Theorem for the unit disc states, in particular, that the embedding of the Hardy space H2 into a space L 2 (µ) can be checked on reproducing kernels of the Hardy space. Namely, it can be stated as follows: Theorem 0.1 (Carleson Embedding Theorem). Let µ be a non-negative measure in D. Then the following are equivalent: (i) The Hardy space H2 (D) is embedded in L 2 (µ), i.e. Z D |f(z)| 2 dµ(z) ≤ A 2 kfk 2 H2 (D) ∀f ∈ H2 (D). (ii) C(µ) 2 := sup z∈D kkzk 2 L2 (µ) = sup z∈D kPzkL1 (µ) < ∞, where kz(ξ) = (1−|z| 2 ( 1/2 1−ξz , is the normalized reproducing kernel for the Hardy space H2 (D). (iii) I(µ) := sup 1 r µ(D ∩ Q(ξ,...
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...of family structure can be a cause to a child’s delinquency. One of the biggest causes of delinquency is the lack of stable family structure. For instance, a child could be hurt, if not receiving passionate love and care from their parents. Those not receiving love from their parents or their guardian as a child will probably act out for attention or start creating bad behavioral habits. I know every family is not a perfect and not every child is fortunate to have their parents in their lives. In this paper there are four objectives that I will talk about the lack of stable family structure can be a cause to a child’s delinquency. First objective, will talk about the single parents homes. Second objective, will handle about the role models and how they can have a major effect on child’s life. Third objective, will inform about the family conflicts in the homes. The last objective will touch on the lack of parenting skills. The first objective is the single parent homes in the lack of family structure. In single parent homes children tend to have less disciplinary or behavior problems. While there is a single parent at home there is not enough authority to give the child discipline. The child won’t feel or give that much respect to that single parent as they would in a double parent home. The lack of supervision of their child can also cause a problem for single parent homes. The single parents being busy at work on a double shift at their job are barely at home. Not being...
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...Kurt Lewin three step change theory model – unfreeze, change, freeze JANUARY 21, 2010 BY MIKE MORRISON20 COMMENTS Kurt Lewin three step model change theory Introduction The Kurt Lewin change theory model is based around a 3-step process (Unfreeze-Change-Freeze) that provides a high-level approach to change. It gives a manager or other change agent a framework to implement a change effort, which is always very sensitive and must be made as seamless as possible. The Kurt Lewin model can help a leader do the following three steps: * Make a radical change * Minimize the disruption of the structure’s operations * Make sure that the change is adopted permanently Summary of Kurt Lewin’s Change theory This three step model gives a manager or change agent an idea of what implementing change means when dealing with people. The 3 phases of the Kurt Lewin model provide guidance on how to go about getting people to change: a manager will implement new processes and re-assign tasks, but change will only be effective if the people involved embrace it and help putting it into practice it. Lewin change model – Unfreeze – “ready to change” When a structure has been in place for a while, habits and routine have naturally settled in. The organization as a whole is going in the right direction, but – as shown on the illustration – people or processes may have strayed off course. For example, tasks that are not relevant or useful anymore are still being performed by force of habit...
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...Porter’s Diamond Theory The diamond model is an economical model developed by Michael Porter in his book The Competitive Advantage of Nations, where he published his theory of why particular industries become competitive in particular locations. Porter believes that the following factors can decide a country’s competitiveness:- * Factor conditions are human resources, physical resources, knowledge resources, capital resources and infrastructure. Specialized resources are often specific for an industry and important for its competitiveness. Specific resources can be created to compensate for factor disadvantages. * Demand conditions in the home market can help companies create a competitive advantage, when sophisticated home market buyers pressure firms to innovate faster and to create more advanced products than those of competitors. * Related and supporting industries can produce inputs that are important for innovation and internationalization. These industries provide cost-effective inputs, but they also participate in the upgrading process, thus stimulating other companies in the chain to innovate. * Firm strategy, structure and rivalry constitute the fourth determinant of competitiveness. The way in which companies are created, set goals and are managed is important for success. But the presence of intense rivalry in the home base is also important; it creates pressure to innovate in order to upgrade competitiveness. Apart from the above mentioned four...
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...the issue. Analysis; the separation of an intellectual of material whole into its constituent parts for individual study. Basically, outlining the problem in sequential steps to solve a problem for example: 1. Define the problem (what is the problem?) 2. Analyze the problem (why is the problem occurring?) 3. Develop a plan (what are we going to do?) 4. Implement the plan (Carry out the intervention.) 5. Evaluate (Did our plan work?) Structure chart: are used in structured programming to arrange program modules into a tree. Each module is represented by a box, which contains the module’s name. The tree structure visualizes the relationships between modules. IPO chart: the Input-Storage-Output Model also known as the IPO+S Model is a functional model and conceptual schema of a general system. An IPO chart/table identifies a program’s inputs, its outputs, and the processing steps required to transform the inputs into the outputs. Coupling diagram: shows which variables are passed from one module to another. Data dictionary: shows which modules use each variable and the scope of each variable (i.e. whether the variable is local or global). Which 2 design tools would you adopt to develop the design to handle the two requirements and why? I would use the Coupling diagram and Data dictionary, only...
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...BUILDING PARTNERSHIPS HP1501 Abstract Building partnerships is a primary need in any business venture. Regardless of whether you are trying to engage in new business or you are working with someone your company has done business with for years, a partnership is a must. There are steps to developing a partnership, especially a new one. Like any good relationship you must know your partner. This knowledge leads to trust and cam make a partnership, professional or otherwise, stronger. BUILDING PARTNERSHIPS Expectations are that you know as much as possible before you even approach a busy executive for a meeting (Pershing, 2006). Knowing this is the basis for building this particular relationship you have to gather as much information about the organization as possible. There are numerous forms of information that can be obtained without disrupting the organization. Documents. Large organizations are required to publish information that can be useful in our endeavors including, annual reports and10-K and Form 990 reviews. Annual reports can give you an idea of the organizations financial status. 10-K or Form 990 reviews are published yearly, 10-K for publicly traded companies and Form 990 reviews for non-profits. They can give you detailed information to include lawsuits, business plans, information about patents and technologies, and information about products and services (Pershing, 2006). Means to obtain these documents can be the business librarian...
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...matematika ilmu yang 'sulit'? Secara umum, semakin kompleks suatu fenomena, semakin kompleks pula alat (dalam hal ini jenis matematika) yang melalui berbagai perumusan (model matematikanya) diharapkan mampu untuk mendapatkan atau sekedar mendekati solusi eksak seakurat-akuratnya.Jadi tingkat kesulitan suatu jenis atau cabang matematika bukan disebabkan oleh jenis atau cabang matematika itu sendiri, tetapi disebabkan oleh sulit dan kompleksnya fenomena yang solusinya diusahakan dicari atau didekati oleh perumusan (model matematikanya) dengan menggunakan jenis atau cabang matematika tersebut. Sebaliknya berbagai fenomena fisik yg mudah di amati, misalnya jumlah penduduk di seluruh Indonesia, tak memerlukan jenis atau cabang matematika yang canggih. Kemampuan aritmatika sudah cukup untuk mencari solusi (jumlah penduduk) dengan keakuratan yang cukup tinggi.Dalam matematika sering digunakan simbol-simbol yang umum dikenal oleh matematikawan. Sering kali pengertian simbol ini tidak dijelaskan, karena dianggap maknanya telah diketahui. Hal ini kadang menyulitkan bagi mereka yang awam. Daftar berikut ini berisi banyak simbol beserta artinya. Matematika sebagai bahasa Di manakah letak semua konsep-konsep matematika, misalnya letak bilangan 1? Banyak para pakar matematika, misalnya para pakar Teori Model (lihat model matematika) yg juga mendalami filosofi di balik konsep-konsep matematika bersepakat bahwa semua konsep-konsep matematika secara universal terdapat di dalam pikiran setiap...
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...To set up a security and information sharing model for the company, it will be much better to utilize a manager security structure through Active Directory than through Workgroups. The reason for this is that there are many different departments within the company. Some information should only be available to specific users within various departments (such as managers). Other information should be available to all employees (employee handbooks, calendars, etc) and still other information should be accessible to only certain groups of people in specific departments (accounting, payroll, etc.) By instituting a managed security structure, it will be much easier to manage the access to resources and the addition or removal of users and/or access to these resources as the company grows and changes. The file/print/application architecture will be a client/server architecture so that the management of access to information and resources is in the hands of the network administrator as opposed to the individual users. This is an obvious security measure in any company dealing with sensitive information which should not be shared with all employees. Also this will create a centralized management system for the access to information and resources, making it easier to institute changes across the board. It would be very beneficial to create security group memberships in Active Directory, for the centralized and timely management of security. Simple changes to the security groups...
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...series<- ts(log.prices, start=c(1960,1), freq=12) par(mfrow=c(2,1)); plot(series,main="Arabica coffee price movement") plot(log.ret,type="l",main="Price returns") # normality test library(tseries) jarque.bera.test(log.ret) # stationarity test adf.test(log.ret) # Testing for the presence of ARCH effects Box.test(log.ret,lag=10,type="Ljung") # testing for ARCH effects up to lag 4 ArchTest(log.ret, lags=4) #plotting the ACF and PACF plots par(mfrow=c(2,1)) acf(log.ret);pacf(log.ret) #determination of the models library(rugarch) ret.model<-log.ret[1:635] spec1= ugarchspec(variance.model = list(model = 'eGARCH',garchOrder = c(1,1)), distribution = 'ged') egarch.fit <- ugarchfit(data=c(log.ret), spec = spec1) #fitting EGARCH model egarch.fit coef(egarch.fit) spec <- ugarchspec( variance.model = list(model = "fGARCH", submodel = "GARCH", garchOrder = c(1,2))) garch.fit <- ugarchfit(data=log.ret, spec = spec) #fitting GARCH model garch.fit coef(garch.fit) #forecasting with GARCH and EGARCH e.fit = ugarchfit(data = ret.model, spec = spec1, out.sample = 10) #10 step ahead forecast for EGARCH e.forc= ugarchforecast(e.fit, n.ahead=10,n.roll=10) e.forc g.fit = ugarchfit(data = ret.model, spec = spec, out.sample = 10) #10 step ahead forecast for garch g.forc = ugarchforecast(g.fit, n.ahead=10,n.roll=10) g.forc #evaluation of the forecasts d<-log.ret[636:645] v<-var(d) s<-read.csv("C:/Users/chrisson/Desktop/forecasts.csv"...
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...difference between a theory and a model? I suppose this question is asking is the difference between a leadership theory and a leadership model. A leadership theory is an explanation of some aspect of leadership; explanation of the variables and leadership styles to be used in a given contingency situation. A leadership model is a short summary of the theory to be used when selecting the appropriate leadership style for a given situation. What contingency leadership variables are common to all of the theories? For Followers, capability and motivation, for leaders, personality traits, behavior and experience, for situation, task structure, and environment. I have no idea what this means but the chart in the book stated that exhibit 4.1 was the framework for contingency leadership variables. How does the global economy relate to contingency leadership? Contingency leadership style is based on the leader, follower and the situation. Taking someone from a country such as the United States, have him/her try to lead in China the way they would in the United States, could be disastrous. In Contingency leadership it is best to match the leader to the follower or situation. What are the two contingency leadership theory leadership styles? Task and Relationship are the two leadership styles under the contingency leadership theory. Task relates to the job and relationship relates to the employee. Do the three situational favorableness factors of the contingency leadership model fit in only...
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...Leadership Models Essay Abstract It is not possible to reflect every aspect of each theory, due to the complexities of the models and the wide-ranging opinions of scholars that have studied each concept over many years. However, the purpose of this paper is to discuss four leadership models that are not only interesting but will support growth to those aspiring to become scholars, practitioners and leaders in a particular field of study. These theories were selected to provide information and to offer a review of the characteristics and main points of significance of each theory. The following models will be examined: Transformational leadership, Transactional leadership, Situational leadership and Charismatic leadership. It is important to look at each model separately to understand and define the uniqueness of each of the theories. In addition, to providing definitions for each model, a brief summary will state general similarities. The summation will also indicate that each of the leadership theories is unique with a particular purpose and outcome. Leadership Models Essay Many leadership models have accumulated for as long as there have been leaders. To determine the characteristic associated with leadership styles and the relationship to the zeitgeist some theorists have defined leadership into attribute approaches and periods. “The scientific study of leadership can be roughly divided into three periods: the trait period from around...
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...Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals. (Robbins and Judge 2005). Leaders have the task of planning, organizing, solving problems, motivating, supporting, delegating, rewarding, networking and rewarding their employees or group members, among numerous other tasks. Consequently it can be said that the performance and effectiveness of an organization is directly related and depends upon the leadership that it has. With reference to Fiedler’s Contingency Model/ Theory, Hersey and Blanchard Situational Leadership Theory, Path-Goal theory and Participative Leadership Model, the validity of this statement shall be proven. The very first complete contingency model for leadership was developed by Fred Fiedler. The Fiedler contingency model proposes that successful group performance depends on the proper coherence between the leader’s style and the extent to which the situation gives the leader control. (Robbins and Judge 2005) In Fielder’s contingency model, first the leadership style of the individual needs to be identified through a special questionnaire referred to as the “least preferred co-worker questionnaire”. This evaluates whether the person is relationship oriented or task oriented. The next step is matching the leader to the situation using leader-member relations, task structure or position power variables. Finally we evaluate. Fiedler concluded that task-oriented leaders perform better in situations...
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