...THE PURSUIT OF MEDICINE “The art of healing comes from nature, not from the physician. Therefore the physician must start from nature, with an open mind….” - Paracelsus By Dan Hong FCIQ Collins W04 Assignment due Tuesday 4/26/2016 The Pursuit of Medicine: Table of Contents Introduction to myself……………………………………………………..3 Career Profile………………………………………………………………..4 Anthropology ………………………………………………………………..7 Sociology………………………………………………………………………..13 Psychology…………………………………………………………………….16 Political Science…………………………………………………………….20 Economics……………………………………………………………………….26 History……………………………………………………………………………32 Philosophy………………………………………………………………………38 Conclusion………………………………………………………………………..43 Bibliography/works cited…………………………………………………..45 The Start of a Journey: Introduction of myself If there’s a will, there’s a way. And if there is a way, Dan Hong has the will. Ever since I was born, I was curious about the world. I always said yes to trying new foods, taking mental and physical risks, and learning new skills when possible. I was born and raised in Queens, New York where I hustled on the daily; interacted with people of all kinds and developed a New Yorker mentality of “time is money” and acquired a taste for Italian, Korean, and Indian food. Then, I moved to the Great Neck bubble where I felt as if my development was being stagnated because of the lack of diversity and opportunities. But that didn’t stop me—I traveled to new locations such as California...
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...Analysts produce the reports, recommendations and price targets that professional investors utilize to inform their buy and sell decisions, which means that understanding analysts’ work can provide crucial insights on the determinants of value in the capital markets. Yet our knowledge of analysts is limited by insufficient attention to Knightian uncertainty. Analysts estimate the value of stocks by calculating their net present value or by folding the future back into the present. In so doing, they are faced with the fundamental challenge identified by Frank Knight, that is, with the difficulty of making decisions that entail a future that is unknown. These decisions, as Knight wrote, are characterized by ‘neither entire ignorance nor complete . . . information, but partial knowledge’ of the world (Knight, [1921] 1971: 199). The finance literature has not examined the Knightian challenge faced by analysts. Indeed, existing treatments circumvent the problem by adopting one of two extreme positions. In the first, put forward by orthodox economists, it is assumed that Knightian uncertainty is non-existent and that calculative decision-making is straightforward. Analysts are presented as mere calculators in a probabilistic world of risk (Cowles, 1933; Lin and McNichols, 1998; Lim, 2001). In the second, put forward by neo-institutional sociologists and behavioural finance scholars, analysts face too much uncertainty to engage in individual calculation. Analysts confront this uncertainty by resorting...
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...is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to easily apply this field, meantime theorists call for more comprehensive understanding of OL. This article focuses on contemporary trends in OL research. It argues and unveils that current OL investigation has made a shift towards holistic and integrative approach in which individual has more powers to make a decision. Article illustrates such contemporary shift of mind by (a) summarizing most important literature in the field (b) providing examples of latest research in OL area. For a smoother analysis, author builds and applies working framework of dichotomies between concepts (dialectical approach). Keywords: organizational learning, contemporary trends, holism. JEL Classification: D800, D830 1. Introduction During the last 50-60 years Organizational Learning (OL) has undoubtedly established itself as a discipline – a number of concepts have been constructed and applied theoretically, numerous schools with distinct models have emerged. However, a question may be posed – to what extent OL may be viewed a fruitful discipline in the eyes of the very organizations? Here one should jump into assessment, in other words, normative approach. One should admit that in current...
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...Organization Development: An Instructor’s Guide for Effective Teaching by Joan V. Gallos Purpose of this Instructor’s Guide The purpose of this instructor’s guide is to support and energize individuals who use Organization Development: A Reader in their teaching – instructors who teach courses on organizational change, OD, the history of the field, leading change, consulting skills, and organizational effectiveness and health in undergraduate and graduate programs in management, the professions, and the administrative sciences, as well as those involved in professional development and corporate education activities. More specifically, this guide provides opportunities for both new and seasoned educators to learn more about (1) the possibilities in teaching about organizational change and development; (2) ways to design courses or successful learning modules for diverse student audiences using Organization Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels...
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...MICHIGAN. SEVERAL YEARS LATER, TTHE SECOND CONFERENCE WAS HELD IN 1996 AT MESSIAH COLLEGE, IN GRANTHAM, PENNSYLVANIA. THE 1999 CHRISTIAN ENGINEERING EDUCATION CONFERENCE BROUGHT TOGETHER A DIVERSE GROUP OF DEDICATED CHRISTIAN ENGINEERS. IT WAS A DISTINCT PLEASURE TO HEAR THE WONDERFUL WAYS GOD IS WORKING IN THE VARIOUS PROGRAMS AND SCHOOLS REPRESENTED AT OUR MEETING. THE JUNGLE AVIATION AND RADIO SERVICE (JAARS) FACILITY OF WYCLIFFE WAS A FANTASTIC LOCATION FOR OUR CONFERENCE, AND WE ARE VERY THANKFUL TO OUR GRACIOUS HOSTS. A SPECIAL THANKS GOES TO CAROL WEAVER, THE JAARS CONFERENCE COORDINATOR. The goal of these conferences is to glorify God, to foster community among Christian engineering educators, and to encourage and challenge each other in our work of kingdom building. Abraham Kuyper, one of the great thinkers within the Reformed tradition of Christianity, has said that there is not one square centimeter of the creation that is not claimed by Christ. As Christian engineering educators of whatever tradition, we seek to stake that claim in our discipline, exploring how our faith impacts our teaching, our profession, and the technological products we design. In this proceedings you will find seven papers that span several areas of interest: philosophical questions as well as practical matters, changing ABET requirements, and mission statements, to name a few. We hope you find these papers encouraging and enlighteningchallenging. May God be glorified...
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...PRINCIPLES OF MANAGEMENT Table of Contents Ch# Title Page 1 Historical overview of Management ……………………………………………………… 1 2 Management and Managers ………………………………………………………………. 5 3 Managerial Roles in Organizations ……………………………………………………….. 7 4 Managerial Functions i.e. POLCA ………………………………………………………... 9 5 Managerial Levels and Skills ……………………………………………………………… 11 6 Management Ideas: Yesterday and Today ………………………………………………... 14 7 Classical View of Management (Scientific and Bureaucratic)……………………………… 16 8 Administrative View of Management ……………………………………………………. 19 9 Behavioral Theories of Management 20 10 Quantitative, Contemporary and Emerging Views of Management 23 11 System’s View of Management and Organization 25 12 Analyzing Organizational Environment and Understanding Organizational Culture …….. 29 13 21st Century Management Trends………………………………………………………… 32 14 Understanding Global Environment: WTO and SAARC ………………………………… 36 15 Decision Making and Decision Taking …………………………………………………… 39 16 Rational Decision Making ………………………………………………………………... 41 17 Nature and Types of Managerial Decisions ……………………………………………… 43 18 Non Rational Decision Making ………………………………………………………….. 45 19 Group Decision Making and Creativity ………………………………………………….. 47 20 Planning and Decision Aids-I …………………………………………………………… 50 21 Planning and Decision Aids-II …………………………………………………………… 53 22 Planning: Functions & Benefits ………………………………………………………….. 56 23 Planning Process and Goals Levels ………………………………………………………...
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...Unit 1 Discussion Board Applying Learning Theories EDU622-1304C-02 Regina Dzwonar Most records acknowledged formal education as existing as least as far back as ancient Greece. The big three names universally known are Socrates, Plato and Aristotle. Education at this time was concerned mainly with reason, logic and philosophy. Socrates, Plato and Aristotle differed in preferences of extremes. Socrates is infamous for pushing limits while Aristotle preached balance. Many historians consider Plato the most sophisticated of the three; Socrates taught on the streets of Athens. Sources, such as the American Psychological Association, credit Plato, with founding the first formal institution of education, “After returning to Athens, Plato set up his own school, which was called the Academy. Philosophy and other subjects were taught there, and the Academy continued to produce scholars for many centuries after Plato died.” (Downey, 2006, para. 6). Aristotle, according to legend, was the teacher of Alexander the Great. The most notable theory from this time the Socratic Method, which consists of posing probing questions to students rather than espousing a hierarchy of knowledge. Brief History of its Founding Modern theories such as behaviorism, founded in the early twentieth century, are associated with theorists including Watson, Skinner, Pavlov and Thorndike. Watson known as the father of behaviorism proposed an alternative to the views of Wilhelm Wundt the founder of...
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...Systems Thinking: Managing Chaos and Complexity This Page Intentionally Left Blank Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture SECOND EDITION Jamshid Gharajedaghi AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA 525 B Street, Suite 1900, San Diego, California 92101-4495, USA 84 Theobald's Road, London WC1X 8RR, UK This book is printed on acid-free paper. Copyright © 2006, Elsevier Inc. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, E-mail: permissions@elsevier.com. You may also complete your request on-line via the Elsevier homepage (http:/ /elsevier.com), by selecting “Support & Contact” then “Copyright and Permission” and then “Obtaining Permissions.” Library of Congress Cataloging-in-Publication Data Gharajedaghi, Jamshid. Systems thinking : managing chaos and complexity : a platform for designing business architecture...
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...Strategic Human Res. Mgn Chapter 1: Strategic HRM HR functions: all relative to the company’s performance - analysis and design of work - employee relations -recruiting -selection - training and development - performance management - compensation - supporting the organizations strategy Environmental trends impacting HRM - Changes in the labour force * Aging workforce * Diverse Workforce * Labour unions * Contigent employees * Skill deficiencies - High Performance Work Systems * Knowledge workers * Employee engagement * Teamwork * Increasing education - Change in the employment relationship * New psychological contract * Organizational culture/climate - Others: * Economic conditions * Technological changes * Government * Globalization Chapter 2 – Changing Legal Emphasis There are 14 jurisdictions, 10 provinces, 3 territories and Canada as a whole for employment laws. - Provincial/territorial employment laws govern 90% of population - Federal employment legislation governs the other 10%. The legal framework for employment also includes constitutional law, particularly the Charter of rights and Freedom; acts of Parliament; common law (wrongful dismissal) and contract law. Regulations: legally binding rules established for the special regulatory bodies (ministry of labour, human rights commission) created to enforce compliance with the law and aid in its interpretation. EMPLOYMENT...
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...Multinational Corporations and Foreign Direct Investment This page intentionally left blank Multinational Corporations and Foreign Direct Investment Avoiding Simplicity, Embracing Complexity Stephen D. Cohen 1 2007 1 Oxford University Press, Inc., publishes works that further Oxford University’s objective of excellence in research, scholarship, and education. Oxford New York Auckland Cape Town Dar es Salaam Hong Kong Karachi Kuala Lumpur Madrid Melbourne Mexico City Nairobi New Delhi Shanghai Taipei Toronto With offices in Argentina Austria Brazil Chile Czech Republic France Greece Guatemala Hungary Italy Japan Poland Portugal Singapore South Korea Switzerland Thailand Turkey Ukraine Vietnam Copyright # 2007 by Oxford University Press Published by Oxford University Press, Inc. 198 Madison Avenue, New York, New York 10016 www.oup.com Oxford is a registered trademark of Oxford University Press All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Cohen, Stephen D. Multinational corporations and foreign direct investment: avoiding simplicity, embracing complexity / Stephen D. Cohen. p. cm. Includes index. ISBN-13 978-0-19-517935-4; 978-0-19-517936-1 (pbk.) ISBN 0-19-517935-8; 0-19-517936-6 (pbk.) 1. International...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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...Management Quality and Competitiveness Christoph H. Loch Stephen E. Chick Arnd Huchzermeier ● Management Quality and Competitiveness Lessons from the Industrial Excellence Award Prof. Dr. Christoph H. Loch INSEAD Boulevard de Constance 77305 Fontainebleau Cedex France christoph.loch@insead.edu Prof. Dr. Arnd Huchzermeier WHU-Otto Beisheim School of Management Burgplatz 2 56179 Vallendar Germany ah@whu.edu Prof. Stephen E. Chick INSEAD Boulevard de Constance 77305 Fontainebleau Cedex France stephen.chick@insead.edu ISBN 978-3-540-79183-6 e-ISBN 978-3-540-79184-3 Library of Congress Control Number: 2008925414 © 2008 Springer-Verlag Berlin Heidelberg 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, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and...
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...based on their analysis of ethnological, social, psychological and linguistic data. The attempt made by Bodley (1994) to summarize these (Table I.1) gives an idea of all the facets of culture that need to be taken into account from an anthropological perspective. Although acknowledging the multiplicity of cultures, the authors of this book consider that the fundamental aspect of culture is that it is something all humans learn in one way or another. It is not something people inherit, but rather a code of attitudes, norms and values, a way of thinking that is learnt within a social environment. Family, the social environment, school, friends, work – all these help to form this code and determine how people see themselves and the world. The national culture and the particular region which people live in also help to shape a person’s cultural profile. Although culture is reflected in individual behaviour, it is a way of thinking shared by individuals in a particular society that makes culture what it is. Table I.1 Diverse definitions of culture Topical Culture consists of everything on a list of topics, or categories, such as social organization, religion and economy Historical Culture is social...
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...businesses. Additionally, students will explore the evolution of international trade from past to present, with a focus on how firms and professionals can better understand today’s complex global business arena by understanding the impact of political and legal factors. The section concludes with a chapter on understanding how cultures are defined and the impact on business interactions and practices with tangible tips for negotiating across cultures. WHERE? Section two develops student knowledge about key facets of the global business environment and the key elements of trade and cooperation between nations and global organizations. Today, with increasing numbers of companies of all sizes operating internationally, no business or country can remain an island. Rather, the interconnections between countries, businesses, and institutions are inextricable. Even how we define the world is changing. No longer classified into simple and neat categories, the rapid changes within countries are redefining how global businesses think about developed, developing, and emerging markets. This section addresses the evolving nature of country classifications and helps develop a student’s ability to comprehend the rationale of how to analyze a specific country’s stage of development—rather than just memorize which countries are emerging....
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...network or other electronic storage or transmission, or broadcast for distance learning. PREFACE Rationale We agreed to produce the instructor’s manual for the sixth edition of A First Look at Communication Theory because it’s a first-rate book and because we enjoy talking and writing about pedagogy. Yet when we recall the discussions we’ve had with colleagues about instructor’s manuals over the years, two unnerving comments stick with us: “I don’t find them much help”; and (even worse) “I never look at them.” And, if the truth be told, we were often the people making such points! With these statements in mind, we have done some serious soul-searching about the texts that so many teachers—ourselves included—frequently malign or ignore. As we have considered our quandary, we have come face-to-face with the central paradox that characterizes the genre: Teaching manuals tend to be distant, mechanical, impersonal, and lifeless, when in fact good teaching is immediate, flexible, personal, and lively. In this manual, therefore, we have attempted to communicate to fellow teachers...
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