...Already having an idea on self-control theory made reading chapter fourteen interesting because it went further into the theory as well as contemporary theories. However, after reading the chapter and learning more in depth about low self-control theory not only did I agree with both new and old versions of the theory I also was able to come up with a few common examples that happen to people in crime situations that can relate to the theory. First, it stated in the book that “offenders are predominantly young and impulsive” (Williams & McShane, Criminological Theory, 2018, p. 178) with my examples will be reflecting off a child’s doing. The number one crime most young kids get into first would be stealing/shoplifting a good example to tie...
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... With the theory of conflict it said, it is a social order that society has to abide by this order. With an order it establishes, the social class they are under also the economic class they fit into as well. Karl Marx has derived the theory, which Marx felt that supreme power was from groups. That had the best social resources, political, also economic with them with the conflict theory is exists of unfairness. For the reason the group that has the power that is, an unequal part of resources, within society and actively protect the advantages that they obtain. The groups not held by society from their values in their share, however, the coercion from those in control with conflict theory. It describes that everything is about control and power that conflict start with the various groups. The group is trying, to obtain control in the certain matter, also a situation that they are facing (Franklin P. Williams III and Marilyn D. McShane.2014).Therefore with the approach, with conflict thinks the social situation. Like it was in a combat field force against them battling, see which one will win and control the land they are fighting. For with social theory says it is the use with theoretical, also frequently difficult abstract structure to explain. Also, examine the social world, with each other these theories have the great point of view, which one of them might deem. To be the main reason for any situation although people, have to consider it not the matter of theory over the other...
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...On June 15, 2013, 16 year old Ethan Couch drove his fathers truck along with his friends after stealing alcohol from a local Walmart in Texas. Couch, driving over three times the legal limit, lost control of the truck and struck a car on the side of the road killing four victims and injuring two more. Couch’s defense team argued that he suffered from “affluenza”. Coming from a wealthy family, Couch never learned what it was to not get his way or be responsible for his actions. Shockingly, the judge ordered Couch to attend therapy and a sentence of ten years probation with no jail time. We will be applying the self-control theory and the differential association theory to this crime in order to view it from a different perspective. First, we look at the self-control theory. Born into a wealthy family, couch was never taught that his actions come with consequences. His parents had failed to teach him right from wrong and did not rightfully punish him for any of his wrong doings. Thus, he felt no responsibility for his actions and didn’t think about consequences before doing them. If Couch was taught self control he would be held accountable for his crime or it may not have even happened. Next, is the differential association theory, Couch’s lack of self control and irresponsible behavior is a reflection of his parents. Court records show that Couch’s parents have previous accounts of traffic related crimes dating back to the late 80’s. His parents reckless behavior...
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...2014-03-03T13:35:32<!--starttext--> Self-Control Techniques > Willpower > Self-Control Deep urges | Higher goals | Inner systems | Benefits | No control | Desisting | Doing | See also Willpower is first of all about self-control. If you cannot control yourself, then there is little hope to influence others. The most powerful leaders have an iron discipline within their own lives. They do whatever it takes to achieve their goals. Self-control is...Self-control is management of one's own behavior, in particular when the behavior is driven by subconscious urges that conflict with conscious goals. For this reason, self-control is sometimes called impulse control. A classic test of self-control is how long a person can endure an uncomfortable situation, such as holding their hand in icy water. As the hand gets colder and less comfortable, the urge to pull it out mounts. People with 'normal' self-control are able to hold their hand in longer, typically for a minute or so. Deep urgesA significant part of our inner system of motivation are deep urges that we have inherited from our evolutionary past. They pressure us into actions that perhaps we would rather not take. This has led to a need for self-control where we know that simply giving in to these urges may give short-term gratification but which would damage us in the longer-term. Higher goalsAs well as the basic animal urges, we have higher goals that we consciously create by observing, experiencing and thinking...
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...systems of any nature which are capable of receiving, storing and processing information so as to use it for control." — A. N. Kolmogorov * "The art of securing efficient operation." — Louis Couffignal[7] * "'The art of steersmanship': deals with all forms of behavior in so far as they are regular, or determinate, or reproducible: stands to the real machine -- electronic, mechanical, neural, or economic -- much as geometry stands to real object in our terrestrial space; offers a method for the scientific treatment of the system in which complexity is outstanding and too important to be ignored." — W. Ross Ashby * "A branch of mathematics dealing with problems of control, recursiveness, and information, focuses on forms and the patterns that connect." — Gregory Bateson * "The art of effective organization." — Stafford Beer * "The art and science of manipulating defensible metaphors." — Gordon Pask * "The art of creating equilibrium in a world of constraints and possibilities." — Ernst von Glasersfeld * "The science and art of understanding." — Humberto Maturana * "The ability to cure all temporary truth of eternal triteness." — Herbert Brun Other notable definitions include: * "The science and art of the understanding of understanding." — Rodney E. Donaldson, the first president of the American Society for Cybernetics * "The control of an automaton's feedback loop." - Link Starbureiy * "A way of thinking about ways of thinking of which...
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...Different Organizational theory perspectives assist us in acquiring different understandings of apple by giving us a broader range of concepts and theories about apple's organizational structure, its goals and objectives.Understanding the concepts of apples success requires the knowledge and perspectives of organizations, theories that they implemented to run their company, and philosophy of the company. To analyze the different perspectives of the organization, we have to grasp Metatheoretical understanding of Ontology and Epistemology.According to (Hatch, M , Cunliffe A 2006), Ontology shows whether reality is real or not in terms of either being Subjective or Objective.While Epistemology is the notion of how knowledge is known.(Hatch, M , Cunliffe A 2006)For this essay a comparison of modernism and post modernism approaches results in a better understanding of the apple organization. In a Modernist context, Objectivity is the beliefs that reality exist independently of those who live in it.(Bryman, A, Bell, E 2003). Therefore, An organization can impose pressure on individuals to confirm to the laws and regulations of the organization by letting them know which jobs to do, what to do.In turn they will continue the cycle of telling others what to do. Positivism comes after objectivity as human behavior is analyzed by discovering events in organizations through the use of suitable empirical data.(Hatch, M , Cunliffe A 2006). On the other hand, Post Modernism thinking...
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...T.E. /129 /S- 2013 UNIVERSITY OF PUNE Phone : 020-25601218 Fax : 020-25601206 Email : coe@unipune.ac.in Web : http://www.unipune.ac.in EXAMINATION SECTION Ganeshkhind, Pune - 411 007 (Maharashtra) INDIA T.E. (All Branches) November, 2013. Examination Circular No.129 of 2013 Programme of T. E. [ All Branches ( Semester I & II ) 2003 and 2008 Course] Examinations, November, 2013 INSTRUCTIONS FOR CANDIDATES 1. Candidates are required to be present at the Respective College of the examination, fifteen minutes before the time of the first paper and ten minutes before the time of each subsequent paper.(As Per Circular No. 128/2013 Dated: 10.10.2013) Candidates are forbidden from taking any material into the examination hall that can be used for malpractice at the time of examination. No request for any special concession such as a change in time or any day fixed for the University Examination on religious or any other ground shall be granted. Candidates are requested to see the Notice -Board at their place of examination regularly for changes if any, that may be notified later in the programme. Candidates are requested to note the Day, Date and Time of every paper on every day. Candidates are permitted to use stencils at the time of examination. Candidates appearing for the examinations are expected to provide themselves with side - rules. The exchange or loan of side-rules, drawing instruments of other materials used in the examination hall is Not Permitted while the examinations...
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...Contemporary Approaches The four different contemporary approaches to management are: Sociotechnical systems theory suggests that organizations are effective when their employees have the tools, and training, and knowledge to make products and services that are valued by customers. Quantitative management emphasizes the application of quantitative analysis to management decisions and problems. A manager makes a decision by developing formal mathematical models of the problem. They use techniques as a supplement in the decision process. The limited use of quantitative management is due to managers not being trained in using these techniques. Organizational behavior studies management activities that promote employee effectiveness through an understanding of the complex nature of the individual, group, and organizational processes. An example of this, Douglas McGregor influenced the field of management with his Theory X and Theory Y perspective. Theory X managers assume workers are lazy and irresponsible and require constant supervision and external motivation to achieve organizational goals. Theory Y managers assume employees want to work and can direct and control them- selves. Theory X is known as a self-fulfilling prophecy. Systems theory states that organizations are open systems, and dependent on inputs from the outside world, such as raw materials, and human resources. They transform these inputs into outputs that (ideally) meet the market’s needs for goods and services...
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...Introduction to the Theory of Accounting and Control ••••••••••••••••••••••••••••••••••••••••••••• Three ideas are central to understanding accounting and control in organizations. First, all organizations are sets of contracts among individuals or groups of indi viduals. Second, provision of shared information among the contracting parties helps design and implement these contracts. Finally, control in organizations is a sustainable balance or equilibrium among the interests of its participants. It should be distinguished from control of organizations, which suggests manipulation or exploitation of some participants by others. We start this overview by stating these ideas briefly, leaving most definitions and details for the following chapters. We conclude with a summary of ideas about micro and macro aspects of accounting and control presented in the book. Organizations as a Set of Contracts Organizations are many things to many people. Business firms, for example, are employers to those who work for them; customers to the purveyors of goods and services; suppliers to their own customers; benefactors to those who receive their charity; investments to those who save; taxpayers to the government; a threat to the livelihood of their competitors; impersonal bureaucracies to the powerless; and pillars of free enterprise to the believers. Organizations are variously seen as com plex networks of human relationships, production functions, hierarchies, even garbage cans....
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...Chapter 1 Management and Control Management control is a critical function in organisations. Management control failures can lead to large financial losses, reputation damage and possibly even to organizational failure. Reality shows us (in some examples illustrated on page 3-4) the importance of having good management control systems (MCS). However, adding to much control does not always lead to better control. Some MCS’s in common use often stifle initiative, creativity, and innovation. I.e. in organisations with a lot of bureaucracy a culture with a lack of responsibility can occur and due to the slow, bureaucratic processes people can find ‘creative’ ways to speed up this process. That good MCS’s are important is widely accepted, but within the field of MCS’s there are different views. An old, narrow view of a MCS is that of a ‘cybernetic’ system involving a single feedback loop. You can compare measuring performance with a thermostat; They measure the temperature, compare those measurements with the desired standard, and, if necessary, take a corrective action (turn on or off). This book, however, takes a broader view. It recognizes that may management controls in common use, such as direct supervision, employee-hiring standards and codes of conduct do not focus on measured performance. The focus instead on encouraging, enabling or, sometimes, forcing employees to act in the organization’s best interest. MCS can rather be proactive (to prevent) than reactive. The primary...
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...Systems 3 0 3 Elective -I Digital Control Systems Distributed Operating Systems Cloud Computing 3 0 3 Elective -II Digital Systems Design Fault Tolerant Systems Advanced Computer Networks 3 0 3 Lab Micro Processors and Programming Languages Lab 0 3 2 Seminar - - 2 Total Credits (6 Theory + 1 Lab.) 22 JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD MASTER OF TECHNOLOGY (REAL TIME SYSTEMS) I SEMESTER ADVANCED COMPUTER ARCHITECTURE UNIT I Concept of instruction format and instruction set of a computer, types of operands and operations; addressing modes; processor organization, register organization and stack organization; instruction cycle; basic details of Pentium processor and power PC processor, RISC and CISC instruction set. UNIT II Memory devices; Semiconductor and ferrite core memory, main memory, cache memory, associative memory organization; concept of virtual memory; memory organization and mapping; partitioning, demand paging, segmentation; magnetic disk organization, introduction to magnetic tape and CDROM. UNIT III IO Devices, Programmed IO, interrupt driver IO, DMA IO modules, IO addressing; IO channel, IO Processor, DOT matrix printer, ink jet printer, laser printer. Advanced concepts; Horizontal and vertical instruction format, microprogramming, microinstruction sequencing and control; instruction pipeline; parallel processing; problems in parallel processing; data hazard, control hazard. UNIT IV ILP software approach-complier...
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...Journal of Vocational Behavior 66 (2005) 532–548 www.elsevier.com/locate/jvb Antecedents and consequences of reactions to developmental 360° feedbackq Leanne E. Atwater*, Joan F. Brett School of Management, Arizona State University West, 4701 W. Thunderbird Road, Glendale, AZ 85306-4908, USA Received 25 November 2003 Abstract This study investigated the factors that influence leadersÕ reactions to 360° feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior. For leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves. For leaders with high ratings, agreement between self and other did not influence their motivation. Individuals with more favorable attitudes toward using feedback were more motivated following feedback. We found minimal support for hypothesized relationships between personality characteristics and reactions to feedback. LeadersÕ reactions to feedback were not related to the number of follow-up activities they reported, but were related to the degree of change in ratings over time. Ó 2004 Elsevier Inc. All rights reserved. 1. Introduction Three hundred and sixty degree feedback, the process in which direct reports, peers, and supervisors provide anonymous feedback to recipients, continues to grow in popq This research was supported in part by a grant from the Society for Human Resources Management...
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...Understanding motivation is difficult * complex and hard to teach (Berry, John) * Evaluate the potential effectiveness of the model positioning of motivation, and propose at least one (1) action that the organization can take in order to apply the concept. One of the models positioning of motivation include the 5 factor model: * According to (Robins, Stephen P page 125) the five factor model comprises: extraversion, agreeableness, conscientiousness, emotional stability/neuroticism, and openness to experience. * these traits indicate to management how an individual will behave in various situations Detail the feedback control loop, and suggest one (1) way that the organization can use the feedback control loop to determine whether management’s actions are motivating or demotivating. * Feedback control loop allows for clear communication between workers and management and it enhances performance * To check effectiveness of communication * Bi-weekly surveys of employee * Assess the manner in which leaders can influence employee motivation through goal setting, impression management, and encouragement. * Leaders influence employees by * Taking the initiative, be...
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...Internal and External Collaboration 5 Concept: Stages of Group Development 5 Concept: Five Conflict Management Techniques 6 Concept: Six Aspects of Group Structure 6 Week 4: Leading 7 Concept: Early Leadership Theories 7 Concept: Contingency Leadership Theories 8 Concept: Contemporary Leadership Theories 8 Concept: Five Sources of Leader Power 9 Concept: Goals of Organizational Behavior 9 Concept: The Big Five Model 10 Concept: Attribution Theory 10 Week 5: Controlling 11 Concept: Control Process 11 Concept: Feedforward/Concurrent/Feedback Controls 11 Concept: Financial Controls 12 Concept: Balanced Scorecard 12 Concept: Benchmarking 13 Week 6: Business Ethics 13 Concept: Differences Between a Firm’s Social Obligations, Social Responsiveness, and Social Responsibility 13 Concept: Politics: Green Approaches/Shades of Green Model 14 Concept: Factors to Determine Ethical Behavior 14 Concept: Ways Managers Can Encourage Ethical Behavior 15 Week 2: Planning Ch. 8 of Management Ch. 9 of Management Concept: Strategies for SWOT Analyses |Details | |As a process of self-examination during her senior year of college, Casey decides to develop a SWOT analysis of her | |prospects relative to getting a...
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...MASTER OF TECHNOLOGY ADVANCED ELECTIVES SELECTION For Semester II 2014/2015 ATA/SE-DIP/TS-11/V1.34 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics Table of Contents. MTECH ADVANCED ELECTIVES 1. INTRODUCTION. 1.1 Overview. 1.2 Courses. 1.3 Assessment. 1.4 Elective Selection Process. 2 2 2 2 3 3 2. SCHEDULE FOR ADVANCED ELECTIVES OFFERED DURING SEMESTER II 2014/2015. 2.1 MTech SE and KE Students. 2.2 MTech EBAC Students. 5 5 9 3. CURRICULUM. 12 4. DESCRIPTION OF COURSES. 4.1 Department of Electrical & Computer Engineering. 4.2 School of Computing. 4.3 Institute of Systems Science. 4.4 Department of Industrial & Systems Engineering. 4.5 Division of Engineering & Technology Management. 12 15 23 31 32 34 ATA/SE-DIP/TS-11/V1.34 page 1 of 35 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics MASTER OF TECHNOLOGY Advanced Electives 1. INTRODUCTION 1.1 Overview All students that expect to have passed four core courses and eight basic electives after completing the scheduled examinations in November, and also have or expect to pass their project/internship, will be entitled to commence their Advanced Electives in NUS Semester II 2014/2015, which starts on 12 January 2015. However, it should be noted that a student’s registration for the Advanced Electives will be withdrawn if they either: 1. 2. 3. 4. 5. Fail any elective examination in November. Do not successfully...
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