...`WHAT MAKES A GREAT SPORT LEADER? Page 1 GENUINE EFFECTIVE SPORT LEADERS OR JUST LAZY, INEXPERIENCE SCUMS! The good Sports leaders must have four essential Qualities in order to be effective in what they do, if a Sport Leader does not have these skills, this automatically means they are FAKE shams of an effective sports leader. Having only some of these skill qualities result in ineffective Sport Leaders, who are too lazy to acknowledge these advance skills to succeed. Sports leaders who don’t have these skills should not have honour to have LEADER in their profession. The First quality that is vital in being effective in sports leadership is the Knowledge of Sports Skills, so in this case meaning the Sports Leader must have a good knowledge of the participant’s skill development, technical ability and technical demands in order to carry out the session correctly and successful. This will thus help the sports leader make a decision on what specific, simple skill is require to help the participant succeed in the activity and enjoy it at the same time. This will then make the sessions fun and not too difficult. Moreover, these factors are very important to know. For example, one of my close friends was a former sports leader, and I came along to one of his session to watch him performs in his sports leadership sessions; he did a football session with the kids. I watched the session and he turned a difficult football session into a fun one for the children...
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...13 - Brand Loyalty Chapter 14 - The Argument from Authority Chapter 15 - The Argument from Ignorance Chapter 16 - The Straw Man Fallacy Chapter 17 - The Ad Hominem Fallacy Chapter 18 - The Just-World Fallacy Chapter 19 - The Public Goods Game Chapter 20 - The Ultimatum Game Chapter 21 - Subjective Validation Chapter 22 - Cult Indoctrination Chapter 23 - Groupthink Chapter 24 - Supernormal Releasers Chapter 25 - The Affect Heuristic Chapter 26 - Dunbar’s Number Chapter 27 - Selling Out Chapter 28 - Self-Serving Bias Chapter 29 - The Spotlight Effect Chapter 30 - The Third Person Effect Chapter 31 - Catharsis Chapter 32 - The Misinformation Effect Chapter 33 - Conformity Chapter 34 - Extinction Burst Chapter 35 - Social Loafing Chapter 36 - The Illusion of Transparency Chapter 37 - Learned Helplessness Chapter 38 - Embodied Cognition Chapter 39 - The Anchoring Effect Chapter 40 - Attention Chapter 41 - Self-Handicapping Chapter 42 - Self-Fulfilling Prophecies Chapter 43 - The Moment Chapter 44 - Consistency Bias Chapter 45 - The Representativeness Heuristic Chapter 46 - Expectation Chapter 47 - The Illusion of Control Chapter 48 - The Fundamental Attribution Error Acknowledgements BIBLIOGRAPHY DUTTON Published by Penguin Group (USA) Inc. 375 Hudson Street, New York, New York 10014, U.S.A. Penguin Group (Canada), 90 Eglinton Avenue East, Suite 700, Toronto, Ontario M4P 2Y3,...
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...CONTE NTS Introduction 1 WHY YOU SHOULD VISIT CEMETERIES: Survivorship Bias 2 DOES HARVARD MAKE YOU SMARTER?: Swimmer’s Body Illusion 3 WHY YOU SEE SHAPES IN THE CLOUDS: Clustering Illusion 4 IF 50 MILLION PEOPLE SAY SOMETHING FOOLISH, IT IS STILL FOOLISH: Social Proof 5 WHY YOU SHOULD FORGET THE PAST: Sunk Cost Fallacy 6 DON’T ACCEPT FREE DRINKS: Reciprocity 7 BEWARE THE ‘SPECIAL CASE’: Confirmation Bias (Part 1) 8 MURDER YOUR DARLINGS: Confirmation Bias (Part 2) 9 DON’T BOW TO AUTHORITY: Authority Bias 10 LEAVE YOUR SUPERMODEL FRIENDS AT HOME: Contrast Effect 11 WHY WE PREFER A WRONG MAP TO NO MAP AT ALL: Availability Bias 12 WHY ‘NO PAIN, NO GAIN’ SHOULD SET ALARM BELLS RINGING: The It’llGet-Worse-Before-It-Gets-Better Fallacy 13 EVEN TRUE STORIES ARE FAIRYTALES: Story Bias 14 WHY YOU SHOULD KEEP A DIARY: Hindsight Bias 15 WHY YOU SYSTEMATICALLY OVERESTIMATE YOUR KNOWLEDGE AND ABILITIES: Overconfidence Effect 16 DON’T TAKE NEWS ANCHORS SERIOUSLY: Chauffeur Knowledge 17 YOU CONTROL LESS THAN YOU THINK: Illusion of Control 18 NEVER PAY YOUR LAWYER BY THE HOUR: Incentive Super-Response Tendency 19 THE DUBIOUS EFFICACY OF DOCTORS, CONSULTANTS AND PSYCHOTHERAPISTS: Regression to Mean 20 NEVER JUDGE A DECISION BY ITS OUTCOME: Outcome Bias 21 LESS IS MORE: The Paradox of Choice 22 YOU LIKE ME, YOU REALLY REALLY LIKE ME: Liking Bias 23 DON’T CLING TO THINGS: Endowment Effect 24 THE INEVITABILITY OF UNLIKELY Events: Coincidence 25 THE CALAMITY OF CONFORMITY: Groupthink 26 WHY...
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...TU-53.1360 Cross-Cultural Management Assignment 1.12 Mister Y Mister X Mister Z Mister W Mister Q Table of Contents 1. Introduction................................................................................................................................... 1 2. Group Members and Dynamics of Team............................................................................... 2 2.1. Mister Y ...................................................................................................................................................... 2 2.2. Mister X ...................................................................................................................................................... 2 2.3. Mister Z ...................................................................................................................................................... 2 2.4. Mister W ..................................................................................................................................................... 3 2.5. Mister Q ...................................................................................................................................................... 3 2.6. Dynamics of the team .................................................................................................................
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...Additional Tools, Techniques and Dilemmas This document includes the cases and articles listed below in italics. You may find some of the principles described in the articles useful in doing your analysis of the cases. Velasquez, Distributive Justice Rich Dead, Poor Dead Kelo vs. City of New London _____________________________________________________________________________ Distributive Justice Manuel Velasquez Questions of distributive justice arise when different people put forth conflicting claims on society's benefits and burdens and all the claims cannot be satisfied. The central cases are those where there is a scarcity of benefits such as jobs, food, housing, medical care, income, and wealth-as compared to the numbers and the desires of the people who want these goods. Or (the other side of the coin) there may be too many burdens - unpleasant work, drudgery, substandard housing, health injuries of various sorts-and not enough people willing to shoulder them. If there were enough goods to satisfy everyone's desires and enough people willing to share society's burdens, then conflicts between people would not arise and distributive justice would not be needed. When people's desires and aversions exceed the adequacy of their resources, they are forced to develop principles for allocating scarce benefits and undesirable burdens in ways that are just and that resolve the conflicts in a fair way. The development of such principles is the concern of distributive...
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...Overview of the Chapter This chapter examines the nature of organizational control and describes the four steps of the control process. It also discusses three types of systems available to managers to control and influence organizational members: output control, behavior control, and organizational culture(clan control). Effective management of organizational change is addressed, as well as the role of the entrepreneur in the change process. LEARNING OBJECTIVES • Define organizational control and identify the main output and behavior controls managers use to coordinate and motivate employees. (LO1) • Explain the role of clan control or organizational culture in creating an effective organizational architecture. (LO2) • Discuss the relationship between organizational control and change and explain why managing change is a vital management task. (LO3) • Understand the role of entrepreneurship in the control and change process. (LO4) MANAGEMENT SNAPSHOT: CONTROL IS NO LONGER A PROBLEM FOR ORACLE One of the main advantages of Internet-based control software is its ability to centralize management of a company’s widespread operations, thereby allowing managers to easily compare and contrast the performance of different divisions spread around the globe in real time. Oracle, the second largest independent software company in the world after Microsoft, did not have such a system in place and therefore was not experiencing the cost savings that...
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...TPS 101: INTRODUCTION TO PSYCHOLOGY TPS 101 serves as the beginning course in psychology; as such, it is broad in scope. The course will introduce students to the history of psychology, and current paradigms and theories. We will cover neuroscience, sensation, perception, memory, and language, stress and health psychology, personality and social psychology, intelligence, and developmental psychology. Because of time limitations, none of these topics can be covered in great depth. The reference textbooks and the material presented in class will serve as the primary sources for the material to be covered. INTRODUCTION TO THE STUDY OF PSYCHOLOGY Psychology is the scientific study of behaviour and mental processes. It is an academic and applied discipline involving the scientific study of mental processes and behaviour. Psychology also refers to the application of such knowledge to various spheres of human activity, including problems of individuals' daily lives and the treatment of mental illness. It is largely concerned with humans, although the behaviour and mental processes of animals can also be part of psychology research, either as a subject in its own right (e.g. animal cognition and ethnology), or somewhat more controversially, as a way of gaining an insight into human psychology by means of comparison (including comparative psychology). Origins of the psychology Near the end of 19th century things started drawing together. Questions raised by philosophers were being...
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...and the Mexicans arrived on the same day. It was a Wednesday, early in September 1952. The Cardinals were five games behind the Dodgers with three weeks to go, and the season looked hopeless. The cotton, however, was waist-high to my father, over my head, and he and my grandfather could be heard before supper whispering words that were seldom heard. It could be a "good crop." They were farmers, hardworking men who embraced pessimism only when discussing the weather and the crops. There was too much sun, or too much rain, or the threat of floods in the lowlands, or the rising prices of seed and fertilizer, or the uncertainties of the markets. On the most perfect of days, my mother would quietly say to me, "Don't worry. The men will find something to worry about." Pappy, my grandfather, was worried about the price for labor when we went searching for the hill people. They were paid for every hundred pounds of cotton they picked. The previous year, according to him, it was $1.50 per hundred. He'd already heard rumors that a farmer over in Lake City was offering $1.60. This played heavily on his mind as we rode to town. He never talked when he drove, and this was because, according to my mother, not much of a driver herself, he was afraid of motorized vehicles. His truck was a 1939 Ford, and with the exception of our old John Deere tractor, it was our sole means of transportation. This was no particular problem except when we drove to church and my mother and grandmother were forced...
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...and the Mexicans arrived on the same day. It was a Wednesday, early in September 1952. The Cardinals were five games behind the Dodgers with three weeks to go, and the season looked hopeless. The cotton, however, was waist-high to my father, over my head, and he and my grandfather could be heard before supper whispering words that were seldom heard. It could be a "good crop." They were farmers, hardworking men who embraced pessimism only when discussing the weather and the crops. There was too much sun, or too much rain, or the threat of floods in the lowlands, or the rising prices of seed and fertilizer, or the uncertainties of the markets. On the most perfect of days, my mother would quietly say to me, "Don't worry. The men will find something to worry about." Pappy, my grandfather, was worried about the price for labor when we went searching for the hill people. They were paid for every hundred pounds of cotton they picked. The previous year, according to him, it was $1.50 per hundred. He'd already heard rumors that a farmer over in Lake City was offering $1.60. This played heavily on his mind as we rode to town. He never talked when he drove, and this was because, according to my mother, not much of a driver herself, he was afraid of motorized vehicles. His truck was a 1939 Ford, and with the exception of our old John Deere tractor, it was our sole means of transportation. This was no particular problem except when we drove to church and my mother and grandmother were forced...
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...ELEVENTH EDITION Management LEADING & COLLABORATING IN A COMPETITIVE WORLD Thomas S. Bateman McIntire School of Commerce University of Virginia Scott A. Snell Darden Graduate School of Business University of Virginia MANAGEMENT: LEADING & COLLABORATING IN A COMPETITIVE WORLD, ELEVENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2015 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2013, 2011, and 2009. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 ISBN 978-0-07-786254-1 MHID 0-07-786254-6 Senior Vice President, Products & Markets: Kurt L. Strand Vice President, Content Production & Technology Services: Kimberly Meriwether David Managing Director: Paul Ducham Executive Brand Manager: Michael Ablassmeir Executive Director of Development: Ann Torbert Senior Development Editor: Laura Griffin Digital Product Analyst: Kerry Shanahan Marketing Manager: Elizabeth Trepkowski ...
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...THE FIRST FILIPINO Republie of the Philippines Department of Education & Culture NATIONAL HISTORICAL COMMISSION Manila FERDINAND E. MARCOS President Republic of the Philippines JUAN L. MANUEL Secretary of Education & Culture ESTEBAN A. DE OCAMPO Chairman DOMINGO ABELLA Member HORACIO DE LA COSTA, S. J. Member GODOFREDO L. ALCASID Ex-Oficio Member TEODORO A. AGONCILLO Member EMILIO AGUILAR CRUZ Member SERAFIN D. QUIASON Ex-Oficio Member FLORDELIZA K. MILITANTE Exccutive Director RAMON G. CONCEPCION Chief, Administrative Division BELEN V. FORTU Chief, Budget & Fiscal Division JOSE C. DAYRIT Chief, Research & Publications Division AVELINA M. CASTAÑEDA Chief, Special & Commemorative Events Division ROSAURO G. UNTIVERO Historical Researcher & Editor EULOGIO M. LEAÑO Chief Historical Writer-Translator & Publications Officer GENEROSO M. ILANO Auditor JOSE RIZAL (1861-1896) THE FIRST FILIPINO A Biography of José Rizal by LEÓN Ma. GUERRERO with an introduction by CARLOS QUI R INO ( Awarded First Prize in the Rizal Biography Contest held under the auspices of the José Rizal National Centennial Commission in 1961) NATIONAL HISTORICAL COMMISSION Manila 1974 First Printing 1963 Second Printing 1965 Third Printing 1969 Fourth Printing 1971 Fifth Printing 1974 This Book is dedicated by the Author to the other Filipinos Speak of me as I am; nothing extenuate, Nor set down aught in malice, Shakespeare: °the/Lo. Paint my picture truly like me, and not flatter me at all ; but...
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...Acknowledgments ix Acknowledgments This book owes a great deal to the mental energy of several generations of scholars. As an undergraduate at the University of Cape Town, Francis Wilson made me aware of the importance of migrant labour and Robin Hallett inspired me, and a generation of students, to study the African past. At the School of Oriental and African Studies in London I was fortunate enough to have David Birmingham as a thesis supervisor. I hope that some of his knowledge and understanding of Lusophone Africa has found its way into this book. I owe an equal debt to Shula Marks who, over the years, has provided me with criticism and inspiration. In the United States I learnt a great deal from ]eanne Penvenne, Marcia Wright and, especially, Leroy Vail. In Switzerland I benefitted from the friendship and assistance of Laurent Monier of the IUED in Geneva, Francois Iecquier of the University of Lausanne and Mariette Ouwerhand of the dépurtement évangélrlyue (the former Swiss Mission). In South Africa, Patricia Davison of the South African Museum introduced me to material culture and made me aware of the richness of difference; the late Monica Wilson taught me the fundamentals of anthropology and Andrew Spiegel and Robert Thornton struggled to keep me abreast of changes in the discipline; Sue Newton-King and Nigel Penn brought shafts of light from the eighteenthcentury to bear on early industrialism. Charles van Onselen laid a major part of the intellectual foundations on...
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