...resource for you to use as you plan and carry out your team’s Field Application Project for this class. As described in detail below, you and your team will gather data within an organizational unit, diagnose the challenges the unit is facing, and prescribe action steps the unit can take to overcome these challenges and realize new opportunities. The process of carrying out the FAP is both challenging and rewarding. You will gain valuable knowledge and experience as you work with your team, gather and analyze data to gain an understanding of the roots of the unit’s management dynamics and tensions, and propose a course of action to enhance the unit’s effectiveness. Each year, the FAP reports and presentations are incisive, constructive, and fascinating. I look forward to talking with you about your FAP over the course of the semester and to reading about and hearing your team’s FAP findings and recommendations. CONTENTS 1. Introduction to the Field Application Project 2. Timetable / Project Requirements 3. Choosing a Site 4. Gaining Access 5. Working in Your Study Group 6. General Principles and Guidelines for Data Collection 7. Strengths and Weaknesses of Different Data-Gathering Approaches a. Archival Data b. Interviews c. “Shadowing” Job Incumbents d. Focus Group Interviews e. Surveys 8. Analyzing the Data You Collect For Your FAP 9. Writing Your FAP Report ...
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...Organization Department of Immunization, Vaccines and Biologicals CH-1211 Geneva 27, Switzerland • Fax: + 41 22 791 4227 • Email: vaccines@who.int • © World Health Organization 2006 All rights reserved. Publications of the World Health Organization can be obtained from WHO Press, World Health Organization, 20 Avenue Appia, 1211 Geneva 27, Switzerland (tel: +41 22 791 3264; fax: +41 22 791 4857; email: bookorders@who.int). Requests for permission to reproduce or translate WHO publications – whether for sale or for noncommercial distribution – should be addressed to WHO Press, at the above address (fax: +41 22 791 4806; email: permissions@who.int). The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the World Health Organization concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Dotted lines on maps represent approximate border lines for which there may not yet...
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...Transferable Skills Development MGT 495 Instructor: Prof. Dr. Mohammad Majid Mahmood Bagram LECTURE-1 Course Description: • This course on Transferable Skills Development uses a unique three-pronged approach - theory, application, and skill development - to make key concepts relevant to today's students. • The course combines traditional theory with cutting-edge today`s Transferable Skills Development issues & Challenges that focuses on key elements. • Packed with real-world examples, the course illustrates how successful managers deal with challenges, as well as provides students with step-by-step guidelines for effectively handling skills development functions. • Experiential exercises, action learning, individual and group work, role plays, reflective exercises, and self assessment included in this course would help students to immediately apply to their personal and professional lives. Course Objectives: Upon completion of this course, students should be able to: • Develop skills in managing oneself, other people, groups, and ultimately organizations. • Develop rich set of softer interpersonal, influencing, team-building, conflict management, and communications skills. • Understand organizational performance, and career success in modern, dynamic and complex organizations. Transferable Skills Development: Transferable Skills Development is more than getting work done through people. It is developing...
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...One Developing Your Thinking * What is Thinking? `It is a searching for answers, a reaching for meaning Thinking-is any mental activity that helps formulate or solve a problem, make a decision, or fulfill a desire to understand Careful observation includes: * Remembering * Wondering * Imagining * Interpreting * Evaluating * Judging * Importance of Thinking Successful problem solving and issue analysis require factual knowledge, factual knowledge is already known so to be a successful problem solver, you will need both * Brain and Mind at Work Thinking occurs in patterns that we can study and compare to determine objectivity, validity, and effectiveness The very structure of the brain implies integration between the two hemispheres Right Hemisphere-governs the non-verbal, symbolic, and intuitive responses Left Hemisphere-governs the use of language, logical reasoning, analysis, and performance of sequential tasks The mind has two distinct phases: * Production Closely associated with creative thinking and produces various conceptions of the problem, various ways to deal with the problem, and possible solutions Good Thinkers: * Adept at using a variety of techniques * See the problem from many perspectives * Consider many investigative approaches * Produce many ideas before turning to judgment * More willing to take intellectual risks * Are more adventurous and...
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...following table. Student First Name | Student Last Name | Student ID | Date submitted | | | | __/__/__ | Statement of authenticityI, the above named student, hereby confirm that this assignment is my own work and not copied or plagiarized. It has not previously been submitted as part of any assessment for this qualification. All the sources, from which information has been obtained for this assignment, have been referenced. (Harvard format). I further confirm that I have read and understood the Malé Business School rules and regulations about plagiarism and copying and agree to be bound by them. | Assignment summary information Assignment type | Task 1: Individual, collaboration not allowed. Task 2: Group role play, collaboration allowed. | Activity title | How activities are managed to achieve results at (company name) | Assignment reference | 1 | Unit | 15. Managing Business Activities to Achieve Results | Date issued: | 1 October 2013 | Date due: | 14 December 2013 | Presentation Date | 21 December 2013 | Extensions | The due date will not normally be extended. The maximum number of days allowable for an extension to the deadline for this assignment is 5 days. An extension must be applied for in writing by individual students and will only be granted for valid reasons. | Late submissions | Late submissions will only be marked for a pass | Assessor(s): | Sandeep Sikerwar | Internal verifier: | Adam Umar | Assessor(s) please fill the table below...
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...# 2004 University of South Africa All rights reserved Printed and published by the University of South Africa Muckleneuk, Pretoria SDLANG-T/1/2005±2008 LADLAN-A/1/2005±2008 DLL301-Q/1/2005±2008 LLL301-E/1/2005±2008 97636509 3b2 SDLANG style CONTENTS FOREWORD xii STUDY UNIT 1 _______________________________________________________________________ OUTCOMES-BASED EDUCATION AND LANGUAGE TEACHING 1 1.1 INTRODUCTION 2 1.2 WHY DID SOUTH AFRICA'S EDUCATION SYSTEM NEED TO CHANGE? 3 1.3 WHAT IS OUTCOMES-BASED EDUCATION? 3 1.3.1 What are the characteristics of outcomes-based education? 3 1.3.2 The difference between the old and the new approach 4 1.4 OUTCOMES-BASED EDUCATION PRINCIPLES AND TERMINOLOGY 6 1.4.1 Learning area 6 1.4.2 Critical outcomes 7 1.4.3 Learning outcomes 8 1.4.4 Assessment standards 9 1.4.5 Assessment 9 1.4.6 Themes 9 1.5 PLANNING AN OUTCOMES-BASED EDUCATION LEARNING UNIT 11 1.6 OVERVIEW OF THE STUDY UNIT 11 1.7 CONCLUSION 12 STUDY UNIT 2 _______________________________________________________________________ TEACHING LANGUAGE IN A MULTICULTURAL CONTEXT 13 2.1 INTRODUCTION 14 2.2 MULTILINGUALISM 14 2.3 HOME LANGUAGE, FIRST AND SECOND ADDITIONAL LANGUAGES 15 2.4 SWITCHING AND MIXING CODES 16 2.5 LANGUAGE TEACHING IN A MULTICULTURAL CONTEXT 18 2.6 CULTURE...
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...English-E11-12 7/27/07 2:24 PM Page 1 Ministry of Education The Ontario Curriculum Grades 11 and 12 English Printed on recycled paper 07-003 ISBN 978-1-4249-4741-6 (Print) ISBN 978-1-4249-4742-3 (PDF) ISBN 978-1-4249-4743-0 (TXT) © Queen’s Printer for Ontario, 2007 2007 REVISED CONTENTS INTRODUCTION 3 Secondary Schools for the Twenty-first Century . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Importance of Literacy, Language, and the English Curriculum . . . . . . . . . . . . . . . . . . . Principles Underlying the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Roles and Responsibilities in English Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . THE PROGRAM IN ENGLISH 3 3 4 5 9 Overview of the Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Curriculum Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Strands in the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 ASSESSMENT AND EVALUATION OF STUDENT ACHIEVEMENT Basic Considerations . . . . . . . . . . . ....
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...goals through group effort. * Social inventions – coordinated presence of people or a group of people * Goal accomplishment * Group effort – organizations depend on interaction and coordination among people to accomplish their goals. * Organizations are social inventions for accomplishing common goals through group efforts. 2. Explain the concept of organizational behaviour and describe the goals of the field. Organizational Behaviour – the attitudes and behaviours of individuals and groups in organizations. * The field of organizational behaviour is about understanding people and managing them to work effectively. * The field of organizational behaviour is concerned with how organizations can survive and adapt to change. i. Certain behaviours are necessary for survival and adaptation: 1. they have to be motivated to join and remain in the organization; 2. carry out their basic work reliably, in terms of productivity, quality, and service; 3. be flexible to continuously learn and upgrade their knowledge and skills; and 4. be flexible and innovative. * The field of organizational behaviour is concerned with how to get people to practice effective teamwork. * The field of organizational behaviour is concerned with explaining differences between successful and unsuccessful companies and using these explanations to improve organizational...
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...Orientation Test Projective Methods Behavioral Assessment Becoming an Informed Consumer of Psychology: Assessing Personality Assessments module 30 Trait, Learning, Biological and Evolutionary, and Humanistic Approaches to Personality Trait Approaches: Placing Labels on Personality Learning Approaches: We Are What We’ve Learned Biological and Evolutionary Approaches: Are We Born with Personality? Humanistic Approaches: The Uniqueness of You Try It! Assessing Your Real and Ideal Self-Concept Comparing Approaches to Personality module 32 Intelligence Theories of Intelligence: Are There Different Kinds of Intelligence? Practical Intelligence and Emotional Intelligence: Toward a More Intelligent View of Intelligence Assessing Intelligence Variations in Intellectual Ability Exploring Diversity: The Relative Influence of Genetics and Environment: Nature, Nurture, and IQ Psychology on the Web The Case of . . . Mike and Marty Scanlon, the Unlikely Twins Profiles of Success: Raymond J. Matlock Full Circle: Personality and Individual Differences module 31 Assessing Personality: Determining What Makes Us Distinctive Self-Report Measures of Personality Who was the Real Bernie Madoff? To some, Bernard L. Madoff was an affable, charismatic man who moved comfortably among power brokers on Wall Street and in Washington. He secured a long-standing role as an elder statesman on Wall Street, allowing him to land on important boards and commissions where his opinions helped shape securities regulations...
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...Northumbria April 2005 Anna Round Student Retention Project, University of Northumbria Part One: Background Section One: Introduction 1:1 Background 1 1:2 Literature survey 2 1:3 Primary research 4 1:3:1 Student questionnaire 4 1:3:2 Staff questionnaire 6 1:3:3 Interviews 6 Section Two: Literature survey 2:1 Student perceptions and the student experience 7 2:1:1 Holistic approaches 7 2:1:2 Academic preparedness and study skills 9 2:1:3 Student attitudes to feedback 11 2:1:4 Student attitudes to teaching and learning 13 2:1:5 Tutor-student relations 15 2:1:6 Accommodation and retention 16 2:2 Student Characteristics 18 2:2:1 Views of students 18 2:2:2 Student self-perceptions: skills 19 2:2:3 Student self-perceptions: workload 21 2:3 Transformation 22 2:4 Widening participation: some further issues 26 2:4:1 Non-traditional students and the student experience 26 2:4:2 Support and access to support 27 2:5 Students and motivation 28 2:5:1 Types of student motivation 28 2:5:2 Retention and motivation 29 2:5:3 Motivations for entering higher education 30 2:5:4 Goals and values (Mäkinen et al) 31 2:5:6 Motivation and satisfaction 33 2:5:7 Psychological theories of motivation 34 2:5:8 Motivation and the ‘meaning’ of work 36 2:5:9 Motivation...
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...Northumbria April 2005 Anna Round Student Retention Project, University of Northumbria PART ONE: BACKGROUND Section One: Introduction 1:1 Background 1 1:2 Literature survey 2 1:3 Primary research 4 1:3:1 Student questionnaire 4 1:3:2 Staff questionnaire 6 1:3:3 Interviews 6 Section Two: Literature survey 2:1 Student perceptions and the student experience 7 2:1:1 Holistic approaches 7 2:1:2 Academic preparedness and study skills 9 2:1:3 Student attitudes to feedback 11 2:1:4 Student attitudes to teaching and learning 13 2:1:5 Tutor-student relations 15 2:1:6 Accommodation and retention 16 2:2 Student Characteristics 18 2:2:1 Views of students 18 2:2:2 Student self-perceptions: skills 19 2:2:3 Student self-perceptions: workload 21 2:3 Transformation 22 2:4 Widening participation: some further issues 26 2:4:1 Non-traditional students and the student experience 26 2:4:2 Support and access to support 27 2:5 Students and motivation 28 2:5:1 Types of student motivation 28 2:5:2 Retention and motivation 29 2:5:3 Motivations for entering higher education 30 2:5:4 Goals and values (Mäkinen et al) 31 2:5:6 Motivation and satisfaction 33 2:5:7 Psychological theories of motivation 34 2:5:8 Motivation and the ‘meaning’ of work 36 2:5:9 Motivation and examinations...
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...LEAD USER PROJECT HANDBOOK: A practical guide for lead user project teams INDUSTRIAL PRODUCTS AND SERVICES CONSUMER PRODUCTS AND SERVICES PROFESSIONAL PRODUCTS AND SERVICES Joan Churchill • Eric von Hippel • Mary Sonnack PREFACE When Joan Churchill, Mary Sonnack and I were doing lead user projects for our research in the 1990’s, we needed some standardized training materials for lead user project teams. We therefore wrote this handbook, and progressively revised it based upon field experience. Our final revisions were made in 1998. Then, our manuscript just sat there, as we all went on to other work. It is now 2009, and researchers and practitioners have learned a great deal more than we knew in 1998 about lead users, and how to run lead user projects. In a year or two, we expect that completely new handbooks will supersede this one. In particular, we are eagerly looking forward to one now being planned by Professors Christoph Hienerth and Marion Poetz of Copenhagen Business School. Still, while we are waiting for newer materials, we think that lead user teams, consultants, and teachers may well find something of value in what we wrote 10 years ago. Accordingly we are posting this book on the Web under a Creative Commons license that permits free downloading. It can be used in conjunction with 6 short lead user project training videos developed by Joan Churchill. These are also available on the Web for free downloading from http://mit.edu/evhippel/www/index...
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...Issue 1 As people rely more and more on technology to solve problems, the ability of humans to think for themselves will surely deteriorate. Write a response in which you discuss the extent to which you agree or disagree with the statement and explain your reasoning for the position you take. In developing and supporting your position, you should consider ways in which the statement might or might not hold true and explain how these considerations shape your position. ANSWER With the development of science and technology made through out the human history, especially the past one hundred years or so, people these days are spending more time relying on technology to solve various types of problems. Does the ability of humans to think for themselves really deteriorate as they rely more and more on technology? Admittedly, the improvement of technology and its concomitant contribution to a more convenient daily life does to certain extent obviate the necessity of many traditional tasks, subtly affecting the humans’ ability of thinking. Nevertheless, as a whole effect in general, technology progress improves working efficiency and labor safety, and frees humans from low-level repeated physical work to high-level decision-making intellectual work. In addition, technology proposes brand-new problems as well which challenges the humans’ thinking ability to an even unexpected extent. It is true that in many situations, the requirement for thinking seems less demanding than before due to...
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...Northumbria April 2005 Anna Round Student Retention Project, University of Northumbria Part One: Background Section One: Introduction 1:1 Background 1 1:2 Literature survey 2 1:3 Primary research 4 1:3:1 Student questionnaire 4 1:3:2 Staff questionnaire 6 1:3:3 Interviews 6 Section Two: Literature survey 2:1 Student perceptions and the student experience 7 2:1:1 Holistic approaches 7 2:1:2 Academic preparedness and study skills 9 2:1:3 Student attitudes to feedback 11 2:1:4 Student attitudes to teaching and learning 13 2:1:5 Tutor-student relations 15 2:1:6 Accommodation and retention 16 2:2 Student Characteristics 18 2:2:1 Views of students 18 2:2:2 Student self-perceptions: skills 19 2:2:3 Student self-perceptions: workload 21 2:3 Transformation 22 2:4 Widening participation: some further issues 26 2:4:1 Non-traditional students and the student experience 26 2:4:2 Support and access to support 27 2:5 Students and motivation 28 2:5:1 Types of student motivation 28 2:5:2 Retention and motivation 29 2:5:3 Motivations for entering higher education 30 2:5:4 Goals and values (Mäkinen et al) 31 2:5:6 Motivation and satisfaction 33 2:5:7 Psychological theories of motivation 34 2:5:8 Motivation and the ‘meaning’ of work 36 2:5:9 Motivation...
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...Thinking NINTH EDITION Vincent Ryan Ruggiero Professor Emeritus of Humanities State University of New York, Delhi BEYOND FEELINGS: A GUIDE TO CRITICAL THINKING, NINTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2007 and 2004. 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 The McGraw-Hill Companies, Inc., 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 DOC/DOC 1 0 9 8 7 6 5 4 3 2 1 ISBN: MHID: 978-0-07-803818-1 0-07-803818-9 Vice President & Editor-in-Chief: Michael Ryan Vice President EDP/Central Publishing Services: Kimberly Meriwether David Editorial Director: Beth Mejia Senior Managing Editor: Meghan Campbell Executive Marketing Manager: Pamela S. Cooper Senior Project Manager: Joyce Watters Buyer: Nicole Baumgartner Design Coordinator: Margarite Reynolds Media Project Manager: Sridevi Palani Compositor: Glyph International Typeface: 10/13 Palatino Printer: R. R. Donnelley All credits appearing on page or...
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