...The Future of Energy: Guiding Decisions with Evidence SC300 October 16, 2012 Kaplan University The Future of Energy: Guiding Decisions with Evidence Here in my home I try and do what I can to conserve energy. I use a low flow water head on my shower and I rarely use the bathtub. I keep my water heater set at 120 degrees. I buy only compact florescent bulbs for my lights. I keep my thermostat no higher than 68 degrees, even if that means wearing hoodies inside when it feels chilly. There are other things I should do to conserve. I need to add more insulation to my attic, turn off my electronic devices when not in use, and upgrade some of my appliances to newer energy efficient ones. (I did just upgrade my washer and dryer). On an average day it is amazing to think of the energy that I use. My cell phone, which I have to recharge, is my alarm clock. I use the water heater when I shower. My furnace heats the house now that it’s gotten colder out. I use my stove or microwave to make something to eat. The refrigerator keeps my food cold. I use my computer to do my homework on. I have to drive myself to work because there is no public transportation where I live. I do not have central air conditioning in my home, and although I have window a/c units, I really try and not use them. Luckily my house sits where trees do most of the shading during the summer months. Over the course of a year my energy needs vary very little. The only difference is not using...
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...The Future of Energy: Guiding Decisions with Evidence In order to reduce the negative environmental impacts of an ever growing human population and increasing demands for energy as technological advances continue, individual countries, states, cities and even households have the opportunity to shift their energy sources to those that are renewable. However, not all locations are equally amenable to any particular form of energy. For this assignment you will assess your own location, existing energy use, the advantages and disadvantages of different energy sources, and ways to reduce energy demand through conservation. Be sure to explore the following resources to begin your research and to support your ideas with supporting facts. While the provided resources focus on the United States, you are welcome to explore the energy situation within your own state of residence, one that you would like to live in or have visited in the past, and also an international location. In order to focus your discussion, be sure to focus on a specific region. Resources: * U.S. Department of Energy: * http://www.energysavers.gov/ * http://energy.gov/ * U.S. Energy Information Administration: http://205.254.135.7/ * State energy profiles provided by the U.S.E.I.A.: http://www.eia.gov/state/ * National Renewable Energy Laboratory: http://www.nrel.gov/ * Energy4Me: http://www.energy4me.org/energy-facts/energy-sources/ Your assignment should be written in an...
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...6 The Vermont Teddy Bear Company: A Case Study in Strategic Leadership (Video available on Student CD-ROM) chapter 11: leadership and followership Chapter 11 Summary ▪ Leadership is the process of guiding and directing the behavior of followers in organizations. Followership is the process of being guided and directed by a leader. Leaders and followers are companions in these processes. ▪ A leader creates meaningful changes in organizations, whereas a manager controls complexity. Charismatic leaders have a profound impact on their followers. ▪ Autocratic leaders create high pressure for followers, whereas democratic leaders create healthier environments for followers. ▪ Two distinct dimensions of leader behavior are labeled initiating structure and consideration, alternatively called P-oriented behavior and M-oriented behavior, respectively, in Japan. ▪ The five styles in the Leadership Grid are organization man manager, authority-obedience manager, country club manager, team manager, and impoverished manager. ▪ According to the contingency theory, task-oriented leaders are most effective in highly favorable or highly unfavorable leadership situations, and relationship-oriented leaders are most effective in moderately favorable leadership situations. ▪ The path-goal theory, Vroom-Yetton-Jago theory, and situational leadership model say that a leader should adjust his or her behavior to the situation and should appreciate diversity among followers...
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...strength you possess. Your top five are the ones to pay attention to and find ways to use more often. Your Top Strength Fairness, equity, and justice - Treating all people fairly is one of your abiding principles. You do not let your personal feelings bias your decisions about other people. You give everyone a chance. Your Second Strength Leadership - You excel at the tasks of leadership: encouraging a group to get things done and preserving harmony within the group by making everyone feel included. You do a good job organizing activities and seeing that they happen. Strength #3 Industry, diligence, and perseverance - You work hard to finish what you start. No matter the project, you "get it out the door" in timely fashion. You do not get distracted when you work, and you take satisfaction in completing tasks. Strength #4 Spirituality, sense of purpose, and faith - You have strong and coherent beliefs about the higher purpose and meaning of the universe. You know where you fit in the larger scheme. Your beliefs shape your actions and are a source of comfort to you. Strength #5 Hope, optimism, and future-mindedness - You expect the best in the future, and you work to achieve it. You believe that the future is something that you can control. Strength #6 Bravery and valor - You are a...
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...also learn how The Heart of Change can alter the way organisations and leaders approach change management. Since this guide covers a lot of ground and is a long read (3,000 words) you may want to check out the table of contents below for some quick jumping around. And if you want to read more high quality articles please sign up for email updates and never miss another post. Want to read something shorter? Visit our related post: The Heart of Change. Or download the ebook of this article from our member resources section. Table of Contents * Successful Change Management * Kotter’s 8-Step Change Model for Leading Change * Creating a Climate for Change * Increasing Urgency * Building the Guiding Team * Getting the Right Vision * Engaging and Enabling the Organisation * Communicate for Buy-in * Empower Action * Create Short-term Wins * Implementing and Sustaining Change * Don’t Let Up...
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...Kingdom of Saudi Arabia E-mail: dmccrohan@alfaisal.edu Abstract Since 2001 the development of the Saudi Arabian capital market has dramatically improved its technical infrastructure. The very nature of these new emerging markets necessitates the need for establishing a benchmark for future equity analysis. It is against this backdrop that this paper investigates the sensitivity of sector risk-return relationships in the Saudi Arabian Stock Market. Using the Capital Asset Pricing Model (CAPM), the beta and alpha coefficients are calculated and later refined with a rolling regression technique. Results suggest that beta is time variant. Using a static beta measurement without consideration to its relative daily instability, distorted sector-market relationship signals and lead to spurious results. This suggests one should not rely on the traditional beta measurement as a sole guiding investment tool. The contribution of this paper provides a more refined technique, a rolling beta, to accurately capture daily valuation swings caused by market-moving events over time. Subsequently alpha values were calculated using the CAPM and more accurate risk-return valuations were forecasted of future expected outcomes. More robust forecast results emerged identifying four key phases of varying stock market activity (systematic risk) and sector market valuations previously unrecognized when using a static beta...
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...existence of a set of comprehensive state grade level assessments in mathematics and English language arts that are designed based on rigorous grade level content. In addition, assessments for science in elementary, middle, and high school were required. To provide greater clarity for what students are expected to know and be able to do by the end of each grade, expectations for each grade level have been developed for science. In this global economy, it is essential that Michigan students possess personal, social, occupational, civic, and quantitative literacy. Mastery of the knowledge and essential skills defined in Michigan’s Grade Level Content Expectations will increase students’ ability to be successful academically, and contribute to the future businesses that employ them and the communities in which they choose to live. Reflecting best practices and current research, the Grade Level Content Expectations provide a set of clear and rigorous expectations for all students, and provide teachers with clearly defined statements of what students should know and be able to do as they progress through school. PHYSICAL SCIENCE LIFE SCIENCE EARTH SCIENCE Development In developing these expectations, the K-7 Scholar Work Group depended heavily on the Science Framework for the 2009 National Assessment of Educational Progress (National Assessment Governing Board, 2006) which has been the gold standard for the high school content expectations. Additionally, the National Science Education...
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...INTRODUCTION This work will discuss about motivational interviewing (MI) the nurse’s role in helping motivation for change in client with alcohol dependence. For clarity purpose, key terms like MI and alcohol dependence shall be defined. The evidence of effectiveness of MI as a psychosocial intervention for alcohol dependence and policies underpinning the use as well as the strengths and weaknesses and ethical issues. This work will evaluate nurse’s role in providing care and treatment including health education and promotion by helping patients/client’s motivation for change. Through reflection on practise, the writer’s clinical placement practise experiences of working with alcohol dependent clients in the community shall be use for illustration. Name and place will not be mentioned due to patient’s confidentiality (NMC, 2008). In conclusion, recommendations will be made to improve practice. The aim of this work is to critically evaluate the effectiveness of MI as a psychosocial intervention in alcohol dependence. The rational and motivation for choosing to explore this topic is because of a particular interest in substance misuse nursing and experiences from using MI in the care and treatment of alcohol dependent clients. Alcohol dependence represents a major burden to the National Health Service (NHS) and the wider health and social care systems (alcohol concern, 2009, Cabinet Office, 2003). The Department of Health (2004) estimates that nationally, six percent of men...
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...The September 6, 1999 Fortune article entitled, “Eisner’s mousetrap,” describes the well known Disney Company as a large organization ($24 billion in revenue in 1999) that “has simply stopped growing.” The status of the company was examined in detail by the article and a number of problems were revealed. This paper is based on the information provided by the article and is divided into two sections. The first section discusses four reasons for the difficulties currently confronting the Disney Company. The second section offers suggestions that would allow Disney to addresses the difficulties it now faces as it successfully changes. Reasons Why Disney is Facing Difficulties The myriad of problems facing Disney can be traced to four causes. The difficulties began with a dramatic shift in the strategic context under which the company operates. This shift highlighted shortcomings in the company’s structure and culture. And CEO Michael Eisner’s hands-on, meddlesome approach has thwarted efforts to turn around the company. Disney’s strategic context. Tushman and O’Reilly define strategic context as three key factors that help managers understand the opportunities and constraints that fie before their organizations. The factors are: (1) the environment in which the organization operates, (2) the resources available to the organization, and (3) the history of the organization. The strategic context is the vital first step in Tushman and O’Reilly’s congruence model. Once the strategic...
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...TASTE SUSTAINABLE DEVELOPMENT THROUGH CSR ____________________________________________________ INTRODUCTION Sustainable development is a vision and a way of thinking and acting so that we can secure the resources and environment for our future generation. It will not be brought through policies only - it must be taken up by society as a principle guiding the many choices each citizen makes every day, as well as the big political and economic decisions that affect many. It is clear that environmental degradation tends to impose the largest costs on those generations that are yet to be born. We can only improve sustainable development when it will put an emphasis on involving citizens and stakeholders. Ultimately, the vision will become reality only if everybody contributes to a world where economic freedom, social justice and environmental protection go hand in hand, making our own and future generations better off than now.1 Sustainability has emerged as a challenge before entire civilization. The challenge before us is to reduce disparity through capacity building and providing poor and dispossessed access to the knowledge and resources needed for meaningful life. National Development through Corporate Social Responsibility (CSR) and Sustainability ensures the well-being of individual by integrating business practices in an economically, socially and environmentally sustainable manner that is transparent and ethical. CSR is...
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...needs to be adopted and incorporated into the culture of the organization. It is very important that the organization can see that leadership have bought in to the approach and are willing to support Lean. Numerous examples exist that demonstrate failed attempts at implementing Lean. It is important that organizations appreciate that they cannot simply wake up one day and choose to introduce Lean. It took Toyota many years to develop their culture into one of continuous improvement. For organizations that are new to Lean, the effort required will be significant in order to realize the true value associated with Lean principles. Poor planning will almost certainly result in disappointment and leave a strong negative association with any future Lean attempts along with a big investment with little to no return. With a focus on continuous improvement and continuous flow, manufacturing based on pull rather than push demand will assist organizations in becoming Lean. While Lean is a long journey, it can be one that returns significant value to an organization. What follows is a view of the history of Lean, some of the tools such as Value Stream Mapping, Kaizen, etc, along with the expected benefits, potential barriers, critical success factors, and a quick view of Lean at Suncor. Table of Contents 1.1. Introduction 4 1.2. Concepts, Theories, Tools and Techniques 5 1.2.1. The Toyota Production System 5 1.2.2. The Toyota Way 5 1.2.3. Continuous Flow – Pull versus...
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...Organization of the Petroleum Exporting Countries | | | | | Headquarters | Vienna, Austria | Official languages | English[1] | Type | Trade bloc | Membership | 12 states (2011)[show] * Algeria * Angola * Ecuador * Iran * Iraq * Kuwait * Libya * Nigeria * Qatar * Saudi Arabia * United Arab Emirates * Venezuela | Leaders | - | President | Rostam Ghasemi | - | Secretary General | Abdallah el-Badri | Establishment | Baghdad, Iraq | - | Statute | September 10–14, 1960 | - | in effect | January 1961 | Area | - | Total | 11,854,977 km2 4,577,232 sq mi | Website www.opec.org | | Currency | Indexed as USD-per-barrel | | | | Current members OPEC has twelve member countries: six in the Middle East, four in Africa, and two in South America. Country | Region | Joined OPEC[25] | Production (bbl/day) | Algeria | Africa | 1969 | 2125000 !2,125,000 (16th) | Angola | Africa | 2007 | 1948000 !1,948,000 (17th) | Ecuador | South America | 2007[A 1] | 0485700 !485,700 (30th) | Iran | Middle East | 1960[A 2] | 4172000 !4,172,000 (4th) | Iraq | Middle East | 1960[A 2] | 3200000 !3,200,000 (12th) | Kuwait | Middle East | 1960[A 2] | 2494000 !2,494,000 (10th) | Libya | Africa | 1962 | 2210000 !2,210,000 (15th) | Nigeria | Africa | 1971 | 2211000 !2,211,000 (14th) | Qatar | Middle East | 1961 | 1213000 !1,213,000 (21st) | Saudi Arabia | Middle East | 1960[A 2] | 8800000 !8,800,000 (1st) | United...
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...2011/2012 GRI Report A companion to the 2011/2012 Sustainability Report This report was released on October 7, 2012 | v1 . 8 About This Report The Global Reporting Initiative (GRI) is “a network-based organization that produces a comprehensive sustainability reporting framework that is widely used around the world.” This year, in 2012, The Coca-Cola Company has set out to report against the Key Performance Indicators (KPIs) that measure economic, environmental and social performance. We have done so within the scope of our Company’s wholly owned operations. Where we have reported information on behalf of the Coca-Cola system (The Coca-Cola Company and our bottling partners), we have flagged this information within the body of the text. For 2012, and the 2011/2012 Sustainability Report specifically, our Company has self-declared a grade B against the GRI G3.1 Guidelines. This year’s Sustainability Report has also received verification by a third-party external verification agency, FIRA Sustainability BV. Their verification is evidenced by a “+” sign next to our grade B, which reflects their verification and approval of our tracking systems. Throughout this report, you will find the KPIs that we have addressed, along with additional information regarding our most critical initiatives and programs. While we strive to continuously increase our transparency, some of the information requested in response to additional KPIs could put at risk our ability to compete and therefore...
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...Corporate Approaches and Challenges to Decisionmaking RAND RESEARCH AREAS THE ARTS CHILD POLICY CIVIL JUSTICE EDUCATION ENERGY AND ENVIRONMENT HEALTH AND HEALTH CARE INTERNATIONAL AFFAIRS NATIONAL SECURITY POPULATION AND AGING PUBLIC SAFETY SCIENCE AND TECHNOLOGY SUBSTANCE ABUSE TERRORISM AND HOMELAND SECURITY TRANSPORTATION AND INFRASTRUCTURE WORKFORCE AND WORKPLACE C ybersecurity economics is an emerging field. There is a significant need for better data, better understanding, and better methods for using resources wisely, not only to protect critical products and services but also to provide assurances that software will work as expected. In two articles, RAND senior scientist Shari Lawrence Pfleeger and her colleagues addressed these key cybersecurity concerns and identified how different types of companies or organizations perceive the importance of cybersecurity and make cybersecurity investment decisions. Abstract The emerging field of cybersecurity economics could benefit from better data, better understanding, and better methods for using resources wisely, not only to protect critical products and services but also to provide assurances that software will work as expected. This research brief presents findings that address these key cybersecurity concerns, perceptions of the importance of cybersecurity, and considerations for cybersecurity investment decisions. In particular, it suggests that companies, the government, and other organizations can help improve our understanding...
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...Organizational Change of the Chrysler Corporation in the 1978 Bailout and Lee Iacocca Dustin T. Embler BA 401 Research Paper/Case Study Abstract In the year 1978 one of the United States largest corporations was on the brink of financial crisis, the Chrysler Corporation. Hundreds of jobs, billions of taxpayer dollars, and the success of an American company all lay in the balance. Chrysler was overcome in debt due to its subpar decision making, increasing government regulations, and inability to compete with its domestic and foreign competition. Nevertheless, a hero arrived when Lee Iacocca joined as President of Chrysler to aid to its recovery in such adverse times. Fighting his way through the United States legislation for financial assistance to save Chrysler, Iacocca is able to successfully get the necessary legislation passed that will not only help him keep the company afloat but to also change the entire organization into a successful and profitable business in a matter of years. History of the Chrysler Corporation and Lee Iacocca “The Chrysler Corporation was founded in 1925 by Walter P. Chrysler, a former railroad mechanic who rose through the ranks of GM to lead the highly successful Buick Division. Chrysler did not get along well with William Durant, the founder and head of GM, and eventually left to form his own company (Braun).” “Always short of capital in this capital-intensive business, Chrysler was forced to build its cars largely of purchased parts...
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