...[pic] FACTORS AFFECTING PERFORMANCE CONTENT: FOCUS QUESTION 1- HOW DOES TRAINING AFFECT PERFORMANCE • Energy systems • Types of training and training methods • Principles of training • Physiological adaptations in response to training FOCUS QUESTION 2- HOW CAN PSYCHOLOGY AFFECT PERFORMANCE • Motivation • Anxiety and Arousal • Psychological strategies to enhance motivation and manage anxiety FOCUS QUESTION 3- HOW CAN NUTRITION AND RECOVERY STRATEGIES AFFECT PERFORMANCE • Nutritional considerations • Supplementation • Recovery strategies FOCUS QUESTION 4- HOW DOES THE ACQUISITION OF SKILL AFFECT PERFORMANCE • Stages of skill acquisition • Characteristics of a learner • The learning environment • Assessment of skill and performance FOCUS QUESTION 1- HOW DOES TRAINING AFFECT PERFORMANCE • Energy systems: All energy is provided in the muscles in the form of the molecule adenosine triphosphate (ATP). Chemical reactions in the body cause ATP to break down and release energy to the muscles for work. The chemical reactions are a result of a combination of oxygen we breathe and the breakdown of food, mainly carbohydrates and fats. The structure and breakdown of ATP: The ATP molecule has three phosphate molecules attached to it by high energy chemical bonds. One phosphate splits from the molecule and energy is released. The remaining compound is adenosine diphosphate...
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...previous printed version. © OCR 2008 QAN 500/2591/0 QAN 500/2587/9 Contents 1 About these Qualifications 4 1.1 6 The Four-Unit Advanced GCE 6 1.3 Qualification Titles and Levels 6 1.4 Aims 7 1.5 2 The Two-Unit AS 1.2 Prior Learning/Attainment 8 9 2.1 AS Units 9 2.2 3 Summary of Content A2 Units 10 12 3.1 AS Unit G451: An introduction to Physical Education 12 3.2 AS Unit G452: Acquiring, developing and evaluating practical skills in Physical Education 24 3.3 A2 Unit G453: Principles and concepts across different areas of Physical Education 31 3.4 4 Unit Content A2 Unit G454: The improvement of effective performance and the critical evaluation of practical activities in Physical Education 55 62 4.1 AS GCE Scheme of Assessment 62 4.2 Advanced GCE Scheme of Assessment 63 4.3 Unit Order 64 4.4 Unit Options (at AS/A2) 64 4.5 Synoptic Assessment (A Level GCE) 64 4.6 Assessment Availability 64 4.7 Assessment Objectives 65 4.8 5 Schemes of Assessment Quality of Written Communication 66 Technical Information 67 5.1 Making Unit Entries 67 5.2 Making Qualification Entries 67 5.3 Grading 68 5.4 Result Enquiries and Appeals 69 5.5 Shelf-Life of Units 69 5.6 Unit and Qualification Re-sits 69 5.7 Guided Learning Hours ...
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...The communication policy and the marketing strategy of the French Stage Brief presented by Pereira Jeremiah In order to obtain the 1st year of Master of Marketing and Production of Services Under the direction of: Briot Eugenie Academic Year 2007-2008 Pereira Jeremiah Master 1 MIE 2 Summary Introduction… … … … … … . … … … … … … … … … … … … … … … … … … .p 4 1. The growth strategy of the French Stage… … … … … … … … … … … .p10 1.1 . The development of the sporting club … . … … … … … … … …................... p11 1.2 . The policy of sponsorship of the stadium Francais………………………………… .... p12 1.2.1 . Sponsorship: an evolving activity since 1990 … … … … … … .p12 1.2.1.1 . The economic evolution… … … … … … … … … … … … … …................... p12 1.2.1.2 . An evolution of methodes………………………………………… … …p13 1.2.2 . The foundations of the sponsoring………………………………………………… ... p13 12.2.1 . The characteristics of l'echange……………………………………… …p13 1.2.2.2 . The sponsorship as a component of a comprehensive system… … … … … … …p15 1.2.2.3 . The objectives of the sponsorship… … … … … … … … … … … … … … … … … …p15 1.2.3 . Why the French Stage attracts t-it both for sponsors ? ......................................... p18 1.2.3.1 . Sponsorship: a dynamic positive……… … … … … … … … … … … .p19 1.2...
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.... Chapter Failure prevention and recovery 19 Eurotunnel response team during one of their regular patrols in the tunnel Source: Eurotunnel Introduction One obvious way of improving operations performance is by preventing failure. Failure is rarely unimportant, but in some operations it is vital that processes do not fail. Failure in aircraft in flight, for example, or electricity supplies to hospitals, or car seat belts, or the emergency services can be literally fatal. For these operations dependability is not just desirable, it is essential. Even in less critical situations, having dependable processes can give a competitive advantage. But no process is perfect and failures will occur. So it is important that we learn from all failures and have plans in place which help them recover and minimize their effects. Figure 19.1 shows how this chapter fits into the operation’s improvement activities. Operations strategy Failure prevention and recovery Operations process improvement makes processes better Design Operations management Improvement Total quality management organizes process improvement Planning and control Failure prevention and recovery stops processes becoming worse Topic covered in this chapter Figure 19.1 This chapter covers failure prevention and recovery . 618 Part Four Improvement Key questions I I I I I ??? Why do operations fail? How is failure measured? How can failure and potential failure be...
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...Identity based views of the corporation Insights from corporate identity, organisational identity, social identity, visual identity, corporate brand identity and corporate image Abstract Purpose – The purpose of this paper is to consider advances in corporate identity scholarship on the occasion of the tenth anniversary of the first special edition of corporate identity to appear in the European Journal of Marketing in 1997. Design/methodology/approach – The paper takes the form of a literature review. Findings – The notion of, what can be termed, “identity-based views of the corporation” is introduced. Each of the ten identity based perspectives that inform the above are underpinned by a critically important question which is believed to be of considerable saliency to marketing scholars and policy advisors alike. As a precursor to an exposition of these ten perspectives, the paper discusses five principal schools of thought relating to identity and identification ((the quindrivium) which can be characterised as: corporate identity (the identity of the organisation); communicated corporate identification (identification from the organisation); stakeholder corporate identification (an individual, or stakeholder group’s, identification with the organisation); stakeholder cultural identification (an individual, or stakeholder group’s, identification to a corporate culture); and envisioned identities and identifications (this is a broad category and relates to how an organisation, or group...
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...\CONSUMER BEHAVIOUR Basic concepts and definition Objectives: By the end of this lesson you will be able to: Explain why marketing managers should understand consumer behavior Define and explain basic concepts in the study of consumer behavior. Introduction Why is it difficult to market any product to consumers? The reason is simple: Consumers are complex and constantly changing. Not only is it difficult to figure what marketing program will work but also what worked yesterday may not work today. Thus marketers must constantly improve their understanding of customers. Understanding consumer behavior and knowing your customers is never simple. Customers may say one thing but do another. They may not be in touch with their deeper motivation. They may respond to last minute influences. Some companies like Kenya Airways, Equity Bank, Microsoft, Coca-Cola e.t.c have stood to profit from understanding how and why their customers buy. On the other hand not understanding your customer’s motivations, needs and preferences can hurt. In Kenya, companies like Elliott’s and Sang Yong Motors failed. Consider also the case of Kodak when it introduced its Advantage camera and proudly marketed it as a high-tech product but to a generation (usually referred to as middle-aged baby comers) for which the bells and whistles of new technology had lost their appeal. It was a costly bust. Basic definitions and concepts Marketing: Just to remind ourselves we can say that...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin 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 Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. 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 written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...1 LESSON NO. 1 ORGANISATION BEHAVIOUR INTRODUCTION Org. Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves understanding people and predicting their behaviour, and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator, he needs to build relationships with suppliers, contractors, customers, clients, and the community. For those that consist of more than one person, internal as well as external relationships have to be created and maintained. Organisations therefore consist of individuals, groups, and relationships. Objectives, structures, systems and processes are then created to give direction and order to activities and interactions. OB is thus of great concern to anyone who organises, creates, orders, directs, manages, or supervises the activities of others. It is also of concern to those who build relationships between individuals, groups of people, different parts of organisation between different organisation, for all these activities are founded on human interactions. OB is therefore concerned with:1. The purposes for which organisations are created 2. The behaviour of individuals, and an understanding of the pressures and influences that cause them to act and react in particular ways. 3. The qualities...
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...CQ1) How are priority issues for Australia’s health identified? 1. Account for the differences in health status of men and women in Australia (7 marks) 2. Define the following terms: mortality, morbidity and life expectancy (3 marks) 3. How is epidemiology used to improve the health of Australians? Provide examples (6 marks) 4. Outline two indicators of morbidity. Include examples in your answer (3 marks) 5. Why is it important to prioritise particular health issues in Australia? Include examples in your answer (5 marks) 6. Discuss the limitations of using epidemiology to describe the current health status of a population (4 marks) 7. Compare the health status of Australian males to Australian females (4 marks) 8. Analyse the importance of social justice principles in selecting health priorities in Australia (6 marks) 9. Demonstrate how an illness or disease is selected as a National Priority area (5 marks) 10. What is the role of epidemiology? Explain how epidemiology can be used to determine the priority areas for Australia’s health (4 marks) 11. Explain the main measures of epidemiology. What information do they provide about the current health status of Australians (4 marks) 12. Is Australia a healthy nation compared with the rest of the world? Explain your answer. How can Australia’s health be improved? (5 marks) 13. Distinguish between the terms ‘prevalence’ and ‘incidence’ (2 marks) 14. Identify reasons for Australia’s declining infant mortality rate...
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...PEOPLE IN ORGANISATIONS Level 7 I. ORGANISATIONAL BEHAVIOUR 1.1. The meaning of organizational behaviour We live in an organizational world. Organizations of one form or another are a necessary part of our society and serve many important needs. The decisions and actions of management in organizations have an increasing impact on individuals, other organizations and the community. It is important, therefore, to understand how organizations function and the influences which they exercise over the behaviors of people. 1.2. The behavior of people Organizational Behaviour is concerned with the study of the behavior of people within an organizational setting. It involves the understanding, prediction and control of human behavior. There is a close relationship between Organizational Behaviour and management theory and practice. The behavior of people, however, cannot be studied in isolation. It is necessary to understand interrelationships with other variables which together comprise the total organization. To do this involves considerations of interactions among the formal structure , the task to be undertaken , the technology employed and the methods of carrying out work, the process of management and the external environment . The study of O B embraces therefore the understanding of : * The behavior of people , * The process of management ; * The organizational context in which the process of management takes place ; * Organizational processes...
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...TE AM FL Y FEARLESS INTERVIEWING How to Win the Job by Communicating with Confidence Marky Stein McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by Marky Stein. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, 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 permission of the publisher. 0-07-141572-6 The material in this eBook also appears in the print version of this title: 0-07-140884-3. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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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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...-1- DANIEL GOLEMAN’S EMOTIONAL INTELLIGENCE: WHY IT CAN MATTER MORE THAN IQ (1995)1 False facts are highly injurious to the progress of science, for they often long endure. But false views, if supported by some evidence, do little harm. (Charles Darwin, The Descent of Man and Selection in Relation to Sex, 1871)2 Since its publication in 1995, Daniel Goleman’s Emotional Intelligence: Why It Can Matter More than IQ has been the flagship of a fleet of books that Goleman has authored or co-authored, and the foundation text of a world-wide movement that claims that what has been universally regarded as intelligence is merely one type of intelligence – cognitive intelligence – and is not as important as another type of intelligence – emotional intelligence. As the dust jacket of Emotional Intelligence proclaims, it is, “The groundbreaking book that redefines what it means to be smart.” In this document, I will analyze every book and article that Goleman adduced to denigrate the importance of cognitive intelligence, and even more, the tests that measure it. I will demonstrate that not one of them says what Goleman claims it says, and many say the opposite.3 No one denies that emotional strengths and social abilities often contribute to social and occupational success. But Goleman knew two crucial facts about them that he did not tell his readers. In the introduction to Emotional Intelligence, Goleman wrote (pages xi-xii), This mapping [of emotional intelligence] offers a challenge...
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...LDR/531 isn’t available until Sep. 03 and has 30 questions. LDR 531 FINAL EXAM PREP 1) Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the following is one of the broad categories into which these roles might be grouped? A) intrapersonal B) institutional C) decisional D) affective E) reflective 2) Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers no longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals? A. Party B. Unit C. Community D. Organization 4) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 5) Determining how tasks are to be grouped is part of which management function? A. Leading B. Planning C. Controlling D. Organizing E. Contemplating 6) Which of the following is least likely to be considered a manager? A. A lieutenant leading an infantry...
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