of limited time, knowledge, and computational capacities. However, most theories of inductive inferences model the human mind as a supercomputer like a Laplacean demon, equipped with unlimited time, knowledge, and computational capacities. In this article I review models of fast and frugal inference, that is, satisficing strategies whose task is to infer unknown states of the world (without relying on computationaly expensive procedures such as multiple regression). Fast and frugal inference is a form
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Seattle, Washington January 26, 2012 Dear Shareholders: You are cordially invited to attend the Starbucks Corporation 2012 Annual Meeting of Shareholders on March 21, 2012 at 10:00 a.m. (Pacific Time). The meeting will be held at Marion Oliver McCaw Hall at the Seattle Center, located on Mercer Street, between Third and Fourth Avenues, in Seattle, Washington. Directions to McCaw Hall and transportation information appear on the back cover of the notice of annual meeting and proxy statement. Under
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OFFICER PROGRAM APPLICATION PREPARATION HANDBOOK (OCS, CSPI, DCE, & AVCAD) USCG Training Center Cape May, NJ September 2012 v. 13 50 OCS, CSPI, DCE, AVCAD APPLICATION PREPARATION HANDBOOK (Officers – except for certain captains – and those who had enlisted were let go, or “put on the beach” when wars ended.) Officers were given commissions by the monarch. Like a commission given to an artist or architect to produce a new work, these commissions laid out the scope of their duties and
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provide better ideas on implementing and managing the use of technology by their sales force. Keywords Sales force, Communications technology, Product technology, User studies, Sales performance, Innovation Paper type Research paper An executive summary for managers and executive
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when they are dying (AARP, 2003), they only comprise 8% of all hospice enrollees (NHPCO, 2007), despite the fact that they represent 13% of the total population in this country (U.S. Census Bureau, 2008). In fact, hospice care in this nation has always been underutilized by African Americans (Connor, Elwert, Spence, & Christakis, 2008). In the San Francisco Bay Area, among Medicare-certified hospice agencies that submit data to the State of California, only 2% of all the hospice enrollees in 2007
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COLLOQUIUM includes debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*
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Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational
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April 3, 2016 C H A P T E R 3 Evaluation Methods Learning Objectives 1. Recognize differences between evaluation methods and how they support the human factors design cycle 2. Design formative and summative human factors studies 3. Understand representative sampling and the implications for study design and generalization 4. Design an experiment considering variables that are measured, manipulated, controlled, and cannot be controlled 5. Interpret results and recognize the limitations
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Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational
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Wajeeha Javed – Head of Academics, SZABIST Mr. Fahad Zuberi– BBA Coordinator, SZABIST Mr. Rizwan Bashir– CEO/Consultant, Training House Mr. Khurram Abbas– Territory Manager – Reckitt Benckiser Thank you all Table of Contents 1 Executive Summary 4 2 Introduction 5 2.1 Variables of the Study 5 2.2 Research Methodology 6 2.3 Sampling Size & Sample Techniques 9 2.4 Scope of Study 10 2.5 Research Objectives 10 2.6 Research Questions 11 3 Assumptions 11 4 Literature Review
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