Perception of Intelligence

Different cultures conceptualize and measure components of intelligence in various ways. Some cultures value a person’s ability to quickly process and respond to information. Other cultures may value one’s ability to consult with members of the same culture who have more life experience in order to solve problems. Still, other cultures value creativity, formal education, and literacy as a basis of intelligence. With so many variations in cultural beliefs, how do researchers ensure accurate measurements of intelligence among different cultures? For example, can standardized tests of intellectual ability from a Western culture adequately and appropriately measure the intelligence valued by Kpelle farmers in Liberia?

For this Assignment, consider how cultures interpret intelligence differently. Reflect on how various cultures measure intelligence. Use your Final Project culture of interest and, in addition, select another culture that defines intelligence differently. Consider how you might test different cognitive abilities (e.g., memory, organization, and visualization) in each of these two different cultures.

The Assignment (4–5 pages)

  • Describe the two cultures (South African and Arabic Cultures please) you selected and compare how each culture perceives intelligence.
  • Explain three cultural factors that might influence how intelligence is perceived in each culture you selected.
  • Explain how you might measure intelligence in each culture and why you selected this method.
  • Support your responses using the Learning Resources and the current literature.
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Stakeholder

Continuing with the Suburban Homes Construction Project case study found at the end of chapter 6 (and reviewing previous chapters 1 through 5), CPM 4e, complete the following individual assignment:

(20 points) Stakeholder identification and prioritization matrix (Exhibit 6-2)

(20 points) Stakeholder Matrix (Exhibit 6-4)

(20 points) Stakeholder Engagement Matrix (Exhibit 6-5)

(20 points) Communication Matrix (Exhibit 6-9)

(20 points) Mechanics

You will be assessed on content and mechanics.

Content (80 points):  The content must be based on the case study materials and reading assignments.  The PMBOK 6e and CPM 4e, along with other reputable resources can be used to supplement the responses through summarizing, paraphrasing and quoting those sources. Each matrix should be followed by a discussion of the matrix and how to use/interpret it.

Mechanics (20 points):  The total assignment length should be at least 3 pages, not to exceed 4 pages.  This is not an academic paper, therefore you do not need to follow APA guidelines.  You should review the assignment rubric in Moodle to ensure that you address all aspects of each component to this assignment.

Your Instructor will use Turn-it-in to ensure your paper is authentic work. To avoid plagiarism, see the course home page for more information and use the Purdue Online Writing Lab to learn how to paraphrase, summarize and cite the references you use in all academic writing assignments.

Case Analysis Assignment: World Relief

Instructions

Prepare and Present a Case Analysis: World Relief, NO PLAGIARISM,  Overall analysis should not exceed 4 pages. It must be clearly written with no grammatical errors or spelling mistakes. It must be properly cited using APA style and reference. Your grade for each component will be reflective of your ability to think critically; present sound arguments that are properly substantiated, good introduction , an analysis that includes:

  1. Identification of the firms’ vision, mission, objectives,  strategies . 
  2. A proposal for a new vision and mission that you feel would better represent the company.
  3. Assessment of:
    • -Internal strengths and weaknesses
    • -External opportunities and threats
    • -An IFE and EFE OR a SWOT Analysis

7. Recommendations on strategic directions for the company that are supported by 2 of the following:

  • SPACE Matrix
  • BCG Matrix
  • IE Matrix
  • QSPM

8. Rationalization as to why recommendations are being made.

9. Conclusion.

10.  Overall analysis should not exceed 4 pages. It must be clearly written with no grammatical errors or spelling mistakes. It must be properly cited using APA style. Your grade for each component will be reflective of your ability to think critically; present sound arguments that are properly substantiated.

Case Manager

Deliverable Length:  3 pages

Long-term care (LTC) has often been thought of as the place where people go to die. Thankfully, this is one area of health care that has experienced significant reform over the years. Although there are still many improvements needed, the system has evolved into two basic delivery models: community and institutional. For this assignment, complete the following:

  • Take on the role of a case manager, and prepare a paper on the 2 primary models used in delivering LTC to present to potential long-term care client families.
  • You should write a report that compares and contrasts the 2 models, being sure to address any questions a family might have when considering long-term care options.
  • Use information from your readings to support your work.
  • The report should be 3 pages, excluding the cover page, abstract page, and reference page.
  • The paper should be in proper APA format.
  • Work should be supported with at least 4 academic or professional peer-reviewed sources that were published within the past 5 years.
  • APA, Referenced, and Cited

HEALTHCARE LEADERSHIP

1. In a narrative format, discuss Wal-Mart from a strategic perspective. Discuss Wal-Mart’s strengths and weaknesses? Information concerning recent changes in the firms is readily available online and should be accessed. Strategic issues should be discussed in “real time.

 

2.   How has Wal-Mart grown from a small region chain to the largest discount retailer in the world? How has its strategy contributed to the firm’s growth?

 

3.  What challenges does Wal-Mart currently face at home and abroad in its attempt to maintain industry dominance? Is it feasible that Wal-Mart will fall from the top position in the next decade? Why or why not?

 

4.  Suppose you are the manager of a small electronics store in a community of 10,000. Wal-Mart has just opened a store across the street? What changes would you make to surviveand thrive—now that Wal-Mart has come to town?

Role Of A Manager

Deliverable Length:  3 pages, excluding cover page, abstract page, and reference page.

For this assignment, assume the role of a manager of an assisted living facility. In a 3 page paper, answer the following questions. Support your answers with research from the library and the web.

  • What are some of the needs, both physical and emotional, of the residents in your facility that you need to be sure to address?
  • How can you help families grapple with the decision of moving a loved one to an assisted care facility?
  • Discuss the physical, biological, and psychological contexts specifically, i.e., what are some of the physical, biological and psychological considerations for residents entering an assisted living center?
  • When does a resident of an assisted living facility need to transition to a nursing home or facility with a different level of care?
  • APA Format, Referenced< and Cited

Project 1 Organizational Theory Business Management

This project was designed to have you demonstrate an understanding of how the role organizational theory applies to management.  Furthermore, the student will demonstrate this understanding by explaining the evolution of management theory and how it relates to the business environment through the use of a case scenario.

 

Read critically and analyze the following scenario:

Geraldine Barney Garrett, the granddaughter of Wilford Barney took over the reins of the R&D department of Biotech Health and Life Products (Biotech) in 1965.  She had trained at the hands of her grandmother Wilford’s mother, Maria.  Geraldine was a strong manager and developed the Research and Development (R&D) lab from the advanced kitchen of her grandmother to the scientific lab of her peers.  Geraldine’s management philosophy evolved over the years but she had several basic ideas that kept her grounded.  Geraldine knew she had to answer to the family in every decision she made. Her grandmother stressed this point and she eventually came to agree. Therefore, Geraldine had final say on decisions.  She also realized that her employees had good ideas and talent but they did not bear the responsibility she did.  So, although she consulted with the employees often, she never gave them the power to make important decisions. 

Geraldine was charismatic in a motherly way and employees liked working for Geraldine.  Some employees had worked under Geraldine for most of their career.   Like Geraldine several of the team members are retiring leaving few left in the company.

When it comes to leading the entire R&D Division, Geraldine is very controlled in defining goals, setting tasks, and is outstanding at dividing the work among the employees, organizing the product materials and coordinating and communicating activities between the different departments.  However, those employees who work with Geraldine know that her approach depends on the task at hand.  Several years ago when Geraldine overheard two or three workers talking about wanting a break from the monotony of doing the same job day in and day out, Geraldine set up a plan to rotate workers so they were exposed to different facets of the R&D process.  Geraldine’s decision always appear to be dependent on the current circumstances and context of the decision.  She is often heard instructing the newer workers, stating, “Always ask yourself which method will work best.  Remember, you are always looking to find the simplest and most effective solution.  Due to Geraldine’s savvy way of managing, the lab has shown an increase in morale, lower turnover and a significant decrease in R&D costs.

Geraldine could see the need for changes in the lab, the most important of which was retaining younger employees.  Since she was retiring at the end of the year, Geraldine knew the new department head would have to deal with the problem.  Her immediate concern was who the new department head should be.  Her own granddaughter, Valerie Malone, was now working in the company and she knew Valerie was expecting the job. 

Valerie was qualified for the job. She was a Phi Beta Kappa graduate of the University of Maryland College Park with a double major in Botany and Food Science.  She minored in Business Management.  She had worked in the plant in Chicago every summer since High School and had reproduced and revised all her grandmother’s and great-great grandmother’s recipes.  Starting full-time at 22 years of age Valerie got along with everyone in the department but at 27 Geraldine thought she may be too young to assume the position.  Geraldine had hoped that she might mentor Valerie for a few more years and turn the reins over when she was 30, but health concerns made Geraldine shorten the plan.  

Valerie was confident and competent in her work. She was passionate about keeping the business focused on its all-natural product line and developing ecofriendly packaging. She was detail oriented and the people on her team seemed to work well together.  Geraldine noted that Valerie appeared to create functional teams well suited for the various types of tasks or projects.  The teams invariably were always on time and productive.  Although the group may change in terms of members depending on the task, the group was comprised of the longest standing members of R&D and also included Geraldine’s team from time to time.   

Geraldine knew that Valerie feels strongly that the lab has to be updated to include the use of more sophisticated machinery and computers that would enhance the efficiency of the products being developed.  Valerie also believes the update to technology will make the company more competitive.  Valerie often tried to get Geraldine to agree to the revisions bringing in literature from various business journals to prove her point.  “The business world is dynamic and requires people to adjust to the competition in a vigorous and active way. The lab needed the tools to make that happen.” Valerie argued.  Valerie also told her grandmother that she had a lot of new ideas for oils and essences that only the new equipment would be able to test.  Valerie was adamant that Biotech would lag behind the competitors especially in the new beauty line products if the company did not modernize.

Valerie liked to collaborate with the others but did not always take the lead.  She often sat back and listened and at times deferred decisions to others whose opinion differed from her own. When Geraldine told Valerie, she would lose control of the group and maybe the project if she didn’t actively lead, Valerie only smiled and said “Nana you have to let the team unleash its potential, be creative or else they will leave and go somewhere that listens to them.”  Valerie was insistent on the idea of bringing in the labs and R&D people from the other branches on projects rather than having them pass along the ideas.  In a conversation one day about a new project for Germany, Valerie pointed out to Geraldine, “That new products have to be customer driven, and our customers are from all over the world.  We need to appreciate their needs and taste preferences.  While we can come up with our own ideas of what the market should like that also means that the markets are biased by our own pallets and health needs.  We now have to think globally. The changing marketplace means we have to listen to our customer and what they want.”

Geraldine was unsure of some of Valerie’s ideas on engaging others.  She felt sure that Valerie may begin to empower people rather than maintain control over the decision making.  When, Geraldine questioned Valerie about her concerns, Valerie replied “Nana, this company is like one big family and in order for it to keep running functionally, we have to be aware of all its parts, all the people who are important to keep it vital, and change with the times to keep the livelihood of the family intact.  To do this and keep people wanting to be a part of the family, we have to create an environment that makes employees feel stable and safe in the family yet dynamic enough to stay relevant in the industry.  We have to keep employees looking and moving forward.”  Geraldine shrugged and said nothing but thought, “They are more likely to get off task.”  Geraldine knew the company had a collaborative culture, and she often worked together with her family in a similar fashion, but managing a department this way…she was not too sure. That business school education may have put some ideas into Valerie’s head that might come back and haunt her. 

The other logical candidate was Melanie Harper.  Department Head of the new products team, Melanie at 35 was competent, and ran her team like Geraldine would.  In an effort to get some idea of Melanie’s management philosophy Geraldine asked her one day, after witnessing a not terribly successful exchange with one of her team, “What do you believe is important in managing a team?”  Melanie’s reply was, “I think it is important to retain the final responsibility for decision making.  Everyone should have their own specialty, while answering to the common good.  My order and discipline are important.  It was like what Joe just did. I asked him to process the essential oils for this new candy bar we are working on for Italy.  He is the best at doing so and he does this well but he just kept going on with the project adjusting the ingredient list to make what amounts to a completely new candy bar. He claimed the adjustment was needed to get the best flavor from the oils.  However, it threw everything off for everyone else in the project.  His efforts wasted time.  I tried to be fair and listened to his reasoning, but he is making the others feel like they are wasting their time.  There is one direction, which I set, and he should follow.”  Geraldine was disturbed by this a little.  One thing that seemed inconsistent with the episode with Joe was the fact that Melanie usually wants employees to take initiative even if they make mistakes.  “Are you sure he just wasn’t taking the initiative to get things right with the flavor?” Geraldine asked.  “I supposed you have a point,” Melanie replied, “but he should know that we must have unity of direction and what Joe needs to understand is that he is not to take over and interfere with the work of the others in the team.”  Geraldine agreed with some of Melanie’s approach but had to wonder if Melanie overdid the idea of order.  Her staff seemed to have a greater turnover than Valerie’s, which wastes a great deal of time and money in the long run than the time Joe spent trying to make the candy bar work.

One other thing that bothered Geraldine about Melanie was the lack of new ideas and creativity.  Although Melanie could take ideas from others and execute them in a creative way, she did not have a lot of new ideas of her own.  She never seemed to seek new ideas or even revamp old ones.  Geraldine saw Melanie as talented and would keep the lab in its current state making only minor changes.  Melanie often said to Geraldine, “If it isn’t broken why fix it?”  Geraldine liked the idea of the lab being run the same way, but she wondered if the lack of ideas was reflective of a good department head.  After all the head was always expected to have new ideas.

Instructions

Step 1:  Write the Introduction

Create the Introductory Paragraph

The introductory paragraph is the first paragraph of the paper but is typically written after writing the body of the paper (Questions students responded to above).  View this website to learn how to write an introductory paragraph:

http://www.writing.ucsb.edu/faculty/donelan/intro.html

Step 2:  Answer the Following

  • Identify from among Geraldine, Valerie or Melanie the woman who best represents the Classical Organizational School of Thought.  (Hint: Look at the information provided for the different schools of thought and theorist and compare to the facts from the case scenario).
  • From among the following list of Classical School theorists listed below, select the one that best reflects the woman identified by you as the best fit to the Classical Organizational School of Thought and explain why.  Note:  You will need to research each theorist using all of the resources in week 1.  Do not latch onto one fact but use all of the facts.
    • Henry Fayol
    • Lilian Gilbreth
    • Fredrick Taylor
    • Henry Towne
    • Max Weber
  • As stated in the facts, Geraldine acknowledged four key areas that are of concern to her in the selection of a successor:  1) updating the technology in the lab; 2) retaining young employees; 3)providing teams with strong leadership; and 4) encouraging new ideas.  Which of the following four management theories would best fit Geraldine’s criteria as an ideal successor who would address the four concerns.
    • Fayol’s 14 Principles
    • The Contingency Approach
    • Modern Dynamic Engagement Theory
    • The Systems Approach
    • Human Relations Theory
  • Identify the theory that would best meet Geraldine’s desire for the successor of the department.  Explain why.
  • Based on the management theory you selected, which woman (Valerie’s or Melanie) would Geraldine select to be her successor.  Explain why.
  • All answers to the elements will use the facts within the case study along with class material to support any and all reasoning used to draw conclusions.

 

Create a Word or Rich Text Format (RTF) document that is single-spaced, with double spaces between paragraphs.  Use 12-point font.  The final product will be between 3 and 4 pages in length excluding the title page and reference page.  Write clearly and concisely.

Use headings

MUST USE PROVIDED SOURCES:

https://courses.lumenlearning.com/boundless-management/chapter/why-study-organizational-theory/

https://courses.lumenlearning.com/boundless-management/chapter/behavioral-perspectives/

Conflicts In The Workplace Dealing With Mergers

The paper is going to be about “Conflict in the workplace dealing with Mergers”

The following are the best practices in preparing this paper.

Cover page: Include who you prepared the paper for, who prepared it, and the date.

Table of Contents: List the main ideas and sections of your paper and the pages on which they are located. The illustrations should be included separately.

Introduction: Use a header on your paper. This will indicate that you are introducing your paper. The purpose of an introduction or opening is to Include, in the introduction, a reason for the audience to read the paper. Also, include an overview of what you are going to cover in your paper and the importance of the material. (This should include or introduce the questions you are asked to answer on each assignment.)

Body of your report —Use a header titled with the name of your project (e.g., “The Development of Hotel X—A World Class Resort”). Then proceed to break out the main ideas. State the main ideas, state major points in each idea, and provide evidence. Break out each main idea you will use in the body of your paper. Show some type of division, such as separate sections that are labeled, separate groups of paragraphs, or headers. Here you include the information you found during your research and investigation.

Summary and conclusion —Summarizing is similar to paraphrasing but presents the gist of the material in fewer words than the original. An effective summary identifies the main ideas and major support points from the body of your report. Minor details are left out. Summarize the benefits of the ideas and how they affect the tourism industry.

Work cited —Use the citation format as specified in the Syllabus.

Reference Should be at least 6 references

Title Page

Title of your conflict resolution paper Your name, class, instructor, e-mail address, and date.

Background

Provide an overview detailing the background necessary to fully understanding the context of the conflict scenario you wish to study. Present background and facts that will enable the reader to clearly understand the conflict situation and what is to follow.

Literature review

Connect the conflict situation you are studying to scholarly work in managing conflict in the workplace. Review at least six scholarly or professional studies or articles that seem relevant to your study. Be sure to cite all your sources in your paper. See specific guidelines below.

Analysis

Provide an identification and description of the causes of the conflict situation. Be sure the causes you identify relate directly to the conflict under study. A critical element of the strength of this section is to apply conflict resolution concepts and models from our text, from class discussions, and from your literature review. Discuss the concepts, ideas, or insights that are most valuable in helping you make sense of the causes of the conflict resolution. Support your analysis with reference to appropriate research and to illustrations.

Conflict Resolution Recommendation

Suggest consequences, if nothing is done differently or no actions are taken to address the causes of this conflict. Recommend a more desirable state of affairs (behaviors); compare this state to what happens if no changes are made. Describe exactly what should be done and how it should be done, including by whom, with whom, and in what sequence.

Reflection

Think about this assignment and write a well-thought-out reflective statement about how this assignment influenced your personal development in better understanding how to better manage conflict in the workplace.

Purchasing & Materials Management Assignment

respond to the following:
-Describe and explain the pros and cons of subcontracting logistics for a building or moving enterprise. (4-7 sentences)

-Provide recommendations to Claude Dakin in Case 16-1. (See attachment) (4-7 sentences)

-Explain, in addition to Ross Wood’s reason, why taking over the responsibility for accounts payable might be the only way. (4-7 sentences)

-Describe an alternative way and provide a rationale. (4-7 sentences)

___________________________________________________________________________

 

Please respond to the following:
-Describe  what elements are most valuable to your learning in this course such as  reading the textbook, listening to lectures, discussions, writing  papers, etc. (4-7 sentences)

-Describe what you remember most about this course. (4-7 sentences)

-Persuade a fellow business major why taking this course is in their best interest. What would you say to be persuasive? (4-7 sentences)

UNIT III

In this unit, you will complete a project topic in which you present “THE Coca Cola COMPANY” and give a brief introduction to the company.

Present some basic information about the size of the company, its history, and how it is organized. In addition, present some information about the corporate social responsibility (CSR) of the company.

Does the company follow Friedman’s or Carroll’s view of social responsibility?

Your project topic should be at least one page in length, double-spaced, and in 12 pt. Times New Roman font. To complete this assignment, a minimum of two reputable sources must be used, cited, and referenced. Use APA style guidelines.

indirect costs with program costs.

  1. Explain why it is or is not appropriate to associate indirect costs with program costs.
  2. Evaluate and explain how you can distinguish between program costs and indirect costs.
  3. Describe how these costs off-set.
  4. Discuss the role of “in-kind” donations as a vehicle to decrease costs and/or improve revenue flow.

must be at least 900 words in apa format and cite all sources