Critical Approaches Of Creative Media Products - 2212 Words

Critical Approaches to Creative Media Products Now, one of the many ways that most businesses and mediums find their target audience, is that by narrowing down the audience/customers/consumers to find the specific target audience that they want, it’s always best to find a demographic that fits the profile on what medium they are producing for. Resulting in better results and better profit and an overall success, but this doesn’t ensure that large groups of their target audience are interested One of many things that are to be taken into consideration when target profiling is: Subjective research: Qualitative research is a more forthright and personal technique for media producers to discover their intended interest group. This strategy requires the media producer or somebody working for them to solicit individuals from the public that will offer them assistance with defining their target audiences, this should be possible through various strategies, for example, centre gatherings, surveys or face to face interviews. As I would like to think this crowd profiling strategy is exceptionally helpful (specifically to media/documentary producers) since it permits the media producers to be extremely definite in what they need to discover from people in general, a percentage of the inquiries they could ask would be what is your favourite channel? or What is your most loved type of documentary?. It is additionally a more secure technique for defining the targetShow MoreRelatedLearning Increase Future Employability Of Students753 Words   |  4 Pagesconsider how to adapt quickly in response. 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Analysis and Discussion of the Nature of Team Building Process Free Essays

string(68) " can become long and drawn out and members lose interest and focus\." I have just been appointed as a Manager of a Department within a new company. My role will be to develop a new work group of twelve into an effective and cohesive business team. The aim of this paper will be to analyse and discuss the nature of the teambuilding process. We will write a custom essay sample on Analysis and Discussion of the Nature of Team Building Process or any similar topic only for you Order Now I will look at the various components involved in this process, from Leadership Styles and communication methods to decision-making, planning, and group dynamics. Within the context of this framework I will attempt to integrate several academic models and theories in order to clarify my own ideas on the teambuilding process. Finally, I will focus on my own personal style of leadership and motivational techniques. Would I have been able to lead the team to achieve its maximum potential? Have I achieved a good balance between directing group actions and giving the group the freedom to make their own choices? Ultimately, have I been honest enough with the group to gain their trust and respect? The most important aspect in the initial teambuilding phase is time spent on planning. Before the team meets as a group it will be necessary to clearly define the reason for the team’s existence. What will be their function within the context of the organisations future strategies? As Coghlan (1994,) states: † Groups and teams play a key role in the process of planned organisational change. The change process typically involves teams in the organisation’s hierarchy responding to the change agenda and adapting to it in terms of its tasks and processes. †    I think it is essential at this stage to also consider which leadership style gives me the best opportunity to obtain maximum effectiveness for the group. The previous questions identify several separate issues i.e. what tasks will the group have to perform and how will this affect individuals within the group? John Adair (1985) identifies the relationship between the task, the group and the individual (see fig. 1) and how a balance must be maintained between all three in order to produce the most effective results for the organisation. Fig.1 Interaction of needs within the group. ( Adair, 1985) In order to fulfil each of these needs it is necessary to obtain a high degree of information, and to establish lines of communication. My first task will be to identify the companies strategy and what requirements they have for the team. Will the team have to report back specifically to anyone, or will there be a certain level of group autonomy? It will also be necessary to define the boundaries/parameters that the team will be required to work within. I will also establish what resources are available i.e. money, information, time and materials. Will we have use of a secretary for notetaking and access to a suitable room for team meetings? Once the issues of task have been established I will then explore the expectations and experiences of the individuals who will comprise the group. Schutz (1958) argues that it is possible to determine how well a group will come together by looking at the compatibility of the individuals within that group. In order to match personality types and balance skill levels it is useful to look at the work of Meredith Belbin (1993) whose research offers a typology of team roles and behaviour (fig. 2). Each team member would be required to complete Belbin’s Self-Perception Inventory before the meeting. Tyson and Jackson (1992) further categorised Belbin’s original eight roles into subsections of people, task and ideas. They identified the wide range of differences in personality and character those individual team members would bring to a group, this in turn enables predictions to be made about the possible strengths and weaknesses in group dynamics. I think that it would also be a useful tool for team members to understand their own unique attributes that they bring to the team. These one to one meetings will be a good opportunity to express to team members an outline of the companies objectives and to get a feel for their own expectations and interests. I would also emphasise that within the team a level of parity will exist, irrespective of external hierarchies, and that I would always be available if individual members felt that decisions taken within the group were causing external pressures. My final task before organising the first team meeting would be to get each member to briefly write down what their levels of expertise and experience are and a short outline about themselves, plus relevant e-mail addresses and telephone numbers (if they have access). This initial pattern of communication is comparable to ‘the wheel’ Mullins (1999) where the leader acts as a central conduit through which all parties communicate and indirectly are all linked. My eventual aim however would be to decentralise this communication method and achieve ‘the all-channel network’ Mullins (1999). The latter system requires that all members of the team interact with each other. I would hope that this system would produce an environment where all members feel comfortable enough to express themselves freely, and that the communication channels promote the free exchange of ideas. The next stage in the teambuilding cycle is the team meeting. This will require a certain amount of planning and consideration. This preparation will hopefully convey a level of professionalism and intent to each of the team members. Because the team are new to each other, and to me, I will be trying to gain their trust and promote confidence in the project. It is essential to ensure that everyone will be able to attend the meeting. I would plan for weekly meetings initially on one dedicated afternoon (probably Monday). This would allow the team to clear their schedule well in advance. Regular attendance demonstrates a level of commitment and promotes team unity, which is vitally important at this stage. It is also important to have an agenda with a time-scale built in, meetings can become long and drawn out and members lose interest and focus. You read "Analysis and Discussion of the Nature of Team Building Process" in category "Essay examples" Team members should be notified well in advance of the meeting, either by e-mail or memo. The initial phase of the meeting will allow the team to introduce themselves. This will then be followed by my own introduction, and a presentation which would emphasise the organisations goals and objectives (It might be necessary to invite someone from senior management to give a short introduction to the project, and to stress the importance of the teams involvement). I would then encourage the group to establish a team mission/charter, which would give the team focus, and would also help to develop team identity. It is important that members do not feel alienated because they are unable to link their work with overall organisational goals Maslow (1954). At the end of this talk I will introduce two more concepts to the group. The idea here is to increase awareness in the teambuilding process, whether through improved decision making or more efficient problem solving. The first is the observation sheet Mullins (pg.498, 1999). This is a feedback mechanism on individual participation, and could be a useful tool in future weeks. The sheet is a simple method for giving constructive feedback. However, in order to promote a non-judgemental environment it would be necessary to employ an independent assessor to undertake this role. Secondly I would introduce Tuckman’s (1965) ‘Team Development Wheel’. The wheel looks at change in the group process and focuses on the dynamics of a team’s development. Tuckman identifies four different stages that should be accomplished in order to attain group maturity. The stages are: At stage one, Forming, the team has many questions, concerns. There are certain anxieties like, where do they fit into the group? Why am I here? Who are the other team members? Will I be able to get all my questions answered? It is important at this stage that the Team Leader has prepared well enough to reassure everyone by providing suitable answers and by providing a framework whereby individuals will have a better understanding of what they are expected to contribute. Belbin’s (1993) team analysis could be usefully deployed at this stage. At stage two, Storming, the group may find difficulties occur as the team attempts to assert identity. Personal differences will emerge on the proposed direction that the group should take. This is a particularly difficult stage as competition and jealousy can cause other members to feel demotivated and to question their need to belong to the team. I would try to foster an open and honest forum. I would attempt to decrease my own influence on the decision making process and encourage the team to work their way through any difficulties, and hope that other leaders may emerge to offer further support. At stage three, Norming, a more cohesive unit will emerge. Team members will have developed more confidence in the group, there is a greater sense of belonging. Member’s opinions are more readily accepted, and preconceived ideas are diluted in order to achieve common consent. At this point I can act more as a facilitator, providing occasional feedback, but allowing the group to formulate and expedite their own decisions. Finally at stage four, Performing, the group will have achieved a high state of maturity. A supportive and trust based ethos permeates the group. Tasks are tackled effectively, and the group has a flexible and resourceful approach to decision making and problem solving. My role at this point would still be as a facilitator, able to offer experience and advice when required. Each stage provides the group with insight into the various mechanisms’ that are required to allow the teambuilding process to progress. By understanding the process the team will perhaps be more adaptable to change and work more fluently towards achieving team goals. It is vital that team unity is established at the earliest opportunity. It’s important that team members leave this first meeting with a positive attitude to what they are being asked to accomplish. The team mission will outline the team’s objectives, and members will be encouraged to share ideas and communicate with each other or through me. A further way to improve team unity is through the use of teambuilding exercises and training programs. Teambuilding exercises will give the group a chance to deal with real issues in a safe environment. They encourage the group to respond as a collective unit to achieve results and they assist with team bonding and individual growth. Taking this concept a step further, I would schedule a two to three day weekend away from the company, and invest a portion of the resources (if they are available) in a practical teambuilding exercise program. This type of weekend would focus on team issues like trust, respect, and empowerment, and would improve interpersonal relationships and promote strong partnerships. I would arrange this time away in the first month of the project. Training would be tailored to reflect my leadership style, whereby, I would empower the team with the freedom to make decisions within defined parameters Murdock (1999). I would arrange training sessions to deal ! with the two complementary key issues required for this process, i.e. communication and decision-making. With empowerment comes a level of responsibility; a responsibility that each team member would have towards each other to listen effectively and give constructive feedback. Team members must provide each other with feedback on whether their performance enhances the team’s performance or impedes it. To do this they need an understanding of non-verbal communication and effective listening skills. Regular training sessions could provide each member with key skills. I would try to initiate some kind of training budget, specifically for the team, in order that this program of improvements could be accomplished. How to cite Analysis and Discussion of the Nature of Team Building Process, Essay examples

Business Process Modelling Notation

Question: Discuss about theBusiness Process Modelling Notation. Answer: AS IS Process Diagram for Selling Goods Business Process The AS IS process diagram in BPN for the selling business process over the Internet has been designed. This particular diagram simply portrays the set of complex set of web services those are implemented while the business operations are taken place during selling goods with the help of the different web services. Figure: AS IS Process for Selling Goods Business Process (eStore) Source: Created by Author The advantages of the AS IS process of selling goods can be classified in the following points: Inventory Turnover Management: the AS IS process of selling goods can provide the benefit of smart inventory management and turnover (Rainer et al. 2013). The Checking Stock Level would make sure that the inventory stocks are not being spoilt or rummaged in the operations. The primary benefits of using the inventory system are that it would ease the inventory management and processing of the stock and also would reduce the chances of excess stock storage. Easy Payment and Invoice generation: The AS IS process would also help in easing the process of invoicing for the organization (Keresman et al. 2012). It would help in tracking the ordered item and the customers can select from a variety of payment options like PayPal, Credit or Debit Cards, or cash on delivery. The Disadvantages of using the AS IS Process is: Expensive in comparison: The AS IS system has many advantages over the primary system of trading (Hammad and Dixon 2013.). However it has only one flaw when compared to the traditional commerce system. It is expensive as the system has many components and requirements for management of the whole system. The system consists of many parts such as order received system, payment connection, security, and shipment. Constant need for updating: The AS IS system requires constant monitoring and updating for making sure that the operations are completed successfully (Nguyen et al. 2013). The system would be updated ate regular interval of time. Reference Chinosi, M. and Trombetta, A., 2012. BPMN: An introduction to the standard.Computer Standards Interfaces,34(1), pp.124-134. Hammad, A. and Dixon, P., 2013.Smart sign mobile transit fare payment. U.S. Patent 8,376,227. Keresman III, M.A., Bhagavatula, R., Balasubramanian, C. and Sherwin, F.M., CardinalCommerce Corporation, 2012.Secure and efficient payment processing system with account holder defined transaction limitations. U.S. Patent 8,170,954. Nguyen, L.D., Nelson, C.S. and Quach, C., Visa International Service Association, 2013.System and method for uniquely identifying point of sale devices in an open payment network. U.S. Patent 8,600,881. Rademakers, T., 2012.Activiti in Action: Executable business processes in BPMN 2.0. Manning Publications Co.. Rainer, R.K., Cegielski, C.G., Splettstoesser-Hogeterp, I. and Sanchez-Rodriguez, C., 2013.Introduction to information systems: Supporting and transforming business. John Wiley Sons.

Interactions across cultures and organizations

Introduction This report describes intelligence and its usefulness in the organization. Cultural intelligence may be defined as the general understanding about various cultures and how these cultures work. It involves understanding of one’s culture and cultures of other people. It enables individuals to have a broad knowledge about various cultural norms, values and beliefs. It is the ability to create an impact on various cultures across an organization.Advertising We will write a custom report sample on Interactions across cultures and organizations specifically for you for only $16.05 $11/page Learn More Cultural intelligence will involve having broad knowledge on the similarities and differences existing between different cultures across the world. Cultural intelligence plays a key role in successful interaction across various cultures. It requires interpersonal skills and negotiation skills across various cultures. It also involves cultural m indfulness, which enables an individual to understand the various differences that exist between various cultures (Matthews et al., 2002). Understanding of cultural differences enables workers to improve on their performance in the work place(Triandis, 2005). Cultural knowledge skills and intelligence are very vital to every enterprise as it enables workers to improve their performance. In order for people to successfully interact with each other in the organization, there is a need for them to understand cultural intelligence. It involves suspending judgment until that time when enough information is available in order to make the correct judgment (Goleman, 2005). It also involves paying attention to details and situations. It helps an individual to identify the information, which is important in making critical judgment, and can combine this information to make the right judgment. It requires behavioral training as well as cognitive training to individuals so that they can underst and various similarities and differences across various cultures. The report describes the meaning of cultural intelligence and how it can be used to improve performance in the organization. Literature Review Triandis in his article identifies important things that a culturally intelligent person should do. These things include the following: Suspending judgment Culturally intelligent persons should suspend judge until enough information to make the right decision is available. This is because the amount of information, which is required to make the correct judgment, is usually very broad. For instance, the behavior of persons living in collective cultures is different from that of persons living in individualistic cultures (Triandis, 1995).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More People in collective cultures put a lot of emphasis on the context rather than on the content. On the other hand, those on individualistic cultures put a lot of emphasis on the content more than the context. People in collective cultures give priority to group goals instead of personal goals (Choi, Nisbett, Norenzayan, 1999). Culturally intelligent individuals should suspend judgment until enough information beyond ethnicity of the other person is available. This is because personality attributes, such as ethnocentrism- allocentrism requires to be considered. Culture gives a clue about the position of a sample of individuals but it gives a little information about the particular individual. The culturally intelligent individual should not make a judgment from these clues but should gather biographical information before making conclusions that the other person is likely to be idiocentric or allocentric. Culturally intelligent person should gather a lot of information before making the final judgment in order to make the correct judgment. This because people come from various cultur es with different cultural values and beliefs and the culturally intelligent individual should consider these differences before making decisions. Such a person should see behaviors exhibited by other people as being driven by external factors rather than internal factors. Culturally intelligent person should not be individualistic because he/she has to consider the group interest before the personal interest. He suspends judgment until full information is obtained from different cultural and ethnic sources. This is highly influenced by factors such as education, leadership role, international travels or even social mobility. This enables an individual to gather more information from different people before making a decision. Training to overcome ethnocentrism In reality, all human beings are ethnocentric; they believe that what is normal in their culture should be normal in all other cultures (Triandis, 1990). In case people realize a difference in a set of norms in another culture , they believe that people in this culture are barbaric and immoral. Learning to deal with this situation requires a lot of training because such individuals go against the human nature. An individual becomes ethnocentric due to believing in only one cultural system. A culturally intelligent individual should not believe in only one cultural system. He should realize that there are various cultural systems which differ from one another. He should think of a set of norms as different from one’s own. In addition, human beings have false consensus affect because they believe that the majority of people should think the same way they are thinking (Mullen et al., 1985). A culturally intelligent person should put him/her in the shoes of people from other cultures in order to overcome the biases of ethnocentric.Advertising We will write a custom report sample on Interactions across cultures and organizations specifically for you for only $16.05 $11/page L earn More Individuals should be exposed to various norms. This does not mean that such an individual is supposed to embrace all cultures that have different norms. Members of a certain culture are kept from improving their conditions by various cultural traps (Edgerton, 1992). According to Earley and Ang (2003), a cultural intelligent should undergo cognitive and behavioral training to overcome ethnocentrism. For instance, cognitive training should include learning on how to make isomorphic attributions (Triandis, 1975). This is usually achieved through culture assimilators (Triandis, 2004). These individuals should participate in different exercises that will enable them to understand various cultures (Hofstede, Hofstede, Pedersen, 2003). They should be trained by being exposed to experiential training (Martin, 1996). Culturally intelligent person should also undergo behavioral modification training in order to achieve desirable behaviors and reduce the probability of undesirabl e behaviors (Paige Martin, 1996). Trainees should be exposed to various cultural beliefs and norms in order to low differences between these values. This will enable them to understand cultures practiced by different people and the reasons behind supporting these cultures. They should be exposed to experimental training, which will enable them to understand the importance of cultural intelligence. During this training, they should be allowed to interact with people from different cultures. The training can be made effective using culture assimilators to help individuals to become culturally intelligent. The training will help individuals to improve interpersonal relations between them and other members of the group. It enables individuals to have a broad knowledge about different norms, which help them to interact with each other. The importance of situations The culturally intelligent individual should understand current behavior in different situations. He should understand the c ultural behaviors of other persons. He should pay special attention to the other person’s behavior. According to research collectivists, situations are cooperative; however, no one is cooperative in individualistic situations (Chatman Barsade, 1995). The culturally intelligent person should have the ability to gather information, which is pertinent to making judgment. This will enable him/her to combine information from various sources in order to make the right decision. He should interact with other people from different cultural background in order to collect a lot of information. This will help such an individual to make the correct decision.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Critique of CQ as a functional tool According to Earley Ang (2003), CQ, refers to the ability of a person to effectively adapt to new cultural contexts. It is based on four components that include cognitive, meta-cognitive, and behavioral component. It involves the ability of an individual to understand specific norms and practices in a new cultural setting. It explains the differences among different individuals ability to adapt to new cultural setting (Earley and Ang, 2003). CQ has been criticized by various international scholars in cross cultural and organizational psychology. First, the CQ has been highly criticized because it has not been tested in a sojourning sample. According to ward and colleagues, the four-factor structure should be confirmed with a sample of individuals involved in the process of cross-cultural adaptation. According to ward and colleagues, emotional intelligence tool is similar to CQ. Emotional intelligence involves the ability to see emotional states i n other people (Goleman, 2005). It also includes regulating emotions in order to achieve an effective social interaction among different cultures. According to Mayer and Salovey (1997), a person should involve understanding emotions and emotional knowledge in order to promote emotional and intellectual growth. It helps in predicting success in a very large domain. Cultural intelligence is different from emotional intelligent, and it cannot be ranked in the category of social intelligence. Thomas (2006) argued that although CQ shares some characteristics with emotional intelligence, it differs in that what is meaningful in one culture might not be meaningful in another culture. According to research by Ward and colleagues, there is a strong correlation between CQ and its subscale with emotional intelligence. The interrelation between cultural intelligence and emotional intelligence is high statistically significant. The correlation between CQ scores and emotional intelligence is equa lly high. According to research, the cultural intelligence and emotional intelligence have a very rate of shared variance. This leads to the criticism on Earley and Ang’s argument that cultural intelligence and emotional intelligence are different forms of intelligence. CQ tool can be described as a self-reported instrument. It is a self-report measure for the evaluation of cultural knowledge in intercultural and international settings. An individual has developed it, and it faces criticism from various international scholars. It is a self-report measure, which is developed and validated by Ang, Van Dyne, Koh, and Ng (2004). It is described as the self-report measure of CQ. It is a self-report assessment of CQ in the general cultural context as described by Berry and Ward (2006). It is a self-report format, which has raised a major concern by the various international scholars. This self-report instrument of evaluating intelligence has various limitations, which have been ana lyzed according to emotional intelligence. It is a self-report measure of cultural intelligence, which has various limitations. It describes the utility of self-report measures of cultural intelligence (Salovey, 2006). Analysis Cultural intelligence should be tested through ability testing. This is because ability testing will give better results as compared to the self-report measure of cultural intelligence. This will enable cultural intelligence to manifest intelligence. This is because ability testing is the performance based testing which is more useful in the prediction of cultural adaptation. (Nisbett, 2003) Performance based measures should be used to measure cultural intelligence instead of the self-report instrument. This is because the performance-based measures have greater concurrent and predictive validity as compared to the self-report instrument (Matthews et al., 2002). The self-report instrument does not show incremental validity in the prediction of social competen cies in relation to personality and verbal intelligence (Salovey, 2006). Performance based measure of cultural intelligence can be able to measure the perceived social competencies, as well as the predicted real time social competence. The performance-based measure enables individuals to understand the relationship that exists between intelligence and intercultural effectiveness. The self-report instrument does not identify the relationship between intelligence and intercultural effectiveness (Goleman, 2005). The self-report instrument undermines the application of IQ construct across various cultures. This makes individuals believe that because there is no culture free behavior, it is difficult to establish a culture free intelligence. Managers should use the performance-based measure to determine the cultural intelligence. This is because these people will be able to understand the correlation between the individual performance and the cultural intelligence (Berry Ward, 2006). Th e Global alliance manager should use the performance-based measure of cultural intelligence as it may help in improving the organization’s performance. This is because the manager negotiates a lot with other managers who come from different cultural background. The performance-based method of assessment will enable the manager to determine the importance or usefulness of the cultural intelligence on the business. The performance based assessment and the cultural specific versions are the most fruitful methods of assessment, which can be used by managers. Cultural intelligence is important in understanding and predicting the acquisition of the appropriate cultural skills. The realization of its potential is limited by its measurement. This method will enable managers to relate cultural intelligence with the performance of individuals in the organization. Those workers with a lot of knowledge about different cultures across the globe always perform well in the organization. Thi s will enable managers to understand the importance of cultural intelligence as compared to the self-report instrument of evaluating the importance of cultural intelligence in the organization. The performance-based assessment has no limitations like the one experienced by the use of self-report measurement method. At present, however, performance based assessment is the best method of testing cultural intelligence unless other sophisticated measures of assessment are available. These methods may include observation, interview, cultural assimilators, computer simulations as well as assessment centers. All these measurement methods may be advanced than the performance based method. However, since they are only proposed at the moment, performance based method is the most appropriate measurement of the correlation between cultural intelligence and performance in the organization. According to Geert Hofstede cultural studies, members in different countries and culture differ in various ways. For instance in Saudi Arabia people have different beliefs and values. People in this country speak different languages such as Arabic, English urdu and other Asian languages such as Farsi and Turkish. Islam is the religion, which is practiced in this country, and it governs political and economic lives of people in this country. An individual requires a Saudi to enter in this country. Business decisions are made slowly in this country. The judgment is suspending until enough information is available. In Peru, decisions are made after gathering information from different people who are from different cultures. People in these countries differ in various issues and all these issues are considered before making the final judgment (Hofstede, Hofstede, Pedersen, 2003). The country is divided into three major regions and people from these regions have diverse cultural beliefs. In Israel, cultural differences between people are very important for economic and political issues. Hofs ede argued that understand cultural differences is very important in all businesses. In Israel, understanding organizational cultures enables individuals to perform well in the business organization. Hofsede stated that individuals should involve themselves in different exercises in order to understand various cultures. In Jordan, there are various cultures and workers participate in activities, which enable them to understand these cultures. People doing business in Jordan need to learn the languages spoken in this country (Hofstede, Hofstede, Pedersen, 2003). References Berry, J. W., Ward, C., 2006. Commentary on ‘‘Redefining interactions across cultures and organizations.’ Group Organization Management. Earley, P. C.,Ang, S., 2003. Cultural intelligence. Stanford,CA: StanfordUniversity Press. Goleman, D., 2005. Emotional intelligence. New York: Bantam Books Hofstede, G. J., Hofstede, G., Pedersen, P., 2003. Exploring culture:Exercises, stories and synthetic cultures. Yarmouth, ME: Intercultural Press. Matthews, G., Zeidner, M., Roberts, R. D., 2002. Emotional intelligence:Â  Science and myth. Cambridge: MIT Press Nisbett, R., 2003. The geography of thought. New York: Free Press. Triandis, H.C., 2006. Cultural Intelligence in Organizations. Group and Organization Management, 31, pp 20-26. Triandis, H. C., 2004. Culture and social behavior. New York: McGraw-Hill. Triandis, H. C., 2005. Individualism and collectivism. Boulder, CO: Westview. Ward, C. Fischer, R. Zaid Lam, F.S., and Hall, L., 2009. The Convergent, Discriminant, and Incremental Validity of Scores on a Self-Report Measure of Cultural Intelligence, Educational and Psychological Measurement, Volume 69 (1), 85-105. . This report on Interactions across cultures and organizations was written and submitted by user Giovani I. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Psc 304 Legislative Politics Essay example

Psc 304 Legislative Politics Essay example Psc 304 Legislative Politics Essay example PSC 304 Chapter 8 1) Who can introduce legislation into the Congress? Answer: only members of Congress can introduce legislation. 2) Who sets the agenda for the House of Representatives? Answer: The Speaker, in consultation with party and committee leaders, the president, and others, largely determines whether, when, how, and in what order bills come up. 3) There are four types of bills, what are their differences? What is an omnibus bill? Answer: Bill-Most legislative proposals before Congress are in a bill form. Public bills deal with general questions and become public laws if approved by Congress and signed by the president. Private bills deal with individual matters they become private laws if approved and signed by the President. Resolution- a simple resolution deals with matters entirely within the prerogatives of one house. It requires neither passage by the other chamber nor approval by the president and does not have the force of law. Concurrent Resolution- must be passed by both houses but does not require the president’s signature and does not have the force of law. Joint Resolution- requires the approval of both houses and the president’s signature, just as a bill does, and has the force of the law. Omnibus Bill- A bill consisting of a number of related but separate parts which seek to amend and/or repeal one or several existing Acts and/or to enact one or several new Acts. 4) What are each of the different calendars used in the House? What type of bills go onto each? Answer: The House of Representatives has five calendars of business: the Union Calendar, the House Calendar, the Private Calendar, the Corrections Calendar, and the Calendar of Motions to Discharge Committees. The calendars are compiled in one publication printed each day the House is in session. This publication also contains a history of Senate-passed bills, House bills reported out of committee, bills on which the House has acted, as well as other useful information. Union Calendar: is a large majority of public bills and resolutions reported to the House. House Calendar: The public bills and resolutions that are not placed on the Union Calendar are referred to the House Calendar. Private Calendar: All private bills reported to the House are placed on the Private Calendar. The Private Calendar is called on the first and third Tuesdays of each month. Corrections Calendar: If a measure pending on either the House or Union Calendar is of a noncontroversial nature, it may be placed on the Corrections Calendar. The Corrections Calendar was created to address specific problems with federal rules, regulations, or court decisions that bipartisan and narrowly targeted bills could expeditiously correct. Calendar of Motions to Discharge Committees: When a majority of the Members of the House sign a motion to discharge a committee from consideration of a public bill or resolution, that motion is referred to the Calendar of Motions to Discharge Committees. 5) What are the various procedures the house uses to expedite minor/ uncontroversial bills? Answer: The House tends to operate on a Monday-to -Thursday schedule, with Mondays reserved primarily for non-controversial legislation considered under shortcut procedures such as suspension of the rules or unanimous consent. Minor/ uncontroversial bills may also be considered under suspension of the rules, which means it does not have to be reported from committee before the full House takes it up. There are also occasions where the minority party will contend that noncontroversial bills that could easily pass by suspension are instead brought up with an open rule- which permits more than forty minutes of debate and allows amendments – granted by the Rules Committee. 6) What happens under Suspension of Rules? Why is this procedure used in the House? Answer: Suspension of the Rules in the United States Congress is the specific set of procedures within the United States Congress

ACT Practice Tests What They Can and Cant Do

ACT Practice Tests What They Can and Can't Do SAT / ACT Prep Online Guides and Tips ACT practice tests are invaluable for any level of ACT preparation, from those just beginning their study to those who have studied for months already. There are limits, however, to what ACT practice tests can do. Read on to find out what things ACT practice tests are good for and what they just can’t accomplish. feature image credit: Limited/used under CC BY 2.0/Cropped and resized from original. What ACT Practice Tests Do Well Going through ACT practice tests can help your studying in myriad ways. For one thing, taking practice ACTs orients you towards the test. If you get too caught up in doing practice problem sets, you can forget what your ultimate goal is: doing well on the ACT when you sit down and take it on test day, not just acing problems in isolation. Making it through the full test length (between three and four hours, depending on whether or not you take ACT Plus Writing) requires stamina as well as knowledge, and part of being prepared is making sure that you’re strong in both those arenas. At the very beginning of your studying, you should sit down and take a realistic ACT practice test all the way through. The realistic part is important because by taking practice tests in the morning and all at once (just like the real ACT), you’ll be able to review mistakes that wouldn’t show up if you were just doing practice sets in the afternoon or evening. Practice tests are valuable not just because of what you gain while you’re taking them, but because of what you can gain upon reflection after taking the test. After you've taken your first practice test, note what surprised you most about the experience (both in a good way and in a bad way). It could turn out that you're a lot more focused when you sit down to take the test all at once; on the other hand, you might discover that when you take the ACT at 8am, you're a lot more prone to making careless mistakes on Reading than you would be otherwise. Reviewing wrong answers, or even questions you weren't sure about but guessed correctly on, is key to improvement. Once you identify your problems, you can then come up with solutions (whether it’s making sure to sleep enough the night before the test or continuing to take more practice tests to get used to the time demands). After you've implemented those solutions, you should take a second practice test and see if the changes you've made in your studying have resulted in changes in your score. One final point is that taking practice tests close (but not too close) to the ACT helps you build up your test muscle memory. Like playing a piano concerto all the way through in advance of a concert, or playing through a full-time scrimmage before a big game, taking full-length ACT practice tests gets your mind in shape. Overall, practice tests are a critical (30%+) part of a good ACT study program. It’s imperative that you have high accuracy questions that are representative of what you'll see on test day, and there's no better source of these high-quality questions than official ACT practice tests. Read more about why high-quality materials are important in our guide to the best ACT prep websites out there. What ACT Practice Tests Don’t Do While practice tests are important for all the reasons outlined above, you can't spend 80%+ of your ACT prep time on practice tests and call it a day, because practice tests aren’t the answer to every problem and won’t cure all your issues. For example, if you're 30 hours into your studying, you shouldn't take three practice tests in a row and expect to see positive results. You'll be gaining a little bit of muscle memory, but score increases as a result of muscle memory are very low. You'd be better off investing that time shoring up your weak spots with targeted practice questions. Focused practice outside of taking full-length practice tests is important for improving specific skills, like using quadratic equations or understanding parallelisms. Doing the same type of question over and over again and drilling down on why you're making mistakes is the most effective path to improving your performance in those areas. Seeking Lavender (Provence 2012)/used under CC BY-SA 2.0/Resized from original. As you improve on the ACT overall, doing this kind of narrow practice is more efficient, because the more you study, the fewer areas and types of questions you’ll struggle with. Thus, it’s a better use of your time to focus in on your weak areas rather than taking an entire practice test and wasting time on doing questions that you already can ace. Practice tests also become useless or wasted without enough preparation before taking each one. If you take one, don’t learn any lessons (either by reflecting on wrong answers or reviewing theory and content you didn't know), and take another practice test, the second one will almost certainly be a waste of time and energy. What’s Next? Want to make sure you're mimicking the real test when you take practice tests? Learn about the eight steps to follow to get the most realistic ACT practice test experience here. Have a limited amount of time to study and want to make sure you divide it up wisely? Read our guide to using ACT practice tests over 20 hours of prep. How can you study your way to a perfect ACT score? PrepScholar co-founder and perfect scorer Allen Cheng walks you through his process in his article on how to get a perfect 36 on the ACT. Want to improve your ACT score by 4 points? Check out our best-in-class online ACT prep program. We guarantee your money back if you don't improve your ACT score by 4 points or more. Our program is entirely online, and it customizes your prep program to your strengths and weaknesses. We also have expert instructors who can grade every one of your practice ACT essays, giving feedback on how to improve your score. Check out our 5-day free trial:

Discussion board reply Assignment Example | Topics and Well Written Essays - 250 words - 5

Discussion board reply - Assignment Example I believe that organizations should open the jobs for everyone by removing the restricting clause of age. This would promote equal opportunities for people from diverse background and help recruitment officers get the best applicant for the job. It is incorrect to say that target recruiting zeroes in on those select applicants most likely to possess the skill, knowledge and interest needed for the job openings because there are better and fairer ways to recruit applicants who fit best to the job (Bagley, Dalton * Ortegren, 2013). Online job application is one of the most effective ways of advertising the job and getting applications from applicants from diverse background who may fit the job specification. Moreover, online advertising also facilitates screening and calling for interviews only those candidates who fulfill job specifications. Target recruitment promotes discriminatory practices and therefore should be avoided by organizations. In the current times of rising unemployment, target recruitment deprives eligible candidates of the job opportunities. As such, it should not be encouraged and government should come up with stringent measures to dissuade the practice of target