...‘Why according to Russell can we not be sure of the table’s existence?’ Russell begins by asking his reader to consider what knowledge exists that can be known beyond reasonable doubt. His purpose is to produce the realization that doubt soon brings even the most simple assumptions in our everyday lives under reconsideration. Russell describes a scene: "I am now sitting in a chair, at a table of a certain shape, on which I see sheets of paper with writing or print." All of these "facts" are easily called into question. In order to consider ordinary assumptions at issue, Russell concentrates on one example, the table. Walking around the table, he sees different colors from different points of view, in places some reflect more light, a brighter shade of brown appears. In reality we assume that there is only one color of the table, yet the appearance of many colors contradicts our belief. The color seems to vary depending on the observer and conditions like "the way the light falls on the table." Since it seems clear that no two people could share one identical point of view, Russell addresses a doubt as to whether one real color of the table even exists. Russell continues his investigation of color by reasoning that in ordinary language, when we refer to the color of an object; we actually refer to something perceived from the usual perspective of observer. However, there is no reason to assume that the normal view should be considered real and other perspectives, under other...
Words: 1087 - Pages: 5
... Bertrand Russell explores the question of how knowledge of certain things is at all possible. Russell uses one example as the basis of his whole argument, which is the table. When walking around the table, Russell sees different colors from different points of view, this being from the different reflections of light. In reality, we would only see the table as having one real color despite all the different shadings. The point Russell is trying to make is that since no two people can see from the same point of view, then there is doubt as to whether that one real color that everyone sees, exists. I agree with Russell. I do believe that there could be some sort of doubt as to one real color really exists, if two people see it from a different point of view. Reason being, if the different point of views we are relating to were near and far, how can you not have doubt. If someone is standing two feet away from the table and sees the color of the table as brown and someone is standing across the room and sees the table as tan because of the lighting, how can you not doubt what the real color of the table is at this point? On the other hand, some people might argue that although sight cannot be trusted according to Russell, are different points of views enough to doubt the real existence of something? For example, even though someone sees the table as brown from up close and tan from a distance, is that enough information to totally disregard and doubt that the real color of the...
Words: 362 - Pages: 2
...agents—filling in the question mark in Figure 2.1. We discuss some of the general principles used in the design of agents throughout the book, chief among which is the principle that agents should know things. Finally, we show how to couple an agent to an environment and describe several kinds of environments. 2.2 HOW AGENTS SHOULD ACT RATIONAL AGENT A rational agent is one that does the right thing. Obviously, this is better than doing the wrong thing, but what does it mean? As a first approximation, we will say that the right action is the one that will cause the agent to be most successful. That leaves us with the problem of deciding how and when to evaluate the agent’s success. Artificial Intelligence: A Modern Approach by Stuart Russell and Peter Norvig, c 1995 Prentice-Hall, Inc. 31 32 Chapter 2. Intelligent Agents sensors percepts environment actions ? agent effectors Figure 2.1 Agents interact with environments through sensors and effectors....
Words: 10076 - Pages: 41
...whether model risk/asset-specific ambiguity is an issue for institutional investors. For this purpose, we first show how model risk (which turns out to be equivalent to special cases of ambiguity) affects optimal portfolio allocation. Using average portfolio holdings for traditional and alternative asset classes of 119 institutional investors, we then calibrate our model to implicitly determine the ambiguity factors of different asset classes. We find that institutional investors are strongly ambiguity-averse, as documented by a Sharpe ratio that is only 60 percent that of an (unambiguous) efficient portfolio. In line with intuition, we document that equity and bond portfolios have a rather low ambiguity, while alternative investments such as real estate, private equity, and hedge fund investments exhibit a very high ambiguity. These results are robust with regard to the size of the expected returns supposed by the investors. Keywords: Ambiguity aversion; alternative investments; portfolio allocation; institutional investors. 1. Introduction One of the major contributions of the capital asset pricing theory (CAPM) is a simple optimal...
Words: 9356 - Pages: 38
...CFA Institute Equity Style Timing Author(s): Duen-Li Kao and Robert D. Shumaker Reviewed work(s): Source: Financial Analysts Journal, Vol. 55, No. 1 (Jan. - Feb., 1999), pp. 37-48 Published by: CFA Institute Stable URL: http://www.jstor.org/stable/4480137 . Accessed: 28/02/2012 13:47 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. CFA Institute is collaborating with JSTOR to digitize, preserve and extend access to Financial Analysts Journal. http://www.jstor.org Equity Style Timing Duen-Li Kao and Robert D. Shumaker h Thestudies reported erehad two purposes:(1) to reviewthe opportunities in short-termtiming strategiesin the U.S. marketand (2) to explorevalue versus growth investing in theoryand in practice. Wefound that timing strategiesin the U.S. marketbasedon asset class and size have historically provided more opportunityfor outperformancethan a timing strategy basedon value (versus growth), albeit with similar informationratios. A multivariate macroeconomic analysis shows that return differences ...
Words: 4103 - Pages: 17
...services providers. The report also provides some recommendations to service providers in order to improve their physical environment to better suit the needs of their customers. Regarding the aim of this report is analysing the service design elements, relate the elements to Russell’s Model, and linking with relevant literature. The findings reveal that servicescape can be defined as a consumer’s mental representation of a service environment on dimensions typically used to imprison and people’s personality. The Russell model also allows a direct assessment of how costumers feel while they are in the service environment. It can be conclude that service environment plays a major part in shaping customers perception of a business image and positioning. A well designed service environment makes costumers feel good and boosts their satisfaction, while enhancing the productivity of the service operation. Table of Contents Executive Summary ii Table of Contents iii 1.0 Introduction 4 1.1 Background 4 1.2 Aim 4 1.3 Scope 4 2.0 Juan Valdez Coffee shop 5 2.1 Exterior Facilities 5 2.2 General Interior 8 2.3 Store layout & Interior display 11 2.4 Social Dimensions 12...
Words: 4852 - Pages: 20
...implement the right leadership style for the organization. There are different types of interpersonal forms of power and it is important to outline what type to use in each organization. This also shows the conflicts that arise when being in a team setting and how to overcome them with different conflict management styles. There are communication barriers that can arise in an organization and this shows how overcome those barriers. This paper is showing the different things that come up in an organization and tries to make the best recommendations for The College Board to manage it the right way. Leadership theories and forms of power Leadership has many different theories from the traditional and contemporary to the emerging theory. According to Nelson and Quick (2013) “Leadership in organizations is the process of guiding and directing the behavior of people in the work environment.” (p. 193) The behavioral theory is a traditional theory that identifies people with leadership styles. The three behavioral styles are autocratic, democratic, and laissaz-faire. Autocratic style of leadership is when a manager has absolute power or authority over their employees. The autocratic leader may use coercion or intimidation to achieve their goals. Some military leaders might use the autocratic style of leadership. Democratic leaders collaborate with employees and encourage employees to cooperate. The democratic leadership style allows followers to discuss any factors that will influence...
Words: 2362 - Pages: 10
...Assignment Word Count (including footnotes):1997 Due Date: 16/4/2012 Name of Tutor: Michael Duffy Name of Unit: Corporation law Question 1 (a). Issue: can shareholders force the company comply with the replaceable rule and clause2.1? Under s134, a company’s internal management may be governed by provisions of the Corporations Act that apply to the company as replaceable rules, by constitution, or by a combination of both. Orchard Downs Pty ltd’s internal management is governed almost exclusively by its own constitution. The only replaceable rules it uses are the replaceable rule in s201G and the replaceable rule in s203C. In this case, Norm, Sean and Anne are the only shareholders of Orchard Downs Pty Ltd. They received a letter informing them that the board had appointment Betty as a director without holding a general meeting. The shareholders were all unsatisfied with appointment of Betty. However, the board of directors told them that as s201G was a replaceable rule, they were not obliged to comply with it. Under s135(3), a failure to comply with applicable replaceable rules is not of itself a contravention of the Corporations Act. However, the constitution and replaceable rules have effect as a contract. Hence, the shareholders can sue the company breach the contract. Section 140(1)(a) provides that a company’s constitution (if any) and replaceable have effect as a contract between the company...
Words: 2225 - Pages: 9
...Investment Report Jane & Douglas Breighton Investment Report Jane & Douglas Breighton Best Choice Investment Solutions | FINM3008 Best Choice Investment Solutions | FINM3008 Minggang Gu|u5108473 Kejie Wang|u5133766 Tutorial Thursday 4pm Suggested Asset Allocation Breighton Holdings 14% Australian Equities 0% World Equities, Unhedged 0% World Equities, Hedged 11% Emerging Markets 13% EQUITIES 38% Australian Fixed Income 13% World Fixed Income, Hedged 19% Australian Index-Linked Bonds 0% Australian Cash 1% FIXED INCOME 33% Australian Listed Property 8% Australian Direct Property 9% PROPERTY 17% Hedge Funds 9% Commodities 1% US Private Equity 2% ALTERNATIVES 12% TOTAL 100% Contents Some critical assumption……………………………2 Asset Class Considerations………………………….2 Equities…………………………………………………..2 Fixed Income………………………………………….3 Alternatives and Property………………………4 Analysis Mothod………………………………………….5 Historical 3 Year Rolling Returns…………….5 Bootstrap Analysis………………………………….5 Mean-Variance Optimizer……………………..6 Results…………………………………………………………7 Final Recommendation……………………………….8 Building a Concrete Portfolio for Jane and Douglas Breighton………………………………….8 Appendices………………………………………………….9 References………………………………………………..13 Minggang Gu|u5108473 Kejie Wang|u5133766 Tutorial...
Words: 6636 - Pages: 27
...Behaviour & Information Technology Vol. 28, No. 4, July–August 2009, 323–334 The effect of online store atmosphere on consumer’s emotional responses – an experimental study of music and colour Fei-Fei Chenga, Chin-Shan Wub and David C. Yenc* a Department of Information Management, Southern Taiwan University of Technology, Yung-Kang, Tainan, Taiwan, Republic of China; bDepartment of Electronic Commerce, WuFeng Institute of Technology, Ming-Hsiung, Chia-yi, Taiwan, Republic of China; cDepartment of Decision Sciences and Management Information Systems, Miami University, Oxford, OH, USA (Received February 2007; final version received October 2007) The current study is a convergence of two research orientations: the effect of ambient factors (e.g. music and colour) in physical stores and the website design in cyber context. The former emphasises the influence of sensory stimuli on the shoppers’ responses; whereas the latter address the relationship between website design factors (e.g. usability) and the performance of a virtual store. This article aims to bridge the gap between the above research orientations and explores the impact of two environmental elements – music and colour – of an online store on the consumers’ emotions – considered as direct antecedents to shopping behaviours – by employing a laboratory experiment. The results indicated that both music and colour reveal significant effects on respondents’ emotional responses. To be more specific, participants felt more aroused...
Words: 9723 - Pages: 39
...adjustments to continue to grow and maintain a prosperous business. We understand that there are challenges that you must overcome in order to take the steps to become a business that is on top in every aspect including production, safety and customer satisfaction. We will identify and provide the essential guidance to get you where you need to be. We thank you for this opportunity and are looking forward to building a productive and valuable relationship with Albatross Anchors. Question One Based on the information presented in the scenario/case study discuss Albatross Anchor’s competitiveness in relation to (please address all items in the below list and provide support for your conclusions): 1. Cost a) Cost of Production: According to Dr. Frank Gary , the cost of production per unit is the cost that is associated with the production divided by the number of units produced. The scenario as it relates to Albatross Anchor’s is a cost reducing situation. Due to the company having all the departments in one place they are able to keep their fixed cost down. Currently the cost for them to manufacture the Bell Mushroom anchors is $8.00 per pound. They also manufacture Snag Hook Anchors at a cost of $11.00 per pound. Even though they charge the same as their competitors, the fact that there operations have a 36 hour turn-around, puts them at a disadvantage when it comes to their cost. The fact that there is such inefficiency with the process; it affects their ability to maximize...
Words: 1655 - Pages: 7
...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
Words: 1010 - Pages: 5
...1. INTRODUCTIONOver the past decade, customers are becoming harder and harder to be pleased with what were delivered to them in exchange of the customer’s disposable income (Parasuraman et al. 1985) (Reichheld & Sasser 1990). Nowadays, customers are more critical to product / service they purchase. Enterprises are trying to offer something innovative to differentiate them selves among the ever increasing competition. Prior to any purchasing decision, according to Kotler (1973), one of the four P’s – the place can be more influential than the product itself. Later developed by Mehrabian & Russel (1974) that publish the Mehrabian-Russell Model that draw situational factor such as mood & expectation. Servicescape later popularized by Bitner (1992), the physical environment surrounding customers & employees is termed servicescape. Ever since, this has been the subject of many scholars and practitioners. As an influential factor for customers to make purchasing decision, it clearly a very important subject for any marketers as an effort to increase revenue and to stay competitive in the marketplace (Hightower et al. 2000). Marketers from any type of industry can really integrate servicescape into marketing plans. The industry can be sport such as softball (Robinson 1997) (King 2000); hospitality such as nightclubs, hotels, restaurants (Jones et al. 2003) (Clarke et al. 1998) (Skinner et al. 2005); and many more. This paper tries to describe the importance...
Words: 5850 - Pages: 24
...Leading High Performance Teams – Larry Allen For our organization to become and remain successful, our teams must perform at a high level. We are committed to empowering and equipping our teams to successful, to become high performing teams. This approach is outlined well by Howard M. Guttman, in his article in CEO Magazine, Leading High-Performance Teams – “Horizontal, high performance teams with real decision-making clout and accountability for results can transform a company” (Guttman, 2008). Individuals perform better when they a part of a high performing team, and high-performing teams make successful organizations. Our organization’s application of Guttman’s concept of horizontal teams, are staff functioning not as hierarchical groups, but organic cross-functional, high-performance teams. As a new manager, you are leader not of only those that report to you, but you are a though leader. Think of yourself as a leader who happens to have people reporting to you, because that is exactly what your new role entails. Your first few days as a new manager can be a little intimidating, but be assured you’re not alone. Perhaps you can recall your first few days of high school. Those beginning days were likely not very productive. Most of your time, energy, and focus was probably spent figuring where your locker was, how to get to class, and not doing something to embarrass yourself. Likewise, the early days of leading your new team can be equally unproductive as team...
Words: 1013 - Pages: 5
...CFA Institute Fundamental Indexation Author(s): Robert D. Arnott, Jason Hsu and Philip Moore Source: Financial Analysts Journal, Vol. 61, No. 2 (Mar. - Apr., 2005), pp. 83-99 Published by: CFA Institute Stable URL: http://www.jstor.org/stable/4480658 . Accessed: 24/02/2014 01:32 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . CFA Institute is collaborating with JSTOR to digitize, preserve and extend access to Financial Analysts Journal. http://www.jstor.org This content downloaded from 134.117.10.200 on Mon, 24 Feb 2014 01:32:09 AM All use subject to JSTOR Terms and Conditions FinancialAnalysts Journal Volume 61 . Number 2 ?2005, CFAInstitute X Fundamental Indexation Robert D. Arnott,Jason Hsu, and PhilipMoore to A trillion-dollar industryis basedon investingin or benchmarking capitalization-weighted the This literature indexes, eventhough thefinance rejects mean-variance efficiency suchindexes. of measures whether stockmarket indexesbasedon an arrayof cap-indifferent study investigates of than...
Words: 12714 - Pages: 51
