...BAM 411 Human Resource Management Unit 1 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-1-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. ________ plan training activities. • Managers • Training specialists • Corporate teachers • Job analysts 2. ________ organize the training opportunities for a company. • EEO representatives • Trainings specialists • Change managers • Communication directors 3. The ________ HR group may provide specialized support for organizational change. • centers of expertise • embedded • corporate • transactional 4. The proportion of younger workers in the workforce is projected to ________. • stop growing • decrease • decrease at a faster rate • increase at a slower rate 5. Over the next few years, employers may face a severe labor shortage because ________. • people are living longer • there are fewer people entering the job market than there are retiring baby boomers • one-third of single mothers are not in the labor force • All of the above. 6. What tactic will employers likely have to take to fill openings left by retiring employees? • hiring more women • instituting flexible work hours • rehiring retirees • lowering the retirement age 7. Strategic human resource management refers to ________. • planning the...
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...BAM 411 Human Resource Management Unit 3 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-3-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. The process of evaluating an employee’s current and/or past performance relative to his or her performance standards is called ________. • employee selection • recruitment • performance appraisal • organizational development 2. The “S” in the acronym for SMART goals stands for ________. • straightforward • specific • strategic • support 3. Who is the primary person responsible for doing the actual appraising of an employee’sperformance? • the EEO contact person • the company appraiser • the employee’s direct supervisor • None of the above. 4. Because in most organizations there is a hierarchy of goals, employee performance standardsshould ________. • make sense in terms of the broader organizational goals • be standard • be decided by the top executive • All of the above. 5. Besides the supervisor, which of the following is available to managers as an alternative sourceof performance appraisal information? • the employee • rating committees • peers • All of the above. 6. Suppose you have five employees to rate. You make a chart of all possible pairs of employees for each trait being evaluate Then, you indicate...
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...BAM 411 Human Resource Management Unit 4 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-4-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. The principles of conduct governing an individual or a group are referred to as ________. • judgments • ethics • norms • laws 2. Procedural justice refers to the ________. • degree to which managers treat employees with dignity as opposed to abuse ordisrespect • fairness of the process used to arrive at a decision • manner in which managers conduct their interpersonal dealings with employees • fairness of a decision’s result 3. The Enron debacle, “It’s not the rules but what employees feel they should do that determinesethical behavior,” is a description of ________. • national culture • organizational culture • organizational climate • organizational ethics 4. The CEO of Southwest Airlines can sometimes be seen helping out at a gate, handling luggage,and assisting cabin attendants while in flight. This is an example of ________ to create andsustain the company’s culture. • organizing ceremonies • providing physical support • using signs and symbols • clarifying expectations 5. All of the following is a step in discipline without punishment except: • if no further incidents purge the one-day suspension from the file ...
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...BAM 411 Human Resource Management Unit 4 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-4-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. The principles of conduct governing an individual or a group are referred to as ________. • judgments • ethics • norms • laws 2. Procedural justice refers to the ________. • degree to which managers treat employees with dignity as opposed to abuse ordisrespect • fairness of the process used to arrive at a decision • manner in which managers conduct their interpersonal dealings with employees • fairness of a decision’s result 3. The Enron debacle, “It’s not the rules but what employees feel they should do that determinesethical behavior,” is a description of ________. • national culture • organizational culture • organizational climate • organizational ethics 4. The CEO of Southwest Airlines can sometimes be seen helping out at a gate, handling luggage,and assisting cabin attendants while in flight. This is an example of ________ to create andsustain the company’s culture. • organizing ceremonies • providing physical support • using signs and symbols • clarifying expectations 5. All of the following is a step in discipline without punishment except: • if no further incidents purge the one-day suspension from the file ...
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...BAM 411 Human Resource Management Unit 2 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-2-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. Information regarding job demands such as finger dexterity or conscientiousness is included inthe information about ________ an HR specialist may collect during a job analysis. • work activities • performance standards • machines, tools, equipment, and work aids • human behaviors 2. What type of information is contained in the job identification section of a job description? • job summary • major functions or activities • job title • All of the above. 3. When filling jobs with untrained people, the job specifications may include ________. • quality of training • physical traits • length of previous service • All of the above. 4. Competency analysis focuses on ________. • what is accomplished • what competencies or skills the worker must have to do the work • where the work is accomplished • when work is accomplished 5. When planning for employment requirements, what must be forecasted? • personnel needs • supply of inside candidates • both a and b • None of the above. 6. ________ contain data on employees’ performance records, educational background, andpromotion recommendations. • Trend records • Qualifications...
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...BAM 411 Human Resource Management Unit 2 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-2-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. Information regarding job demands such as finger dexterity or conscientiousness is included inthe information about ________ an HR specialist may collect during a job analysis. • work activities • performance standards • machines, tools, equipment, and work aids • human behaviors 2. What type of information is contained in the job identification section of a job description? • job summary • major functions or activities • job title • All of the above. 3. When filling jobs with untrained people, the job specifications may include ________. • quality of training • physical traits • length of previous service • All of the above. 4. Competency analysis focuses on ________. • what is accomplished • what competencies or skills the worker must have to do the work • where the work is accomplished • when work is accomplished 5. When planning for employment requirements, what must be forecasted? • personnel needs • supply of inside candidates • both a and b • None of the above. 6. ________ contain data on employees’ performance records, educational background, andpromotion recommendations. • Trend records • Qualifications...
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...Deep Learning more at http://ml.memect.com Contents 1 Artificial neural network 1 1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.2.1 Improvements since 2006 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.3.1 Network function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.3.2 Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.3.3 Learning paradigms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.3.4 Learning algorithms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.4 Employing artificial neural networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.5 Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.5.1 Real-life applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.5.2 Neural networks and neuroscience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.6 Neural network software ...
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...Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems. Previous...
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...London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems...
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...Applied SOA Service-Oriented Architecture and Design Strategies Mike Rosen Boris Lublinsky Kevin T. Smith Marc J. Balcer Wiley Publishing, Inc. Applied SOA Applied SOA Service-Oriented Architecture and Design Strategies Mike Rosen Boris Lublinsky Kevin T. Smith Marc J. Balcer Wiley Publishing, Inc. Applied SOA: Service-Oriented Architecture and Design Strategies Published by Wiley Publishing, Inc. 10475 Crosspoint Boulevard Indianapolis, IN 46256 www.wiley.com Copyright 2008 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-22365-9 Manufactured in the United States of America 10 9 8 7 6 5 4 3 2 1 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4355, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: The publisher and...
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...ALSO BY MALCOLM GLADWELL The Tipping Point To my parents, Joyce and Graham Gladwell Introduction The Statue That Didn’t Look Right In September of 1983, an art dealer by the name of Gianfranco Becchina approached the J. Paul Getty Museum in California. He had in his possession, he said, a marble statue dating from the sixth century BC. It was what is known as a kouros—a sculpture of a nude male youth standing with his left leg forward and his arms at his sides. There are only about two hundred kouroi in existence, and most have been recovered badly damaged or in fragments from grave sites or archeological digs. But this one was almost perfectly preserved. It stood close to seven feet tall. It had a kind of light-colored glow that set it apart from other ancient works. It was an extraordinary find. Becchina’s asking price was just under $10 million. The Getty moved cautiously. It took the kouros on loan and began a thorough investigation. Was the statue consistent with other known kouroi? The answer appeared to be yes. The style of the sculpture seemed reminiscent of the Anavyssos kouros in the National Archaeological Museum of Athens, meaning that it seemed to fit with a particular time and place. Where and when had the statue been found? No one knew precisely, but Becchina gave the Getty’s legal department a sheaf of documents relating to its more recent history. The kouros, the records stated, had been in the private collection of a Swiss physician named Lauffenberger...
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...characteristics of individuals or events have been changed in order to disguise identities. Any resulting resemblance to persons living or dead is entirely coincidental and unintentional. Copyright © 2012 by Charles Duhigg All rights reserved. Published in the United States by Random House, an imprint of The Random House Publishing Group, a division of Random House, Inc., New York. RANDOM HOUSE and colophon are registered trademarks of Random House, Inc. ISBN 978-1-4000-6928-6 eBook ISBN 978-0-679-60385-6 Printed in the United States of America on acid-free paper Illustrations by Anton Ioukhnovets www.atrandom.com 2 4 6 8 9 7 5 3 1 First Edition Book design by Liz Cosgrove Duhi_9781400069286_2p_all_r1.j.indd iv 10/17/11 12:01 PM To Oliver, John Harry, John and Doris, and, everlastingly, to Liz Duhi_9781400069286_2p_all_r1.j.indd v 10/17/11 12:01 PM Duhi_9781400069286_2p_all_r1.j.indd vi 10/17/11 12:01 PM CONTENTS PROLOGUE The Habit Cure GGG xi PA R T O N E The Habits of Individuals 1. THE HABIT LOOP How Habits Work 3 31 60 2. THE CRAVING BRAIN How to Create New Habits 3. THE GOLDEN RULE OF HABIT CHANGE Why Transformation Occurs GGG PA R T T W O The Habits of Successful Organizations 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL Which Habits Matter Most 97 Duhi_9781400069286_2p_all_r1.j.indd vii 10/17/11 12:01 PM viii G Contents 5. STARBUCKS AND THE HABIT OF SUCCESS When Willpower...
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...Hundreds(of(real(personal(accounts(of Group'Discussions'&'Personal'Interviews during(MBA(admissions(to(India’s(best(B9schools Written'by Compiled'by Loads'of'MBA'Aspirants The'PaGaLGuY'MadCapz'Group PaGaLGuY.com Antholo gy Hundreds of real personal accounts of Group Discussions and Personal Interviews during MBA admissions to India’s best business schools. In this edition: The IIMs at Ahmedabad, Bangalore, Calcutta, Lucknow, Indore & Kozhikode. Written by Loads of MBA aspirants Compiled by The PaGaLGuY MadCapz Team PaGaLGuY GD-PI Anthology Copyright © 2011, PaGaLGuY.com All text and content in this document is solely owned by PaGaLGuY.com. Reproduction without permission in any form or means is illegal. Special copy prepared exclusively for mustafa rokerya Get your own Free personalized copy (with your name on it) of this book from http://www.pagalguy.com/books/ What this book is about What is a real IIM interview like? What kind of questions do they ask and what judgments do applicants have to make while answering them? Since 2003, those with real Group Discussion and Personal Interview calls from India’s top bschools have been posting entire and detailed transcripts of their admission interviews immediately after they happen, so that others slotted for later interviews can learn what GDPI is going to be like this year. This book is a collection of dozens of handpicked GDPI experiences from the country’s top bschools during the admission...
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...Acknowledgments ix Acknowledgments This book owes a great deal to the mental energy of several generations of scholars. As an undergraduate at the University of Cape Town, Francis Wilson made me aware of the importance of migrant labour and Robin Hallett inspired me, and a generation of students, to study the African past. At the School of Oriental and African Studies in London I was fortunate enough to have David Birmingham as a thesis supervisor. I hope that some of his knowledge and understanding of Lusophone Africa has found its way into this book. I owe an equal debt to Shula Marks who, over the years, has provided me with criticism and inspiration. In the United States I learnt a great deal from ]eanne Penvenne, Marcia Wright and, especially, Leroy Vail. In Switzerland I benefitted from the friendship and assistance of Laurent Monier of the IUED in Geneva, Francois Iecquier of the University of Lausanne and Mariette Ouwerhand of the dépurtement évangélrlyue (the former Swiss Mission). In South Africa, Patricia Davison of the South African Museum introduced me to material culture and made me aware of the richness of difference; the late Monica Wilson taught me the fundamentals of anthropology and Andrew Spiegel and Robert Thornton struggled to keep me abreast of changes in the discipline; Sue Newton-King and Nigel Penn brought shafts of light from the eighteenthcentury to bear on early industrialism. Charles van Onselen laid a major part of the intellectual foundations on...
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