...while promoting an understanding of the theatrical process and the integral role of theatre in society. Goals: 1. To gain an appreciation for theatre as a fine art. 2. To become familiar with the components of theatre. 3. To become familiar with the various types of theatre artists who collaborate to create the art form. 4. To develop a critical and informed appreciation for theatre in performance. 5. To understand the importance of working collaboratively. Texts: Wainscott, Ronald and Kathy Fletcher. Theatre Collaborative Acts. 3rd ed. Boston: Pearson, 2009. Evaluation: Participation at my discretion Syllabus approval 5 points Play Attendance and Responses 45 points (15 points each) Play Reaction Papers 40 points (20 points each) Group Presentation 50...
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...PREFACE: To The Evaluators Of My Training Program If we look at our surroundings, all the human beings would be wearing some cloth, most of which is woven. Today the average consumption of textile products per person per year is 6.7 Kg. The world population has crossed the six billion figure, so more than 40 million tons of fabric is utilized by the mankind of world each year. Indeed both consumption per person and population are increasing at a faster pace. Consumption per person is confidently expected to increase after December 2004, as WTO would eliminate the quota costs, import duties and other such tariffs. To be competitive in the textile market, the manufacturers of this industry will have to transfer this benefit of low cost to the customers, which in turn would encourage the customers to buy more. This process would yield economies of scale for the producers and thus the textile companies will achieve enormous growth. Pakistan has competitive edge over many other countries in the textile industry, so it will more focus and capitalize on this concern. This gives a view of future prospects of opportunities in textile and importance of textile products. More specifically the shade, look, handfeel of fabric and durability of shade are the crucial factors of concern for the textile customers (these factors are expected to gain more attention of customers in future). These factors are complied in dyeing processes. Kohinoor Dyeing Mills Ltd. (KDML) is involved in the...
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...response paper on breaking a social norm, it was very hard for me to choose one that wouldn’t get me arrested or in a lot of trouble. I eventually came up with an idea an experiment to see people’s reactions to something that society considers a social norm. According to society social norms are the rules that we live by that dictate right and wrong behavior within our society. The social norms are also subject to some sort of punishment. In order to understand why my actions were considered to be breaking a social norm, I obtained permission from the general manager at The AMC Sony Imax Movie Theater in Stonecrest Mall to conduct an experiment. I will explain why, ringing cell phones, and telling other patrons the movie, or holding conversations with others is considered breaking a social norm not to mention an embarrassing experience when you get put out of the theater. On Friday September 5, 2014 I took my kids to the movies to see the movie LUCY. While there I sat next to some patrons while my cell phone rang and echoed through the theater, then I proceeded to answer my phone and carry on a conversation with the other person on the phone. The next thing I did was get up and move my seat next to another patron and began telling him everything that was about to happen in the movie. I laughed really loud and obnoxiously at parts of the movie that weren’t even funny. It was so embarrassing for my children who had no clue as to what was going on. Finally after about 45 minutes into...
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...LEADOUT BEHAVIORAL ASSESSMENT PAPER Behavioral observations & Emotional reactions In the class on Wednesday Oct.29th, Professor Brownell guided us to perform a leadership game called Leadout. Leadout is an around one hour simulation which uses a hotel operation scenario that presents many challenges found in high performing work groups. Each participant receives part of the information (light, rug, etc.) from requirements for a room to be served to customers. Then the whole team will cooperate, serve as regional offices on a mission to identify and secure rooms that meets those specific criteria. Everyone in the team have to remember their part of information in order to make sound decisions. The whole team will decide which rooms is prepared to be served and which are not. What we may not realize right away is that every move the team makes will have an effect on the final outcome. Choosing a room that does not meet the all requirements is costly, and will cause the decrease to the total revenue. The team which have the highest accuracy of getting the prepared room served to public will make the highest revenue and win the whole game. The challenge is for the team to make quick and quality decisions while confronting organizational problems. Although the whole process of the Leadout game is really fun, during the decision-making process, conflicts raised due to team members’ different level of risk taking, our regional managers were transferred, trust is undermined sometime...
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...interview an employee or have trainees interview each other, using the questions below. This will reveal issues that are worth discussing in your training at appropriate times. 1. What do you like best about your job? 2. If you were in charge of the organization, what would you most want to change? 3. What wish for change do you think your boss would make? 4. What could be done to make your job more productive or more enjoyable? Compare answers (if employees were interviewed do not divulge their names, only the data they provided). Discuss and compile a list of suggested changes. Choose those that are appropriate for your training participants—which issues are they willing to tackle? Narrow the list down. If possible choose one item, one suggested change, that you believe is valid and that you could work on. Make this into a group project. Set a plan and assign activities to support the attainment of the goal. Secure organizational endorsement or resources if needed. Keep this list of problems you identified in "I Wish..." and refer back to it at appropriate times. Check yourself quarterly to see how you are doing on reducing some of the problems...
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...functional areas of business analysis. The hints and tips range from the conceptual to the practical, from the complex to the blatantly obvious. The note's underlying philosophy is that, in case analysis, it is not true that there are people who are good at numbers and people who are bad at numbers. Ability to do numbers is not innate; it's all a matter of approach. How you attack numbers is what counts. There are good numbers habits and bad numbers habits. This note has been written to help the reader develop good numbers habits. Part One: The Essentials • Take it slowly: more haste, less speed. • Never pick up your calculator until you know why you are doing a calculation— what you intend to do with the result, how you plan to interpret it. • Always seek a reaction to the calculation's result by asking questions such as: What does this mean? What does it imply? Am I surprised? Is it good, bad, or indifferent? • One useful trick is to guess at the answer before you perform the calculation. Then, when you do it, you can see whether you are surprised or not. If you are surprised, you have found something to think about. Is your intuition just off, or is the result sending you a message? Either way you benefit: you make progress with the case and/or you train your business intuition. • In the final analysis (pun intended), calculations should be the servant of business analysis and not its master. When faced with a business situation, the appropriate...
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...| Course Syllabus School of Business MGT/330 Version 7 Management Theory, Practice, and Application | Copyright © 2011, 2009, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course explores the rich field of management in theory and practice, and as both a science and an art. The course also addresses the role of managers in the current world of rapid change, increased competitive forces, and increased expectations for the successful performance of employees and organizations. The focus is on some of the ways and means of achieving desired goals. The student will leave this course with a solid background in the nature and work of management and managers. Applications of concepts to current workplace issues will be stressed. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Bateman, T. S., & Snell, S. A. (2011). Management: Leading & collaborating...
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...Maintaining Stability and Continuity was informative as well as sparked some reactions to the literature. Reviewing the five competencies proved to be very informative and provided some valuable points of consideration however, there were some areas I didn’t fully agree with. I expected this to be the case given my many years of working in a managerial role and developing attitudes towards scholarly recommendations. Throughout my review I made many notes and will review only a few here otherwise my paper would extend far beyond the minimum requirement. The first competency, organizing information flows, echoed much of the information acquired from real time operations. The authors state that new technologies have greatly increased the amount of information we receive and the speed at which requested information arrives. In the past we could write a letter, drop it in the mailbox, and then turn our attention to other things while we waited for a reply (p.110). I can remember early in the military we would use routing slip attached to a memorandum and it would go through the distribution system. Though it was recognized at the time, this process allowed the sender time to recover from preparing document outling a program or project. Now, that same document can be sent via e-mail and received by received within seconds. The drawback to this is that sender can receive a response back within minutes to move forward with that project never having time to initiate other responsibilities...
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...of understanding the effects of civilization on the dynamics of IM&As and on issues such as corporate organization and local adaptation strategy. The present research is designed in response to this shortcoming. It examines the effects of culture on the outcome of IM&As and the variability of these effects during the different phases of an IM&A. The research focuses on the international aspect of cultural conflicts—the differentiating factor between domestic mergers and acquisitions (M&As) and IM&As. It measures success from an organization’s internal perspective, comparing what the IM&A, at inception, was expected to achieve and what it achieved several years later. This approach is different from the standard one of evaluating success based on market reaction to the IM&A—an external measure. I.B: Justification The main contention of this research is that there is no single means of managing across broders. People’s perceptions...
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...disability claims, reducing profits by about 10%. For additional alarming statistics see: http://www.stress.org/job.htm; see also “Overloaded Circuits: Why Smart People Underperform” 3 Overview Wolford A model for stress and how to reduce it Time Management Emotion Regulation and Decision Making 5 John Wolford Case 1. Do you relate to him?* 2. Was he a dumb guy? Ill-intentioned? Deliberately wanted to hurt his family? 3. What did he do that was unnecessary? 4. What could he learn to do better? 5. What is his fundamental leadership assumption? 6. Would you like to work for him? 7. Does he need help?* 6 Stress!*: Response of an organism to demands that tax or exceed its resources Stressors* Stress Reactions / Consequences Anticipation Time Encounter Situation (fear, negative expectations) (overload, lack of control) (role, issue & interaction conflict) (working conditions, change) 1. Alarm 2. Resistance 3. Exhaustion Stressors, Buffers, & Consequences Body becomes...
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...Risk Management JIT 2 Task 1b American International Insurance BCP William Gardner May 9, 2015 Task B. Create a business contingency plan (BCP) that the company would follow if faced with a major business disruption (e.g., hurricane, tornado, terrorist attack, loss of a data center, the sudden loss of a call center in a foreign country, the collapse of a financial market or other catastrophic event) in which you include the following: 1. Analyze strategic pre-incident changes the company would follow to ensure the well-being of the enterprise. 2. Analyze the ethical use and protection of sensitive data. 3. Analyze the ethical use and protection of customer records. 4. Discuss the communication plan to be used during and following the disruption. 5. Discuss restoring operations after the disruption has occurred (post-incident). Since 1919, A.I.I. has been in the business of insuring businesses and people from losses incurred through disasters. For 95 years (A.I.I.) has stood by its clients as they faced many challenges from the financial collapse of 1929 to the drought of the dust bowl years and even the ravages of World War Two. Assisting our clients in the face of hurricanes, tornados and even terrorist attacks is an everyday occurrence at A.I.I... However, who is planning and preparing for A.I.I.? A BCP is a plan to do exactly that, during the financial collapse of 2008 several flaws in the existing plans were exposed; flaws that not even the...
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...CHAPTER 1 INTRODUCTION Today’s world is the booming of technological industry. Courses like Hotel and Restaurant Management are being upgrade as people go through information age. If we look at the hotels in the city, Hotel's are using the new form of technology, including the interior design, tools, room and kitchen equipments to provide the accurate service to guests. According to the Oxford English dictionary, Hospitality means the reception and entertainment of guests, visitors or strangers with liberality and good will. The Hotel and Restaurant Management Curriculum provides a synthesis of different skills, concepts and principles specializing in hospitality training. It involves the study and application of practical and managerial knowledge and functions such as hotel and restaurant operations, culinary arts, food service, hospitality education and research that are essential in preparing the students to become adept future restaurateurs and hoteliers. In the broadest sense, information refers to both the hardware and software that are used to store, retrieve, and manipulate information. At the lowest level people have the servers with an operating system. Installed on these servers are things like database and web serving software. The servers are connected to each other and to users via network infrastructure. And the users accessing these servers have their own hardware, operating system, and software tools. Many companies now have IT departments for managing the...
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...Course Syllabus MGT330 MANAGEMENT: THEORY, PRACTICE AND APPLICATION Course Start Date: 6/28/2011 Course End Date: 8/1/2011 Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2010 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Lee Stanford Farr stanford@email.phoenix.edu (University of Phoenix) leesfarr@cox.net (Personal) 480-203-5532 (MST) Facilitator Availability I am available from 9 a.m.-9 p.m. Arizona Time Zone (fluctuates between Mountain Standard/Pacific time zones) on most days, but I attempt to reserve Sunday for my family. During the week, I am online most of the time during that 9 a.m.-9 p.m. time frame. On Saturdays, I tend to be online in the morning only. If these times are not convenient for you, please let me know. I will be happy...
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...Team Building Toolkit KEYS - Keys to Enhance Your Supervisory Success University of California, Berkeley Developed by Suzy Thorman and Kathy Mendonca Learning + Organizational Development Table of Contents Stages of Team Development ................................................................................................ 4 Team Building at a Glance ..................................................................................................... 5 How to Run Successful Team Building Activities - Tips for the Facilitator .............................. 11 All Stages – Team Building Exercises and Tools .................................................................... 13 Staff Meeting Check-ins ...................................................................................................................... 13 Meeting Opener – Pack Up Your Troubles.......................................................................................... 15 Forming Stage – Team Building Exercises and Tools ............................................................. 16 Shared Values...................................................................................................................................... 16 Creating a Shared Vision ..................................................................................................................... 18 Developing a Mission ..........................................................................................
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...logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Harvey, C. P., & Allard, M. J. (2009). Understanding and managing diversity (4th ed.). Upper Saddle River, NJ: Pearson. Schaefer, R. T. (2011). Racial and ethnic groups (12th ed.). Upper Saddle River, NJ: Pearson. All electronic materials are available on the student website. |Week One: Workplace Diversity | | |Details |Due |Points | |Objectives |Recognize the dimensions of diversity. | | | | |Differentiate the concept of inclusion from the concept of diversity. | | | | |Describe diversity and inclusion in the...
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