Most would agree that parenting is a lifelong job. The parent’s obligations begin once the baby is conceived and seemingly never end, even after his or her child becomes an adult.Suppose that you are the parent in each of the following scenarios. Answer the following questions for each scenario by explaining how you would effectively handle each situation.Note: While it is understood different people and even entire cultures have different parenting styles, your answers should be based on the research and theories presented in this unit.Describe the stage of cognitive development of the child in each scenario.Explain how you would address the child and the situation. Will you use punishment in any of the situations? What tactics would be the most useful considering your child’s level of cognitive development?Scenario 1: At the playground, your 5-year-old daughter shoves another child and takes away the child’s toy. Your daughter then screams at the child and runs away.Scenario 2: You discover that your 13-year-old son has taken $20 from your purse and is planning to use it to purchase vapes (e-cigarettes) at school. The only reason you found out is because your 15-year-old daughter tattled after becoming upset that her brother would not give her half of the loot to serve as hush money. How do you address each child?Scenario 3: Your 21-year-old daughter comes home from college and excitedly shares that she met a new guy on Tinder, and she plans to marry him next month. She then reveals that she will be quitting school, despite only having 1 year left to complete her bachelor’s degree. (She does not see the need for her degree any longer, as her fiancé is rich, or so she has been told.) She has decided to throw away the career plans and dream wedding she has planned since she was 10 years old because now she finally has her Prince Charming, and her life is all set!Your combined answers for each scenario must be at least 150 words, for a minimum of 450 words for the entire assignment (not including the title and reference pages).Your answers should include an insightful and thorough analysis and present a strong argument with evidence. You must use at least one source to support your analysis. This may be your textbook or another scholarly source. All sources used will be properly cited. Your case study, including all references, will be formatted in APA style.Resources
PSY 1010 Columbia Southern University Cognitive Development Case Study
These MUST be by 5 different composers that we are studying in the respective half of the semester and AT LEAST ONE from each period.The pieces CANNOT be the same the piece(s) studied in class. The Composer bios in your book list other important works by each composer these pieces are your best options.BEFORE you write your report, find your videos and email me the titles and links. I will approve the list you send and this will count as your “program” then write your report.FORMAT of the YouTube video “program” follow these guidelines for title and composer information and include the clickable link centered under the composer information. https://www.pugetsound.edu/academics/departments-and-programs/undergraduate/music/for-current-students/recitals/instrumental-style-guide/Jhon Cage: https://www.youtube.com/watch?v=yLu5sIsMBso Leonard Bernstrin: https://www.youtube.com/watch?v=EnOObn3Eo0g Aaron Copland: https://www.youtube.com/watch?v=H_mdvy2m13Q Giacomo Puccini: https://www.youtube.com/watch?v=R7Zi_Yn7Gzg Richard Wagner: https://www.youtube.com/watch?v=Ezqen5-UxlQ Alban Berg: https://www.youtube.com/watch?v=-xalf_HMB2U
Written Concert Reports
Understanding and Coping with Change
Understanding and Coping with Change. Paper Details:Change is everywhere, yet very few people seem to embrace the concept. We are, for the most part, creatures of habit and follow daily routines. When change occurs, our activities and thought patterns are disrupted. Write a four- to five-page APA formatted paper, using a minimum of three scholarly sources , analyzing the internal and external factors contributing to an individual’s resistance to change. Describe a situation where you or someone you know was resistant to change as identified in the following area: Lack of trust in management Explain whether the resistance to change was caused by an internal or external factor. Using Kotter’s theory for change, provide a plan for overcoming that resistance. What will be done and how will you know that the plan has worked? Essay Structure MUST be: Introduction Change Resistance Cause of Resistance Using Kotter’s Change Theory Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 ConclusionUnderstanding and Coping with Change
Human Resource Critical Essay
assignment writer The article “Does HRM fit really matters to citizenship and task performance” authored by Chandrakumara (2007) was chosen for this critical analysis exercise due to its relevance to chapter seven of Jackson, Schuler and Werner’s (2009) book. Chapter 7 specifically addresses the need for human resource departments to recruit and train employees who fit the job specification and the greater organization’s needs. The HR article is based on a combination of literature review and questionnaire-based interviews specifically meant to gauge the effect of HRM fit in selected Sri Lankan manufacturing companies. Chandrakumara (2007) introduces the concept of HRM fit by explaining that it “denotes a harmonious relationship between an individual employee and his or her environment, and the extent to which the individual is fitted to the environment and vice versa” (p. 612). He further observes that the concept of HR fit has also been referred to as value congruence, goal congruence, demand-abilities fit, need-supplies fit, and personality-climate fit. Whatever the terms used to explain the concept, however, Chandrakumara (2007) argues that the concept refers to an organization’s capabilities to match the skills and competencies of the workforce to the needs and characteristics of an organization. Specifically, the author observes that the level of HRM fit in any workplace determines the citizenship performance as well as task performance that each employer portrays towards his or her job-related tasks. Chandrakumara (2007) defines citizenship performance as the individual efforts by employees that are unrelated to their primary tasks in the organizations, but which are necessary for shaping the social, organizational, and psychological environment in the workplace. Task performance, on the other hand, is defined as employee’s proficiency in performing their official tasks. In the research article, Chandrakumara (2007) explores how HRM policies interact with employees’ preferences and the effect that the interaction has on citizenship and task performance. In relation to Chapter 7 of Jackson, Schuler and Werner’s (2009) book, the article addresses how recruitment and employee selection affect workplace behavior and the overall employee performance. Get your 100% original paper on any topic done in as little as 3 hours Learn More Jackson, Schuler and Werner (2007) argue that employee selection is one of the effective ways that organizations can obtain capable workforce that fits the job requirements as well as the higher organizational needs. Chandrakumara (2007) echoes Jackson, Schuler and Werner (2009) argument by stating that HR practices such as “training, selection, socialization, training and development…” (p. 616) are the antecedents that determine employees’ behavioral and personality outcomes in any organization. Jackson, Schuler and Werner (2009) suggest that the selection process should assess job applicant to determine whether they are competent and efficient; motivated; able and ready to adopt behaviors that would lead to customer satisfaction; and capable of buying into and implementing an organization’s strategy. On his part, Chandrakumara (2007) sums the selection process as an exercise that the HRM personnel should use to gauge if the applicant’s skills and preferences indeed fit into existing HRM policies. The author further simplifies this concept by introducing the person-organization (P-O) fit, which he says is determined by an employee’s interaction with his or her workplace environment. Using the P-O fit concept, Chandrakumara (2007) indirectly suggests that the employee selection process should consider how well the individual job seeker and the organization can “contribute to the fulfillment of need of [each] other” (p. 616), and the degree to which the individual job applicant and the organization share comparable characteristics. Jackson, Schuler and Werner (2009) also hold similar views. They suggest that apart from employee selection contributing to an organization’s strategic capabilities; it also affects managerial competencies since the organization’s business undergoes changes either through new employee acquisition or through related growth. Once the HR department introduces new and competent employees into the firm, existing employees feel the urge to perform well in order to match or even surpass the new talents brought to the organization. As Jackson, Schuler and Werner (2009) observe, most employees need to be good corporate citizens and will hence work to their level best in order to meet the firm’s expectations. We will write a custom Essay on Human Resource specifically for you! Get your first paper with 15% OFF Learn More Through designing a P-O fit strategy as well as specific-behavioral outcome measures, Chandrakumara (2007) hypothesizes that HRM policies can serve to ensure that individual employee preferences are matched to existing HRM practices in a firm in order to enhance employees’ citizenship and task performances. Though Chandrakumara does not directly mention it, one gets the impression that the ideal recruitment juncture to match the HRM policies with a potential employee’s preferences is during the employee selection phase. Overall, the research article reveals that task performance is determined by formal job roles related to rewards and control systems, rather than measures related to the P-O fit concept. The Research, however, notes that P-O fit influences employees’ behaviors thus affecting citizenship performance. Chandrakumara (2007) has also noted that existing employees tend to put a lot more effort in their formal duties in the hope that the personnel working in the human resource departments would recognize their efforts and hence promote them to managerial positions. While this may not necessarily stand out to the HRM personnel, one gets the impression that the HR department should give existing employees a first priority to apply for available job vacancies. Internal recruitment, especially for managerial positions, would make it easier for the HR department to assess the job applicant’s personal history and background based on their previous performances in the organization (Jackson, Schuler and Werner 2009). Main points put forth by the author Though not solely addressing employee selection as identified by Jackson, Schuler and Werner (2009), Chandrakumara (2007) has covered the subject though not directly by addressing the effect of P-O fit on employees’ citizenship performance and task performance. Ideally, every employer looks for an employee who not only has the relevant skills and competencies required for the job, but also one who has the motivation needed to use his or her skills and talents for the greater good of the firm. Not sure if you can write a paper on Human Resource by yourself? We can help you for only $16.05 $11/page Learn More The implication of such reality on HR departments is contained in the realization that skills and competencies are just part of the considerations necessary when selecting people to fill a job vacancy in the firm. The potential employee’s attitude and perceptions also matter a great deal and should, therefore, be assessed using specifically designed selection tests as identified in Jackson, Schuler and Werner’s (2009) HR triad. The research article by Chandrakumara (2007) further argues that in cases where existing employees do not benefit from the relationship (fit) between them and their employer, there is bound to be an increase in their citizenship performance ensuing from the negative relationship between the two parties. An ideal example is where existing employees have expressed their interest in an internal job opening, only to be ignored by the management or HR personnel who prefer an outside job applicant. In such a case, existing employees are likely to engage in citizenship behaviors like deliberately slowing down on their job performances or seeking better job prospects elsewhere. Third on Chandrakumara’s (2007) list of points is the finding that differences between existing HRM practices and employees’ preferences do not necessarily affect citizenship and task performance. This, however, seems to be a contentious observation, especially since Chandrakumara (2007) declares that the research findings documented in the article are not representative of both the services and industrial sectors in Sri Lanka. Further, the author notes that with Sri Lanka being a developing country, the results of the survey could be different in developed countries especially considering differences that exist between developing and developed countries in relation to availability of labor, and employment vacancies. As noted by Jackson, Schuler and Werner (2009), employee selection requires the participation of line managers, HR professional as well as existing employees in coming up with selection devices that will ensure that the best candidates for an existing job are recruited. One of the outstanding roles of the selection procedures is to ensure that the person selected and the organization make a perfect fit, as noted by Chandrakumara’s (2007). Admittedly, it is hard to fathom a situation where the selection procedure guarantees a perfect P-O fit between newly recruited employees and every aspect of the job. Chandrakumara’s (2007) detailed focus on the P-O fit as the basis upon which organizations should judge potential citizenship and task performance, therefore, appears partial. Notably, Chandrakumara’s (2007) seems to have neglected addressing, or even mentioning other considerations that could affect a new employee’s capability to fit into specific job requirements or serve the greater organization needs. Such considerations include person-vocation fit, person-job fit and even person-group fit. As has been noted by Jackson, Schuler and Werner (2009), “when applicants take jobs that do not fit their skills or meet their expectations for career advancement, their performance and morale are likely to suffer” (p. 211). Despite the noted deficiency, Chandrakumara’s (2007) article remarkably addresses the transferability of human resource management practices. As such, HR personnel can use the article as a vital resource in developing assessment tests that would help them determine how existing HRM practices would affect new employees’ ability to fit into organization’s culture. Specifically, Chandrakumara (2007) observes that the research findings have possible effects on employers, which include informing HR practitioners about the need to incorporate HR plans and control system specifically designed to enhance the person-organization fit. This is especially essential during the “selection, development, and the design of HRM systems” (Chandrakumara, 2007, p. 611). The article goes further and recommends that contemporary HRM practices should consider using the person-organization fit to gain better insight into potential employees’ emotional, attitudinal, and mental states. More so, the P-O fit has been suggested as a viable tool to use in gaining knowledge regarding employees’ perception on fairness, justice, trust, job satisfaction, organization support and job involvement. More to this, Chandrakumara (2007) recommends that organizations should use the P-O fit concept to get a better understanding of not only task and citizenship performance but also commitment behaviors as portrayed by employees in a workplace setting. Through the insight gained from using the P-O fit concept, human resource departments in contemporary organizations would then develop HRM policies that would not only communicate the organizational expectations to job applicants but also policies that would shape the applicant’s perception about their levels of involvement in the job (Chandrakumara, 2007). Monitoring citizen onsite behavior and its effects on HR policies Citizen on-site behavior in an organization is characterized by work-related behaviors that are not categorized as part of the routine duties prescribed in an employee’s job description (Jackson, Schuler and Werner, 2009). More to this, the citizen on-site behaviors cannot be measured using formal evaluations. According to Chandrakumara (2007), activities such as employee’s willingness to help others in the workplace, willingness to get involved in unpaid company activities, punctuality and usage of time in the workplace characterize employee citizenship behaviors. Some of the viable monitoring tools proposed by Jackson, Schuler and Werner (2009) include analyzing job performance for individual employees, their commitment to the job, absenteeism, and turnover statistics. The HR department can also conduct surveys to determine job satisfaction among employees, role and fairness perceptions, among other things. Based on the results of the monitoring exercise, the HR departments can then develop HRM policies that would address the undesirable aspects of citizenship on-site behavior, while retaining the desirable aspects (Chandrakumara, 2007). Conclusion In pages 255 to 256 of Jackson, Schuler and Werner’s (2009) book, the authors acknowledge that the job applicant’s perception regarding the selection and recruitment processes is vital for the employee’s future performance and retention. Specifically, employees’ perception regarding fairness in the content, process and the results of the selection and recruitment exercise determines the type of mindset they form regarding the employer. This, therefore, raises the need for HR departments to design and use recruitment processes that are not only effective in identifying and recruiting the ideal candidates for a job, but also processes which the job applicants can perceive as fair and non-discriminative. Overall, Chandrakumara’s (2007) article scores highly in bringing to light the effects that P-O fit could have in the selection and recruitment procedures of industrial sectors in developing countries like Sri Lanka. Unfortunately, the limitations of the article as acknowledged by the author makes it hard for readers to understand whether the P-O fit concept as identified in the research article is applicable in developed countries, or even in the services sectors in both developed and developing countries. Regardless of this shortcoming, however, the article could be of valuable use to HR departments who find the advice relevant to their specific situations. To a non-professional reader, however, the complex explanations offered by the author can be intricate to the point of one losing concentration. To the interested scholars or HR practitioners, the article makes an informative, albeit a boring read. References Chandrakumara, A. (2007). Does HRM fit really matter to citizenship and task performance? Employee Relations, 29(6), 611-639. Jackson, S.E., Schuler, R. S.,
HCM 1201 SUO Week 1 Billing a Commercial Insurer a Complex Process Discussion
HCM 1201 SUO Week 1 Billing a Commercial Insurer a Complex Process Discussion.
Introduction:Billing for a procedure may be a complex process. It is important to have a clear picture of the flow of tasks that make up the completed process of billing and the resources needed for the work to be completed.Tasks:List the steps involved in billing a commercial insurer for a broken finger treated in an urgent care clinic.Describe any regulatory issues encountered in billing for this case.Identify the procedure code and the diagnosis code for this treatment.Identify the resources needed to fill out the claim form.Submission Details:To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.Your initial posting should be addressed in 150–300 words. Submit your document to this Discussion Area by the due date assigned.
HCM 1201 SUO Week 1 Billing a Commercial Insurer a Complex Process Discussion
ACCT 201 SEU Disposal of Fully Depreciated Asset Merchandise Co Accounting Ques
ACCT 201 SEU Disposal of Fully Depreciated Asset Merchandise Co Accounting Ques.
Q1. Come up with a merchandise company scenario, where this company performed four purchasing transactions and two sales transactions. Then, calculate the balance of ending inventory and cost of goods sold after each sales transaction, assuming the company used the FIFO, Moving Average Cost. Use the following table to answer. (2 mark)Answer:DatePurchaseSales (COGS)Ending inventoryQ2.ABC Inc. uses the retail inventory method to estimate ending inventory for its monthly financial statements. The following data pertain to a single department for the current month. Prepare a schedule computing estimate retail inventory using the conventional methods. Round numbers. (1 mark).CostRetailBeginning Inventory78,000105,000Net purchases214,000292,000Net markups14,000Net markdown3,700Normal spoilage2,300Abnormal spoilage3,4005,500Sales310,000Employees’ discount11,200Answer:Q3. In your own words, discuss (1) the different reasons why a company would decide to dispose its plant assets, (2) the steps needs to be done to account for the disposal. (3) Give a numeric example. (2 mark).Answer:
ACCT 201 SEU Disposal of Fully Depreciated Asset Merchandise Co Accounting Ques