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PSY 150 Cuyamaca College Developmental Psychology Baby Science Video Questions

PSY 150 Cuyamaca College Developmental Psychology Baby Science Video Questions.

Please watch the videos after reading the chapter and describe the challenges versus the benefits of Studying Developmental Psychology.https://courses.lumenlearning.com/wmopen-lifespandevelopment/chapter/why-it-matters-lifespan-development/ (Links to an external site.) Baby Brains: Unlocking Our Humanity | Rebecca Saxe | TEDxCambridge (Links to an external site.)And this TED Talk about the Linguistic Genius of Babies (Links to an external site.)AND this one of Concept Development in Children (Links to an external site.)and thenPlease use and example from your Video Assignment to answer the question – Why do we need to do Study Human Development? You have to post before you see other students posts!! To get full credit – 1) Site your source (time in video or page in book)2) Ask a question that you thought of while reading the chapter3) ONCE YOU POST – Answer someone else’s question with material from the course!!
PSY 150 Cuyamaca College Developmental Psychology Baby Science Video Questions

The Balanced Scorecard High Performance Work Practices Business Essay

The Balanced Scorecard High Performance Work Practices Business Essay. One of the most difficult things to do is to make a decision or make a choice, especially between two good issues. Here, the Balanced Scorecard (BSC) is a framework that encompasses practically the whole domain of an organization and then High Performance Work Practices (HPWPs) which has the greater flexibility of choosing what is more fitting. The two methodologies are great when applied in different organizations to suit their needs. This paper will strive to illustrate how flexible, encompassing and long-term oriented the BSC and the HPWPs can be. It will compare the two methodologies in these three areas. However, there is no conclusive evidence that one system is better than the other or that one system is more flexible, encompassing or long-term oriented than the other. The reason is that every organization has a different structure. The needs of the organizations are different from each other, and also their human capital is vastly different from each other. Hence, one framework may be more suitable than the other for a particular organization. When reading and researching on the BSC and HPWPs, a graphic picture comes to mind. In traditional Chinese medical halls, there is usually a gigantic medicinal cabinet with small pull out drawers. These pull out drawers are supposed to number a hundred. Literally translating, the name of this gigantic cabinet is “hundred precious compartments”. Out of this hundred-drawer (usually less these days, due to space constraints) cabinet, each drawers contain different Chinese herbs. With the doctor’s prescription, the “pharmacist” will pull out the drawers and take out the relevant amount and types of herbs needed and then pack them together as the medicine prescribed. The BSC is like the gigantic cabinet which holds these little drawers together. The HPWPs should be like the little drawers, each containing different Human Resource Management (HRM) resources and practices. Each drawer is then pulled out and the contents to be put or “bundled” together so that the end package is put into effective use. The BSC and the HPWPs are two methodologies that can be used as performance measurements. This paper will attempt to discuss which of these is more flexible, encompassing and long-term oriented. Instead of utilizing each on its own, perhaps a combination of these two methodologies could proof to be a viable option. These two methodologies focus on different organizational measures, and should be more effective to utilize the strength of one to supplement or complement the weakness of the other. This paper will start off, in each to identify their definitions, strengths and weaknesses. A comparison will also be made between BSC and HPWPs, following suggestions on areas of supplementing or complementing each other. It helps to bear in mind, that no one particular measure or methodology is a bullet-proof structure for all organizations, since every organization is different, especially since their human capital is different from each other. This paper will also bring out the issue of Generation Y (Gen Y) and their work attitudes and values; and discuss how the flexibility, encompassment and long-term oriented drive of the BSC or HPWPs can affect their work attitudes and values since the Gen Y is forming the bulk entrants into the workforce. As organizations move forward into being a Boundaryless (Jack Welch) and Learning Organization (Peter Senge), BSC and HPWPs can affect the performance measurements and standards. Organizations are in business with the ultimate objective of earning a profit. One of the most basic methods of measuring the organization’s profits is by looking at the profit and loss statement of their annual financial report. However, an organization’s total assets are not measured only in terms of profit and loss. There are also fiscal capital, landed capital, knowledge capital, intellectual property capital and also the human capital to be accounted for. Organizations need the human capital to run the business, no matter what business they are in. Hence, to measure the profitability of an organization, there is a need to measure their human capital too. To measure human capital is to measure how the employees perform their duties and evaluate how their productivity affects the organization’s profitability. This performance management is not something new. In fact, Koontz (1971) noted that a parallel of performance management existed in China’s Wei Dynasty which was around 221 – 265 AD. He furthered that a formalized structure was set by Ignatius Loyola for the Society of Jesus (the Jesuits). This is the start of human capital performance measurement or management. Hence, there is a need for organizations to measure performance as performance will ultimately affect the profit line of their businesses. THE BALANCED SCORECARD The ancient Chinese scholar and founder of Taoism, Lao Tzu said: “Give a man a fish; feed him for a day. Teach a man to fish; feed him for a lifetime.” Commenting on the difference between other measurements and that of BSC, Kaplan and Norton said that: “the Six Sigma teaches people how to fish, whereas the Balanced Scorecard teaches them where to fish.” Kaplan and Norton, 2006, page 282. Traditional measurements concentrated mainly on financial measures which do not typically encompass all domains of the organization. Kaplan and Norton has been quoted several times from their Harvard Business Review article, that “what you measure is what you get” (The Economist). They believe the BSC “as a strategic management system” and that “building a scorecard can help managers link today’s actions with tomorrow’s goals.” Harvard Business Review, January – February 1996. Adapting from Kaplan and Norton, The Balanced Scorecard Institute states that: “The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and non-profit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.” By this statement alone, one can conclude that the BSC is a flexible methodology which can be used by different and different sized organizations. It furthers that this methodology encompasses a broad spectrum of measures in order to be utilized effectively by different organizations, since each organization has varying needs. In 1992, Robert Kaplan and David Norton identified four significant domains of an organization and formalized a system, the Balance Scorecard (BSC). They reiterated in Harvard Business Review, January – February 1996, that: “A balanced scorecard augments traditional financial measures with benchmarks for performance in three key nonfinancial areas: a company’s relationship with its customers, its key internal processes, its learning and growth. When the performance measures for these areas are added to the financial metrics, the result is not only a broader perspective on the company’s health and activities; it’s also a powerful organizing framework. A sophisticated instrument panel for coordinating and fine-tuning a company’s operations and businesses so that all activities are aligned with its strategy.” Kaplan and Norton, 1996, Page 1. In the same article, there is a reminder that “The scorecard wasn’t a replacement for financial measures; it was their complement.” Kaplan and Norton, 1996, Page 2. Kaplan and Norton’s original BSC was based on four quadrants or perspectives: the financial perspective the customer perspective the internal processes perspective the learning and growth perspective The financial perspective is ultimately to measure the profitability of the organization using hard data such as the amount of customers and sales generated the revenue and frequency of sales, the risks and costs associated with the production of new products etc. The question to answer in this quadrant is “How do the shareholders see us?” The customer perspective is accounted for by the increase in customer volume, customer referrals, customer satisfaction, the frequency of their purchases, the on-time delivery of the goods and services to the customer, etc. This quadrant puts forth the question: “How do the customers see us?” The internal process perspective question is “How do employees see themselves”? This quadrant focuses on process such as manufacturing, reduction in production time, reduction in wastage, reduction in production costs etc. The last quadrant focuses on the learning and growth perspective and the question is “How can employees improve and develop”? This perspective comprises of training and development for individual and corporate improvement. The above is a short overview of the four perspectives in the BSC as initially prescribed by Kaplan and Norton in 1992. The following is a typical model of the BSC initiated by Kaplan and Norton. Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-February 1996): 76. It is obvious that the BSC is a carefully thought out strategic measurement plan that is very detailed and comprehensive. It encompasses different domains of the organization that directly or indirectly affects the profitability of the company. Time is needed to get the data of these four domains together before the full BSC can be executed, hence, this would translate into the BSC being a long-term oriented measurement process. In addition, since the BSC is used to align these processes with the organization’s mission and vision, it is therefore concluded to be long-term oriented as no organization would change their mission and vision every year or so. Bullard (2004) estimated that for strategic development and planning to be successfully implemented in any organizations, a time line of three to five years is needed. The BSC seems simple and flexible as that it means to strategically align the measurements of the four domains to the organization’s mission and vision. Some of the strengths of BSC are that it is a better strategic plan for the organizations as the strategies can be seen in quantitative parameter. The BSC improves the communication and execution of all in the organization as communication is much needed to convey the needs and wants from each of the four domains. The objective of the BSC is to align employee goals to the organization’s mission and vision, the constant feedback during the planning process will result in successful implementation of the BSC. It helps to bear in mind that the BSC is not a short term measure. Those using the BSC as a short term measure are just wasting their time and efforts. The BSC needs reasonable time for data collation and it also needs time for strategic planning to develop an appropriate scorecard for the organization. Organizations who buy scorecards off the shelf are short changing themselves. They essentially do not understand that the essence of BSC is based on the financial and non-financial measures of their own organization and off-the-shelf products are just a mechanistic measure and more often than not, do not portray the right measures for the organization. Tailor-made BSC programs are also a dime too many online. These tailor made BSC are made by outsiders who do not have thorough understanding of the intended organization. Another weakness of the BSC is that while communication and planning can start within a short time, the actual process of planning and execution takes a relatively longer time and needs to be carefully segmented. In addition, unless the intended organization has their own well defined strategy, it is meaningless to implement the BSC based on generic concepts. Communication plays a very important part in the BSC. This can be seen from the General Motors case when the then CEO, Roger Smith was trying to align the employees so that they share the same vision with their company: “I sure wish I’d done a better job of communicating with GM people. I’d do that differently a second time and make sure they understand and share my vision for the company. Then they would know why I was tearing the place up, taking out whole divisions, changing our whole production structure… I never got this across” Roger Smith, CEO of General Motors, 2009, Page 93 cited by Ron Person in “Balanced Scorecards and Operational Dashboards with Microsoft Excel, Wiley Publishing Inc, Indiana, USA. Researches and studies have been made by the following companies on companies using the BSC. The Advanced Performance Institute (API) indicates that “the Gartner Group suggests that over 50% of large US firms had adopted the BSC by the end of 2000. A study by BainThe Balanced Scorecard High Performance Work Practices Business Essay

Comparing and Contrasting US Diplomatic Approach to Russia and China Research Paper

essay writing service free The aim of this research paper is to compare and contrast the gradual shift in America’s diplomatic position over the past 20 years with respect to two countries that matter a lot to its foreign policy, Russia and China. Both countries are huge in size and population, had experienced strained relations with the US during the Cold War and as of today, are considered immensely important to the US economy, with China ranking ahead among the top three trading partners of the United States. This research would seek to identify the transformation through key events in the past two decades, and use it as a basis to understand how US foreign policy has evolved in recent few years. Today, Russia is considered the successor state of the USSR, America’s arch rival during the Cold War. Although, following the historical break-up of the Union, the country is unlikely to regain its superpower status, it would continue to hold center-stage in European and Asian geo-politics (CATO Institute, 2010). During the Cold War era, the USSR had demonstrated its capability in matching America’s power projection in different arenas: military maneuvers, the Space race and external influence on other countries. According to the admission of key policy-makers in Washington, even the break-up of the Soviet Union did little damage to the towering legacy of a formidable superpower in the mindset of American intelligentsia (Merry, 2005, p.123). Although, present-day Russia is a shadow of its USSR legacy, it still commands huge importance in US diplomatic circles; the voice of Russia is taken seriously and it’s not just in the US – no country in the world can afford to be strategically misaligned to Russia’s interests. The road ahead for the US lies in fostering good relations with its erstwhile arch-rival (Merry, 2005, p.124). Basically, managing America’s diplomatic goodwill with Russia translates into seeking harmonious, stable relations, thereby undoing the bitter legacy of the Cold War. This can be a challenge in the face of several issues of international importance in which both countries find themselves at loggerheads, and lack adequate trust of each other’s intentions (Roskin

University Graduates in Knowledge Economy Report (Assessment)

Table of Contents Evolution of university education Reflection Conclusion References Evolution of university education The work of educational organisations is affected by various political or economic trends, and these changes shape the learning experiences of many people. Modern universities help students and graduates adjust to the changing demands of employers and increasing competition in the labor market. In particular, teachers help learners acquire the skills related to problem-solving, innovation, creativity, autonomous learning, and digital literary since they are important for the ability of a person to integrate into the knowledge-driven economy (Sheryl 2012, p. 223). At first, one should briefly overview the main external influences affecting the work of universities. It is possible to refer to the globalisation of various economies that tend to become more open. This tendency includes the elimination of trade barriers and growing interaction between companies that can represent countries which can differ in terms of culture, political regime, social structure, and so forth (Rupert

Baltimore City Community College Complaint Handing Script for Max Modem Report

Baltimore City Community College Complaint Handing Script for Max Modem Report.

Part-1 (A Complaint-handing Script for Max Modem)Molly Jeavsay, who works in the administrative group at Max Modern, is the person to whom complaints about company products are directed. Molly has kept a running tally of which modem products generate the most complaints. She periodically passes the complaint tallies to the product design engineers and assembly line managers in the manufacturing division as feedback on problems end users or retail stores encounter with Max Modem’s Products.Recently, the engineers became aware of a large volume of complaints about a new model of DSL modem, D-700i. They have asked Molly to collect more information from users and retailers about the problems with the D-700i modems.Help Molly by writing a draft of a simple script that help desk agents could use to collect some basic information about problems users and retailer are encountering with the D-700i modems. The Script you write should respond to two goals: (1) to collect basic product information that would be useful to Max Modem’s engineers and managers; and (2) to exhibit a diplomatic way of asking for information that reflects an excellent customer-service ethic.Your report should be NO more than one page and half typed in MS Word.Part-2 (Evaluate Vendor Support Web Sites)Select three or more support Web Sites from among the following hardware vendors:Apple (http://www.apple.com/support/hardware)Dell (Support.dell.com)Gateway (Support.gateway.com/support/default.asp)Hewlett-Packard (www8.hp.com/us/en/support-drivers.html)Lenovo (consumersupport.lenove.com)Sony (esupport.sony.com/perl/select-system.pl)Toshiba (www.csd.toshiba.com/cgi-bin/tais/su/su_sc_home.jsp)Compare and evaluate each vendor’s support Web Site using the Customer Support Criteria discussed in Chapter 2. Limit your evaluation to the support home page and perhaps one level below the home page.Address questions such as:How easy or difficult is it to find information about a specific models?Does the site provide the kind of information that a user support specialist would need to know?Is the information in a format that is usable?What tools are available on the Web site to allow someone to contact the Vendor with a question?Is it easy to navigate the Web Site?Based on its support Web Site, how do you rate each Vendor’s Commitment to excellent customer service?Your report should be NO more than one page and half typed in MS Word.
Baltimore City Community College Complaint Handing Script for Max Modem Report