2. Career development process is complex and rapidly evolving and new theories are continually developing presenting challenges to traditional understandings. Discuss why an understanding of career development processes is critical to management, employee and organizational success.

2. Career development process is complex and rapidly evolving and new theories are continually developing presenting challenges to traditional understandings. Discuss why an understanding of career development processes is critical to management, employee and organizational success.

Studies are at the present extrapolative huge employment income in … Read More...
Another method called “Turkish bath” or “sauna”, which uses hot water steam to improve health, please explains the possible benefits and possible problems of Turkish bath with the information you learned.

Another method called “Turkish bath” or “sauna”, which uses hot water steam to improve health, please explains the possible benefits and possible problems of Turkish bath with the information you learned.

Benefits: Sessions in a hot, dry sauna or hot, moist … Read More...
Materials are characterized by: a. Macroscopic properties b. Microstructure c. Atomic level composition d. All of the above 2. Atoms are: a. Composed of only electrons b. An abstract concept c. Found in fractional units d. Composed of a nucleus and electrons 3. The Burger’s vector describes: a. Cracks b. Crystal twinning c. The most direct route to McDonald’s d. Geometry of a crystal dislocation 4. Cubic Close Packed (CCP) is another name for which of the following: a. HCP b. BCC c. FCC d. All of the above 5. Un-vulcanized elastomers tend to: a. Fail catastrophically at low strain b. Be composed of metallic grains c. Deform plastically before failure d. Have elastic moduli ~109 Pa 6. Solid state diffusion & vacancy generation: a. Show Arrhenius-type behavior b. Are completely unrelated c. Increase linearly with Temperature d. Describe the motion of lattice points 7. Diffusion & heat transfer: a. Are completely unrelated b. Are directly related phenomena c. Relate a flux to a gradient d. Increase linearly with Temperature 8. Dislocations: a. Are interstitial dopants b. Are crystal defects c. Require atomic impurities d. Enhance plastic deformation 9. A typical atomic radii is roughly: a. 1 centimeter b. 1 nanometer c. 1 picometer d. 1 angstrom 10. Cubic crystal lattices have: a. Equal edge lengths b. 90° angles between edges c. Both a. & b. d. Atoms at each corner 11. Body centered cubic metals have: a. Close packed directions b. Close packed planes c. Both a. & b. d. Neither a. or b. 12. Face centered cubic metals have: a. Close packed directions b. Close packed planes c. Both a. & b. d. Neither a. or b. 13. A crystal lattice is an: a. Idealized representation of crystal sites in a real crystal b. Exact crystal representation c. Both a. & b. d. Neither a. or b. 14. Defects in a real crystal: a. Are at lattice sites b. Are within interstices c. Improve properties d. Decrease properties e. Require extensive characterization as they may involve a., b., c., & d. 15. Dislocations in metal grains: a. Prevent dislocation motion b. Can be removed through recrystallization c. Improve properties d. Decrease properties e. Require extensive characterization as they may involve a., b., c., & d. 16. The KIC parameter is used to describe: a. The number of possible pizza topping combinations at a given restaurant b. Dislocation density c. Weakening of a material due to cracks/stress concentrations d. The degree of Cold Working

Materials are characterized by: a. Macroscopic properties b. Microstructure c. Atomic level composition d. All of the above 2. Atoms are: a. Composed of only electrons b. An abstract concept c. Found in fractional units d. Composed of a nucleus and electrons 3. The Burger’s vector describes: a. Cracks b. Crystal twinning c. The most direct route to McDonald’s d. Geometry of a crystal dislocation 4. Cubic Close Packed (CCP) is another name for which of the following: a. HCP b. BCC c. FCC d. All of the above 5. Un-vulcanized elastomers tend to: a. Fail catastrophically at low strain b. Be composed of metallic grains c. Deform plastically before failure d. Have elastic moduli ~109 Pa 6. Solid state diffusion & vacancy generation: a. Show Arrhenius-type behavior b. Are completely unrelated c. Increase linearly with Temperature d. Describe the motion of lattice points 7. Diffusion & heat transfer: a. Are completely unrelated b. Are directly related phenomena c. Relate a flux to a gradient d. Increase linearly with Temperature 8. Dislocations: a. Are interstitial dopants b. Are crystal defects c. Require atomic impurities d. Enhance plastic deformation 9. A typical atomic radii is roughly: a. 1 centimeter b. 1 nanometer c. 1 picometer d. 1 angstrom 10. Cubic crystal lattices have: a. Equal edge lengths b. 90° angles between edges c. Both a. & b. d. Atoms at each corner 11. Body centered cubic metals have: a. Close packed directions b. Close packed planes c. Both a. & b. d. Neither a. or b. 12. Face centered cubic metals have: a. Close packed directions b. Close packed planes c. Both a. & b. d. Neither a. or b. 13. A crystal lattice is an: a. Idealized representation of crystal sites in a real crystal b. Exact crystal representation c. Both a. & b. d. Neither a. or b. 14. Defects in a real crystal: a. Are at lattice sites b. Are within interstices c. Improve properties d. Decrease properties e. Require extensive characterization as they may involve a., b., c., & d. 15. Dislocations in metal grains: a. Prevent dislocation motion b. Can be removed through recrystallization c. Improve properties d. Decrease properties e. Require extensive characterization as they may involve a., b., c., & d. 16. The KIC parameter is used to describe: a. The number of possible pizza topping combinations at a given restaurant b. Dislocation density c. Weakening of a material due to cracks/stress concentrations d. The degree of Cold Working

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MSE201 Midterm Exam 10/17/2014 Each element 2 points. Put ALL calculations and answers in your Blue Book! 1. Materials are characterized by: a. Macroscopic properties b. Microstructure c. Atomic level composition d. All of the above 2. Atoms are: a. Discrete units of matter b. An abstract concept c. Found in fractional units d. Crystallographic lattice points 3. The Burger’s vector describes: a. Surface cracks b. Crystal twinning c. Dislocation geometry d. The most direct route to McDonald’s 4. Cubic Close Packed (CCP) is another name for which of the following: a. HCP b. BCC c. FCC d. All of the above 5. Glass and ceramic materials tend to: a. Fail catastrophically at low strain b. Show ductility c. Deform plastically before failure d. Have elastic moduli ~106 Pa 6. Solid state diffusion & vacancy generation: a. Are completely unrelated b. Are directly related c. Increase linearly with Temperature d. Describe lattice point motion 7. Diffusion & heat transfer: a. Are completely unrelated b. Are directly related c. Increase linearly with Temperature d. Have identical differential equations 8. A vacancy and a dislocation both: a. Disrupt the crystal lattice b. Represent partial occupancy c. Contain ruptured bonds d. Are low energy regions 9. Dislocations: a. Are interstitial dopants b. Are crystal defects c. Require atomic impurities d. Enhance plastic deformation 10. Ionic, covalent and metallic bonding are primary bonding types. a. Primary bonds require exchange or sharing of what between atoms? b. How does electronegativity drive the reaction of sodium metal and chlorine gas to form sodium chloride? c. Carbon-carbon bonds are what type? d. The directional nature of covalent bonds is related to what structural feature of atoms? 11. The (111) plane of the FCC structure is close-packed. a. Sketch this plane within a unit cell. b. How many atoms are on the plane you drew inside the unit cell? c. Estimate the area of the plane d. Calculate the area atomic density e. If there is one vacancy per 1012 lattice points at 273K, what is the partial atomic occupancy of each lattice point? f. If you are asked calculate the number of vacancies present at 600K, what additional information do you need? 12. Dislocation motion occurs largely along close-packed directions and planes. First, compare the FCC & BCC structures: a. Describe any close packed planes b. Describe any close packed directions c. If the ductile-to-brittle transition at low temperatures is related to the number of close-packed directions and planes, do you expect BCC or FCC metals to have greater ductility? d. Magnesium and other HCP metals are brittle. Does your analysis from 12.c. support this observation? 13. A tensile test is performed on a ductile sample. The first 1% of strain is elastic with a modulus of 100E9 Pa, at which point plastic deformation begins. The tensile strength of 1.1E9 Pa is determined at 9% strain, while failure occurs at a stress of 9E8 Pa and strain of 18%. a. Sketch the complete stress-strain cycle b. Estimate the toughness in units of J/m3.

MSE201 Midterm Exam 10/17/2014 Each element 2 points. Put ALL calculations and answers in your Blue Book! 1. Materials are characterized by: a. Macroscopic properties b. Microstructure c. Atomic level composition d. All of the above 2. Atoms are: a. Discrete units of matter b. An abstract concept c. Found in fractional units d. Crystallographic lattice points 3. The Burger’s vector describes: a. Surface cracks b. Crystal twinning c. Dislocation geometry d. The most direct route to McDonald’s 4. Cubic Close Packed (CCP) is another name for which of the following: a. HCP b. BCC c. FCC d. All of the above 5. Glass and ceramic materials tend to: a. Fail catastrophically at low strain b. Show ductility c. Deform plastically before failure d. Have elastic moduli ~106 Pa 6. Solid state diffusion & vacancy generation: a. Are completely unrelated b. Are directly related c. Increase linearly with Temperature d. Describe lattice point motion 7. Diffusion & heat transfer: a. Are completely unrelated b. Are directly related c. Increase linearly with Temperature d. Have identical differential equations 8. A vacancy and a dislocation both: a. Disrupt the crystal lattice b. Represent partial occupancy c. Contain ruptured bonds d. Are low energy regions 9. Dislocations: a. Are interstitial dopants b. Are crystal defects c. Require atomic impurities d. Enhance plastic deformation 10. Ionic, covalent and metallic bonding are primary bonding types. a. Primary bonds require exchange or sharing of what between atoms? b. How does electronegativity drive the reaction of sodium metal and chlorine gas to form sodium chloride? c. Carbon-carbon bonds are what type? d. The directional nature of covalent bonds is related to what structural feature of atoms? 11. The (111) plane of the FCC structure is close-packed. a. Sketch this plane within a unit cell. b. How many atoms are on the plane you drew inside the unit cell? c. Estimate the area of the plane d. Calculate the area atomic density e. If there is one vacancy per 1012 lattice points at 273K, what is the partial atomic occupancy of each lattice point? f. If you are asked calculate the number of vacancies present at 600K, what additional information do you need? 12. Dislocation motion occurs largely along close-packed directions and planes. First, compare the FCC & BCC structures: a. Describe any close packed planes b. Describe any close packed directions c. If the ductile-to-brittle transition at low temperatures is related to the number of close-packed directions and planes, do you expect BCC or FCC metals to have greater ductility? d. Magnesium and other HCP metals are brittle. Does your analysis from 12.c. support this observation? 13. A tensile test is performed on a ductile sample. The first 1% of strain is elastic with a modulus of 100E9 Pa, at which point plastic deformation begins. The tensile strength of 1.1E9 Pa is determined at 9% strain, while failure occurs at a stress of 9E8 Pa and strain of 18%. a. Sketch the complete stress-strain cycle b. Estimate the toughness in units of J/m3.

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1. Express in your own words the meaning of these terms a. Balance b. Reaction c. Equation d. Reactant e. Product f. Dozen g. Mole Molar mass h. Reaction rate Activation energy i. Catalyst j. Equilibrium k. Dynamic equilibrium l. Chemical equilibrium Le Chatelier’s Principle m. Exergonic Endergonic n. Entropy o. Enthalpy p. Thermodynamics q. First Law of Thermodynamics Second Law of Thermodynamics

1. Express in your own words the meaning of these terms a. Balance b. Reaction c. Equation d. Reactant e. Product f. Dozen g. Mole Molar mass h. Reaction rate Activation energy i. Catalyst j. Equilibrium k. Dynamic equilibrium l. Chemical equilibrium Le Chatelier’s Principle m. Exergonic Endergonic n. Entropy o. Enthalpy p. Thermodynamics q. First Law of Thermodynamics Second Law of Thermodynamics

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Module Overview Summary of Module Description For full details, go to Module Descriptor. Aims The aim of this module is to: • Develop individuals for a career in business and management • Enhance and develop employability , professional and lifelong learning skills and personal development Learning Outcomes Learners will be able to critically evaluate the acquisition of a range of academic and professional skills using a number of theoretical frameworks. Assessment – Summary Category Assessment Description Duration Word Count Weight (%) Written Assignment Essay 1 Reflective Essay N/A 3000 45 For full details, go to Assessment. Additional Information Remember that a variety of Resources is available to support your learning materials.Skills and character audit This document provides an initial picture of your skills and character. It will also provide the basis of further documents that make up the first assignment on the module. It is based on the skills statements that form a fundamental part of your Masters programme which were approved by a validation panel that consisted of members of staff in the Business School, academic staff from other higher education institutions and employers. The statements in the form are there for you and you will not be judged on whether your responses are positive or negative. The responses should enable you to identify what you are good or bad at from which you can create a personal SLOT analysis (Strengths, Limitations, Opportunities, Threats). From this SLOT analysis you can then concentrate on developing certain areas that will enhance your academic and professional development. We would very much like to” get to know” you through this document and would encourage you to also complete the notes section. In this you could give us a rationale for your responses to the questions. As a guide to how you should gauge your response consider the following: Strongly agree – I have a wide range of experience in this area and have been commended by a tutor or employer for my efforts in this area Agree – I am comfortable with this aspect and have been able to demonstrate my ability Disagree – I am Ok with this but realise that I do need to improve Strongly disagree – I know I am weak in this area and need to focus on this as I could fine this weakness to be detrimental to my progression Explain why – please take the room to consider the reasons for your answer as this is the reflection that is of most value. Do not worry if your section spills onto the next page.   Intellectual (thinking) skills Strongly Agree Agree Disagree Strongly Disagree I am a creative person who can adapt my thinking to circumstances I am able to organise my thoughts, analyse, synthesise and critically appraise situations I can identify assumptions, evaluate statements in terms of evidence, detect false logic or reasoning, identify implicit values, define terms adequately and generalise appropriately Explain why: Professional/Vocational skills Strongly Agree Agree Disagree Strongly Disagree I use a wide range of techniques in approaching and solving problems. I am comfortable with a range of research techniques I am able to analyse and interpret quantitative data I am able to analyse and interpret qualitative data My leadership skills are well developed and I can adapt them to different situations I am able to manage people effectively Motivating myself and others comes easy to me I am aware of my responsibilities to myself, the organisation and other people I treat people with respect and consideration Explain why:   Key/Common skills Strongly Agree Agree Disagree Strongly Disagree I am able to use mathematical techniques to analyse data I can effectively interpret numerical data including tables and charts I am able to use a wide range of software on a PC I use a range Information Technology devices to communicate and access information I am a good listener I am able to communicate my ideas well in a face-to-face situation I can adapt my written style to suit an audiences needs I am comfortable presenting my ideas to an audience Whenever I have completed a task I always reflect on the experience with a view to seeking continuous improvement I manage my time effectively I am always prompt when asked to complete a task I am aware of the need to be sensitive to the cultural differences to which I have been exposed I am keen to learn about other people and their country and culture I enjoy working with others to complete a task I know my own character and am sensitive of this in a group situation I understand that a group is made of individuals and I am sensitive to the needs and preferences of others I will always ensure that I get my views across in a meeting I am willing to accept the viewpoint of others I always give 100% in a group task Explain why: SLOT Analysis Having responded to the statements above you should now be in a position to look forward and recognise those areas on which your development will be based. The SLOT analysis can help you to arrange this. Strengths – can be those skills and characteristics to which you have responded positively to in the previous section. It is worth noting that whilst you may be strong in these areas that does not mean you ignore their development. Indeed you may be able to utilise these strengths in the development of areas identified as weaknesses or to overcome strengths, this will enhance those skills and characteristics. Limitations – All of us can identify some sort of limitation to our skills. None of us should be afraid of doing this as this is the first stage on the improvement and development of these weaknesses. Opportunities – These arise or can be created. When thinking of this look ahead at opportunities that will arise in a professional, academic or social context within which your development can take place. Threats – Many threats from your development can come from within – your own characteristics e.g. poor time management can lead to missing deadlines. However we could equally identify a busy lifestyle as a threat to our development. Once again think widely in terms of where the threat will come from. Do not worry if you find that a strength can also be a limitation. This is often true as a characteristic you have may be strength in one situation but a limitation in another. E.g. you may be an assertive person, which is positive, but this could be negative in a group situation. Please try and elaborate this in the notes section at the foot of the table. SLOT Analysis (you may need to use two pages to set out this analysis) Strengths Limitations Opportunities Threats Analysis of the Bullet points in the SLOT table Objectives Having undertaken some analysis of your skills and characteristics the aim of this next section is to identify various aspects of your development during the course of this module, other modules on your course, and extra-curricular activities. Make sure the objectives are SMART:- S – Specific. Clearly identified from the exercises undertaken M – Measurable. The outcomes can be easily demonstrated (to yourself, and where possible others) A – Achievable. They can be done given the opportunities available to you R – Relevant. They form part of your development either on this award, in your employability prospects or in your current job role T – Timebound. They can be achieved within a given timescale Whilst there are 5 rows in the table below, please feel free to add more. However be sure that you need to do this development and that they fit within the scope of the above criteria. Area What I am going to do. How I am going to do it When I am going to do it by Force Field Analysis This technique was designed by Kurt Lewin (1947 and 1953). In the business world it is used for decision making, looking at forces that need to be considered when implementing change – it can be said to be a specialised method of weighing up the pros and cons of a decision. Having looked at your personal strengths and weaknesses we would like you to use this technique to become aware of those factors that will help/hinder, give you motivation for or may act against, your personal development. Whilst you could do this for each of your objectives we want you to think in terms of where you would like to be at the end of your Masters programme. In the central pillar, put in a statement of where you want to be at the end of the course. Then in the arrows either side look at those factors/forces that may work in your favour. Be realistic and please add as many arrows that you think may be necessary; use a separate page for the module if it makes it easier to structure your thoughts. Forces or factors working for achieving your desired outcome Where I want to be Forces or factors against working against you achieving your desired outcome

Module Overview Summary of Module Description For full details, go to Module Descriptor. Aims The aim of this module is to: • Develop individuals for a career in business and management • Enhance and develop employability , professional and lifelong learning skills and personal development Learning Outcomes Learners will be able to critically evaluate the acquisition of a range of academic and professional skills using a number of theoretical frameworks. Assessment – Summary Category Assessment Description Duration Word Count Weight (%) Written Assignment Essay 1 Reflective Essay N/A 3000 45 For full details, go to Assessment. Additional Information Remember that a variety of Resources is available to support your learning materials.Skills and character audit This document provides an initial picture of your skills and character. It will also provide the basis of further documents that make up the first assignment on the module. It is based on the skills statements that form a fundamental part of your Masters programme which were approved by a validation panel that consisted of members of staff in the Business School, academic staff from other higher education institutions and employers. The statements in the form are there for you and you will not be judged on whether your responses are positive or negative. The responses should enable you to identify what you are good or bad at from which you can create a personal SLOT analysis (Strengths, Limitations, Opportunities, Threats). From this SLOT analysis you can then concentrate on developing certain areas that will enhance your academic and professional development. We would very much like to” get to know” you through this document and would encourage you to also complete the notes section. In this you could give us a rationale for your responses to the questions. As a guide to how you should gauge your response consider the following: Strongly agree – I have a wide range of experience in this area and have been commended by a tutor or employer for my efforts in this area Agree – I am comfortable with this aspect and have been able to demonstrate my ability Disagree – I am Ok with this but realise that I do need to improve Strongly disagree – I know I am weak in this area and need to focus on this as I could fine this weakness to be detrimental to my progression Explain why – please take the room to consider the reasons for your answer as this is the reflection that is of most value. Do not worry if your section spills onto the next page.   Intellectual (thinking) skills Strongly Agree Agree Disagree Strongly Disagree I am a creative person who can adapt my thinking to circumstances I am able to organise my thoughts, analyse, synthesise and critically appraise situations I can identify assumptions, evaluate statements in terms of evidence, detect false logic or reasoning, identify implicit values, define terms adequately and generalise appropriately Explain why: Professional/Vocational skills Strongly Agree Agree Disagree Strongly Disagree I use a wide range of techniques in approaching and solving problems. I am comfortable with a range of research techniques I am able to analyse and interpret quantitative data I am able to analyse and interpret qualitative data My leadership skills are well developed and I can adapt them to different situations I am able to manage people effectively Motivating myself and others comes easy to me I am aware of my responsibilities to myself, the organisation and other people I treat people with respect and consideration Explain why:   Key/Common skills Strongly Agree Agree Disagree Strongly Disagree I am able to use mathematical techniques to analyse data I can effectively interpret numerical data including tables and charts I am able to use a wide range of software on a PC I use a range Information Technology devices to communicate and access information I am a good listener I am able to communicate my ideas well in a face-to-face situation I can adapt my written style to suit an audiences needs I am comfortable presenting my ideas to an audience Whenever I have completed a task I always reflect on the experience with a view to seeking continuous improvement I manage my time effectively I am always prompt when asked to complete a task I am aware of the need to be sensitive to the cultural differences to which I have been exposed I am keen to learn about other people and their country and culture I enjoy working with others to complete a task I know my own character and am sensitive of this in a group situation I understand that a group is made of individuals and I am sensitive to the needs and preferences of others I will always ensure that I get my views across in a meeting I am willing to accept the viewpoint of others I always give 100% in a group task Explain why: SLOT Analysis Having responded to the statements above you should now be in a position to look forward and recognise those areas on which your development will be based. The SLOT analysis can help you to arrange this. Strengths – can be those skills and characteristics to which you have responded positively to in the previous section. It is worth noting that whilst you may be strong in these areas that does not mean you ignore their development. Indeed you may be able to utilise these strengths in the development of areas identified as weaknesses or to overcome strengths, this will enhance those skills and characteristics. Limitations – All of us can identify some sort of limitation to our skills. None of us should be afraid of doing this as this is the first stage on the improvement and development of these weaknesses. Opportunities – These arise or can be created. When thinking of this look ahead at opportunities that will arise in a professional, academic or social context within which your development can take place. Threats – Many threats from your development can come from within – your own characteristics e.g. poor time management can lead to missing deadlines. However we could equally identify a busy lifestyle as a threat to our development. Once again think widely in terms of where the threat will come from. Do not worry if you find that a strength can also be a limitation. This is often true as a characteristic you have may be strength in one situation but a limitation in another. E.g. you may be an assertive person, which is positive, but this could be negative in a group situation. Please try and elaborate this in the notes section at the foot of the table. SLOT Analysis (you may need to use two pages to set out this analysis) Strengths Limitations Opportunities Threats Analysis of the Bullet points in the SLOT table Objectives Having undertaken some analysis of your skills and characteristics the aim of this next section is to identify various aspects of your development during the course of this module, other modules on your course, and extra-curricular activities. Make sure the objectives are SMART:- S – Specific. Clearly identified from the exercises undertaken M – Measurable. The outcomes can be easily demonstrated (to yourself, and where possible others) A – Achievable. They can be done given the opportunities available to you R – Relevant. They form part of your development either on this award, in your employability prospects or in your current job role T – Timebound. They can be achieved within a given timescale Whilst there are 5 rows in the table below, please feel free to add more. However be sure that you need to do this development and that they fit within the scope of the above criteria. Area What I am going to do. How I am going to do it When I am going to do it by Force Field Analysis This technique was designed by Kurt Lewin (1947 and 1953). In the business world it is used for decision making, looking at forces that need to be considered when implementing change – it can be said to be a specialised method of weighing up the pros and cons of a decision. Having looked at your personal strengths and weaknesses we would like you to use this technique to become aware of those factors that will help/hinder, give you motivation for or may act against, your personal development. Whilst you could do this for each of your objectives we want you to think in terms of where you would like to be at the end of your Masters programme. In the central pillar, put in a statement of where you want to be at the end of the course. Then in the arrows either side look at those factors/forces that may work in your favour. Be realistic and please add as many arrows that you think may be necessary; use a separate page for the module if it makes it easier to structure your thoughts. Forces or factors working for achieving your desired outcome Where I want to be Forces or factors against working against you achieving your desired outcome

  Intellectual (thinking) skills   Strongly Agree Agree Disagree Strongly … Read More...
How will you improve, change, add to or in some way enhance the way you now address the teaching of comprehension for works of fiction and non-fiction.

How will you improve, change, add to or in some way enhance the way you now address the teaching of comprehension for works of fiction and non-fiction.

Other plan comprises: creation predictions: One technique is the concentrating … Read More...
1- Which of the following is not a basic role of managers? Interpersonal Entrepreneurial Informational Decisional 2- A company’s IT architecture includes all of the following except: Hardware and software Networks Database management systems The members of the IT staff How IT decisions will be made 3- Which of the following is NOT one of the three objectives that the IT strategic plan must meet to allow an organization to achieve its goals? Alignment with the strategic plan Clearly defined IT steering committee IS development resources allocated Seamless IT architecture 4- In the _____ phase of the decision-making process, managers examine a situation and identify and define the problem. implementation choice design intelligence consideration 5- Which of the following systems acquisition methods can result in a company’s acquiring software that is controlled by another company, may be difficult to enhance or modify, and may not support the desired business processes? Systems development life cycle Prototyping End-user development Buy option Component-based development 6- Which of the following systems acquisition methods requires staff to systematically go through every step in the development process and has a lower probability of missing important user requirements? Systems development life cycle Prototyping End-user development External acquisition Object-oriented development 7- Which of the following is NOT an advantage of the buy option for acquiring IS applications? Few types of off-the-shelf software are available, thus limiting confusion. The software can be tried out. The buy option saves time. The company will know what it is getting. All of these 8- Evaluating the benefits of IT projects is more complex than evaluating their costs for all of the following reasons except: Benefits are harder than costs to quantify. Benefits tend to be more tangible than costs. IT can be used for several different purposes. The probability of obtaining a return from an IT investment is based on the probability of implementation success. The proposed system may be “cutting edge.” 9- Decisions today are becoming _____ complex due to _____ uncertainty in the decision environment. less, decreased more, decreased less, increased more, increased neither more nor less, decreased 10- Which of the following is/are disadvantages of the buy option for acquiring IS applications? The software may not exactly meet the company’s needs. The software may be impossible to modify. The company will not have control over software improvements. The software may not integrate with existing systems. All of these

1- Which of the following is not a basic role of managers? Interpersonal Entrepreneurial Informational Decisional 2- A company’s IT architecture includes all of the following except: Hardware and software Networks Database management systems The members of the IT staff How IT decisions will be made 3- Which of the following is NOT one of the three objectives that the IT strategic plan must meet to allow an organization to achieve its goals? Alignment with the strategic plan Clearly defined IT steering committee IS development resources allocated Seamless IT architecture 4- In the _____ phase of the decision-making process, managers examine a situation and identify and define the problem. implementation choice design intelligence consideration 5- Which of the following systems acquisition methods can result in a company’s acquiring software that is controlled by another company, may be difficult to enhance or modify, and may not support the desired business processes? Systems development life cycle Prototyping End-user development Buy option Component-based development 6- Which of the following systems acquisition methods requires staff to systematically go through every step in the development process and has a lower probability of missing important user requirements? Systems development life cycle Prototyping End-user development External acquisition Object-oriented development 7- Which of the following is NOT an advantage of the buy option for acquiring IS applications? Few types of off-the-shelf software are available, thus limiting confusion. The software can be tried out. The buy option saves time. The company will know what it is getting. All of these 8- Evaluating the benefits of IT projects is more complex than evaluating their costs for all of the following reasons except: Benefits are harder than costs to quantify. Benefits tend to be more tangible than costs. IT can be used for several different purposes. The probability of obtaining a return from an IT investment is based on the probability of implementation success. The proposed system may be “cutting edge.” 9- Decisions today are becoming _____ complex due to _____ uncertainty in the decision environment. less, decreased more, decreased less, increased more, increased neither more nor less, decreased 10- Which of the following is/are disadvantages of the buy option for acquiring IS applications? The software may not exactly meet the company’s needs. The software may be impossible to modify. The company will not have control over software improvements. The software may not integrate with existing systems. All of these

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Select Case 1, 2, or 8 in the back of the textbook. After you have read the case, select at least one of the questions presented at the end.-If you select only one question, then you will need to elaborate with more examples and perspectives than if you select more than one, but the choice is yours. Fair warning: It is possible to fall into the trap of repeating oneself. To avoid that threat, think in advance of the different perspectives that you wish to explore. If you select more than one question, each answer will naturally be shorter. This may be a good approach if you discern that the questions lack strong potential to elicit in-depth answers. Remember to reply to the contributions of two other students in this exercise. This is a rule that we are only observing in the case analyses, given the relative complexity of the cases, compared to the chapter discussion questions. Always add value, from the textbook, news, personal experience, or all three. Indicate the case and question at the beginning, but avoid restating the question in your answer. In this respect, use the same method as in the chapter discussion questions, described in the Week 2 forum. Write at least 500 words (no minimum for replies, but do add value). Quoted passages do not contribute to the word count (so you will need to write more if you insert any quoted material). Post-edit your work carefully to catch errors. Avoid plagiarism at all cost. ——— Note on anomalous questions. Some questions will require you to work around selected details to fit the requisite discussion format. For example, Question 2 in Case 1 asks how your proposal will solve certain problems noted in answer to the previous question. If you have not actually answered Question 1, then you will have to assert one or more problems from the case, a proposed solution, and then an explanation of how your proposal may help. Question 3 is similar, in that you will need to identify a problem and a solution, followed by an argument about the budget. Although Alistair was expecting to hire a Project Engineer rather than a Quality Compliance Manager, the methods used to make the decision should be similar. The main difference in the Quality Compliance Manager position is that it is in a joint venture with a Hungarian government backed firm. International Joint Ventures (IJV) makes HRM practices more complicated because HRM practices and strategies are required for each IJV entity (Dowling, Festing, & Engle, 2013). HRM must address IJV in four stages, in which, each stage has an impact on the next. It is important for HRM to very thorough with each stage and communication through each stage is vital. To be successful, HRM must combine the IJV strategy along with the recruitment, selection, training, and development processes (Dowling et al., 2013). In light of the needs of the company and the new Quality Compliance Manager position, Alistair should choose the first candidate, Marie Erten-Loiseau. The fact that the job requires travel to France and Germany is a positive for Marie because she was born in France and was educated in France and Germany. The familiarity of these locations will help her as she meets with new business partners because she will have a good understanding of the policy and procedures required for companies in these two countries. Dowling et al., (2013), points out that the manager needs to be able to assess the desires of the stakeholders and be able to implement strategies based on their desires. Another reason for choosing Marie is that she has the most experience and has worked with Trianon for 13 years. The experience she has with the company is invaluable because she knows the goals of the company and strategies for implementing those goals. The last reason for choosing Marie is that she has been successful in her previous positions. She has lead two projects in two different countries and both were successful. This shows that she is able to adapt to the different practices of each country. There are many factors that Alistair should take into consideration to determine the correct choice for the Quality Compliance Manager position. The major factors that require consideration are the specificities of the entire situation, the reason for the assignment, and type of assignment. The four main specificities include context specificities, firm specific variables, local unit specificities, and IHRM practices (Dowling et al., 2013). The context specificities would include the differences in cultures between the assignment in Hungary and the base location for the Trianon, Marseilles. The firm specific variable includes any changes in the way operations in Hungary are conducted, whether it is strategy or HRM policies. The local unit specificities include the role of the joint venture in relation to Trianon and how this joint venture will fit into the long-term plan of the company. The company hopes that it will provide a good working relationship with the state supported airline, which will lead to more business in the future. The IHRM practices determine the employees that are hired and the training that is available to the employees. The reason for the assignment also is a major factor in determining the correct candidate. In the situation of Trianon, a joint venture with a Hungarian government back firm created a position that needed filling. The Quality Compliance Manager position allows Trianon to manage the joint venture operation, make sure it is successful, and build a strong relationship with Malev. The last major factor is the type of assignment. The Quality Compliance Manager assignment is long-term assignment because it is 3 years in duration. The joint venture is the first that the company has been involved in outside the UK so there is less familiarity on the administrative/compliance side. The candidate must act as an agent of direct control (Dowling et al., 2013) by assuring that compliance policies are followed and company strategy is implemented. Assessing whether a male or female would be the best fit for the position is also a factor that deserves consideration. The low number of female expatriates led Jessens, Cappellen, &Zanoni (2006) to research the following three myths: women have no desire to be in positions of authority in a foreign country, companies do not desire to place females in positions of authority while a foreign country, and women would be ineffective because of the views towards women in foreign countries. The research indicated that female expatriates do have conflict that arises related to their gender but the successful ones were able to turn the conflicts around based on the qualities that these women possess (Jessens et al., 2006). With all of these factors considered, I believe Marie Erten-Loiseau is the best candidate for the Quality Compliance Manager. References Dowling, P.J., Festing, M., & Engle, A.D. Sr. (2013). International Human Resource Management (6th ed.). Stamford, CT: Cengage Learning Janssens, M., Cappellen, T., &Zanoni, P. (2006). Successful female expatriates as agents: Positioning oneself through gender, hierarchy, and culture. Journal of World Business, 1-16. doi:10.1016/j.jwb.2006.01.001 2.) Case 8 – Questions 1 & 4 Multinational firms are often faced with recruiting and staffing decisions that could ultimately enhance or diminish the firm’s ability to be successful in a competitive global market. Perlmutter identified four staffing approaches for MNEs to consider based on the primary attitudes of international executives that would lay the foundation for MNEs during the recruitment and hiring process (Dowling, Festing, & Engle, 2013). At one point or another throughout the MacDougall family journey Lachlan and Lisa have served in one of the four capacities as an ethnocentric, polycentric, geocentric, and regiocentric employee. The ability to encompass all four attitudes that Perlmutter set forth is something that the MacDougall family has managed to do extremely well. The possibility for a multinational firm to recruit a family of this caliber that has been exposed and has an understanding of the positive and negative aspects of each attitude is phenomenal. This would be resourceful for any multinational firm. The MacDougal family’s exposure to cross-cultural management is also valuable. The diverse cultural background that the family has encountered on their international journey is a rarity. Cultural diversity and cross-cultural management play a critical role in MNEs because it produces a work environment that can transform the workplace into a place of learning and give the firm the availability to create new ideas for a more productive and competitive advantage over other firms (Sultana, Rashid, Mohiuddin, &Mazumder, 2013). This is something that is easy for the MacDougall family to bring to the table with the family’s given history. The expatriate lifestyle that has become second nature to the MacDougall family is beneficial for multinational firms for multifarious reasons Being raised around different cultures and then choosing to work internationally and learn different cultures has attributed to Lachlan’s successful career. The family’s ability to communicate and blend in socially among diverse cultures is an important aspect for international firms that want to stay competitive and be successful. The family has acclimated fairly easy to all of the places they have been and this is something that can be favorable when firms are recruiting employees. The MacDougall family has an upper-hand in the international marketplace naturally due to previous experiences with other countries and cultures. The exceptional way that the family has managed to conform to a multitude of other cultures and flourish is not an easy task. Marriage is not easy and many families experience a greater challenge avoiding divorcees when international mobility is involved. Lachlan and Lisa have been able to move together and this is an important aspect to the success of their marriage. Based on the case study they have a common desire to travel and both are successful in their careers. Lisa’s devotion to her husband’s successful career has put some strain on the marriage as she has had times where she felt she did not have her own identity. Military spouses experience this type of stress during long deployments and times that they have to hold the household together on their own. Another example is with employers who are transferred internationally for a short period of time or travel often. Separation of spouses can strain any marriage, but Lisa and Lachlan have been fortunate to avoid separation for any extended length of time. References Dowling, P.J., Festing, M., & Engle, A.D.Sr.(2013). International Human Resource Management. (6thed.). Stamford, CT: Cengage Sultana, M., Rashid, M., Mohiuddin, M. &Mazumder, M. (2013).Cross-cultural management and organizational performance.A Contnet analysis perspective.International Journal of Business and Management, 8(8), 133-146.

Select Case 1, 2, or 8 in the back of the textbook. After you have read the case, select at least one of the questions presented at the end.-If you select only one question, then you will need to elaborate with more examples and perspectives than if you select more than one, but the choice is yours. Fair warning: It is possible to fall into the trap of repeating oneself. To avoid that threat, think in advance of the different perspectives that you wish to explore. If you select more than one question, each answer will naturally be shorter. This may be a good approach if you discern that the questions lack strong potential to elicit in-depth answers. Remember to reply to the contributions of two other students in this exercise. This is a rule that we are only observing in the case analyses, given the relative complexity of the cases, compared to the chapter discussion questions. Always add value, from the textbook, news, personal experience, or all three. Indicate the case and question at the beginning, but avoid restating the question in your answer. In this respect, use the same method as in the chapter discussion questions, described in the Week 2 forum. Write at least 500 words (no minimum for replies, but do add value). Quoted passages do not contribute to the word count (so you will need to write more if you insert any quoted material). Post-edit your work carefully to catch errors. Avoid plagiarism at all cost. ——— Note on anomalous questions. Some questions will require you to work around selected details to fit the requisite discussion format. For example, Question 2 in Case 1 asks how your proposal will solve certain problems noted in answer to the previous question. If you have not actually answered Question 1, then you will have to assert one or more problems from the case, a proposed solution, and then an explanation of how your proposal may help. Question 3 is similar, in that you will need to identify a problem and a solution, followed by an argument about the budget. Although Alistair was expecting to hire a Project Engineer rather than a Quality Compliance Manager, the methods used to make the decision should be similar. The main difference in the Quality Compliance Manager position is that it is in a joint venture with a Hungarian government backed firm. International Joint Ventures (IJV) makes HRM practices more complicated because HRM practices and strategies are required for each IJV entity (Dowling, Festing, & Engle, 2013). HRM must address IJV in four stages, in which, each stage has an impact on the next. It is important for HRM to very thorough with each stage and communication through each stage is vital. To be successful, HRM must combine the IJV strategy along with the recruitment, selection, training, and development processes (Dowling et al., 2013). In light of the needs of the company and the new Quality Compliance Manager position, Alistair should choose the first candidate, Marie Erten-Loiseau. The fact that the job requires travel to France and Germany is a positive for Marie because she was born in France and was educated in France and Germany. The familiarity of these locations will help her as she meets with new business partners because she will have a good understanding of the policy and procedures required for companies in these two countries. Dowling et al., (2013), points out that the manager needs to be able to assess the desires of the stakeholders and be able to implement strategies based on their desires. Another reason for choosing Marie is that she has the most experience and has worked with Trianon for 13 years. The experience she has with the company is invaluable because she knows the goals of the company and strategies for implementing those goals. The last reason for choosing Marie is that she has been successful in her previous positions. She has lead two projects in two different countries and both were successful. This shows that she is able to adapt to the different practices of each country. There are many factors that Alistair should take into consideration to determine the correct choice for the Quality Compliance Manager position. The major factors that require consideration are the specificities of the entire situation, the reason for the assignment, and type of assignment. The four main specificities include context specificities, firm specific variables, local unit specificities, and IHRM practices (Dowling et al., 2013). The context specificities would include the differences in cultures between the assignment in Hungary and the base location for the Trianon, Marseilles. The firm specific variable includes any changes in the way operations in Hungary are conducted, whether it is strategy or HRM policies. The local unit specificities include the role of the joint venture in relation to Trianon and how this joint venture will fit into the long-term plan of the company. The company hopes that it will provide a good working relationship with the state supported airline, which will lead to more business in the future. The IHRM practices determine the employees that are hired and the training that is available to the employees. The reason for the assignment also is a major factor in determining the correct candidate. In the situation of Trianon, a joint venture with a Hungarian government back firm created a position that needed filling. The Quality Compliance Manager position allows Trianon to manage the joint venture operation, make sure it is successful, and build a strong relationship with Malev. The last major factor is the type of assignment. The Quality Compliance Manager assignment is long-term assignment because it is 3 years in duration. The joint venture is the first that the company has been involved in outside the UK so there is less familiarity on the administrative/compliance side. The candidate must act as an agent of direct control (Dowling et al., 2013) by assuring that compliance policies are followed and company strategy is implemented. Assessing whether a male or female would be the best fit for the position is also a factor that deserves consideration. The low number of female expatriates led Jessens, Cappellen, &Zanoni (2006) to research the following three myths: women have no desire to be in positions of authority in a foreign country, companies do not desire to place females in positions of authority while a foreign country, and women would be ineffective because of the views towards women in foreign countries. The research indicated that female expatriates do have conflict that arises related to their gender but the successful ones were able to turn the conflicts around based on the qualities that these women possess (Jessens et al., 2006). With all of these factors considered, I believe Marie Erten-Loiseau is the best candidate for the Quality Compliance Manager. References Dowling, P.J., Festing, M., & Engle, A.D. Sr. (2013). International Human Resource Management (6th ed.). Stamford, CT: Cengage Learning Janssens, M., Cappellen, T., &Zanoni, P. (2006). Successful female expatriates as agents: Positioning oneself through gender, hierarchy, and culture. Journal of World Business, 1-16. doi:10.1016/j.jwb.2006.01.001 2.) Case 8 – Questions 1 & 4 Multinational firms are often faced with recruiting and staffing decisions that could ultimately enhance or diminish the firm’s ability to be successful in a competitive global market. Perlmutter identified four staffing approaches for MNEs to consider based on the primary attitudes of international executives that would lay the foundation for MNEs during the recruitment and hiring process (Dowling, Festing, & Engle, 2013). At one point or another throughout the MacDougall family journey Lachlan and Lisa have served in one of the four capacities as an ethnocentric, polycentric, geocentric, and regiocentric employee. The ability to encompass all four attitudes that Perlmutter set forth is something that the MacDougall family has managed to do extremely well. The possibility for a multinational firm to recruit a family of this caliber that has been exposed and has an understanding of the positive and negative aspects of each attitude is phenomenal. This would be resourceful for any multinational firm. The MacDougal family’s exposure to cross-cultural management is also valuable. The diverse cultural background that the family has encountered on their international journey is a rarity. Cultural diversity and cross-cultural management play a critical role in MNEs because it produces a work environment that can transform the workplace into a place of learning and give the firm the availability to create new ideas for a more productive and competitive advantage over other firms (Sultana, Rashid, Mohiuddin, &Mazumder, 2013). This is something that is easy for the MacDougall family to bring to the table with the family’s given history. The expatriate lifestyle that has become second nature to the MacDougall family is beneficial for multinational firms for multifarious reasons Being raised around different cultures and then choosing to work internationally and learn different cultures has attributed to Lachlan’s successful career. The family’s ability to communicate and blend in socially among diverse cultures is an important aspect for international firms that want to stay competitive and be successful. The family has acclimated fairly easy to all of the places they have been and this is something that can be favorable when firms are recruiting employees. The MacDougall family has an upper-hand in the international marketplace naturally due to previous experiences with other countries and cultures. The exceptional way that the family has managed to conform to a multitude of other cultures and flourish is not an easy task. Marriage is not easy and many families experience a greater challenge avoiding divorcees when international mobility is involved. Lachlan and Lisa have been able to move together and this is an important aspect to the success of their marriage. Based on the case study they have a common desire to travel and both are successful in their careers. Lisa’s devotion to her husband’s successful career has put some strain on the marriage as she has had times where she felt she did not have her own identity. Military spouses experience this type of stress during long deployments and times that they have to hold the household together on their own. Another example is with employers who are transferred internationally for a short period of time or travel often. Separation of spouses can strain any marriage, but Lisa and Lachlan have been fortunate to avoid separation for any extended length of time. References Dowling, P.J., Festing, M., & Engle, A.D.Sr.(2013). International Human Resource Management. (6thed.). Stamford, CT: Cengage Sultana, M., Rashid, M., Mohiuddin, M. &Mazumder, M. (2013).Cross-cultural management and organizational performance.A Contnet analysis perspective.International Journal of Business and Management, 8(8), 133-146.

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