Mortality film, The Hours

Theory Of Planned Behavior Example

Theory Of Planned Behavior Example Theory Of Planned Behavior – Coursework Example Theory of Planned Behavior Part A After a series of struggle and determination, I was able to take a stand to make my own decisions. Making my own decisions has been a behavior that I have longed for a long time to attain. Being a married woman, I was under the control of my husband for 18 years. Ajzen’s theory of behavior’s components of behavioral beliefs, normative beliefs, and controls beliefs have been my steering factors (Value Based Management.net, 2009). Behavioral beliefs dictate the possible consequences of the behavior while normative beliefs focus on expectations of others especially with respect to some norms or code of conduct. Control belief construct of Theory of Planned Behavior on the other hand helps an individual to understand and identify factors that facilitate or impede performance of the behavior (Value Based Management.net, 2009). I came to realize that once I understood the likely consequences of being independent from the behavioral belief, th e societal (normative) expectations of my environment, and the various factors that may facilitate or impede taking an independent stand; it was easier to change my behavior. However, despite the fact that I managed to change from being controlled to being independent, I have tried in vain to quit smoking. I have applied numerous ways like the gum, doctor prescribed pills and lollipops that have a less nicotine in them, and E cigarettes but can’t seem to quit totally. The controls belief factor of addiction has prevented me from quitting the behavior (Bledsoe, 2005). I have looked at the impediments to quitting smoking against the facilitators only to realize that the former overweigh the latter (Han, Hsu, 1271-1276Han, H., Hsu, L., & Sheu, C. (2010). Application of the Theory of Planned Behavior to green hotel choice: Testing the effect of environmental friendly activities. Tourism Management, 31(3), 325–334.Value Based Management.net. (2009). Theory of planned behav ior. Retrieved on April 5, 2012 from valuebasedmanagement.net/methods_ajzen_theory_planned_behaviour.html

Comparative Business Systems Essay Example | Topics and Well Written Essays - 750 words

Comparative Business Systems - Essay Example German’s economic condition entails a service sector, which offers a contribution of 70% of GDP and industry sector that offers 29.1% contribution, while the agricultural sector offers 0.9% (Mundi, 2010, 3). Brazil’s Gross Domestic Product has grown from 7.5% in 2010 to 2.7% 2011, and despite to the global hold back, the domestic market in Brazil have become strong, hence reducing vulnerability to the external crisis (The World Bank Group, 2012, 1). Conversely, Germany attracts foreign investors by providing an open market without restrictions to operate any business (Pugh and Hickson, 2007, 20). Therefore, the citizens of Germany and Brazil are benefiting from the stability of their economic growth, with relatively low inflation rate and improved social well-being (Chandler, 1984, 473). This paper will focus on comparing the business systems in Brazil and Germany. On the other hand, in Brazil there are limits of potential growth and significant advances in the economy, which are attributed to institutional reforms, noninflationary growth that is derailed by barriers, regulation and insufficiency in infrastructure and poor business climate (Jimenez, Gomez Sabaini and Podesta, 2010, 38). However, the condition is better in Germany, since the government has established necessary reforms to improve their economic conditions (Hall and Soskice, 2001, 36). Quality of Brazilian government services concerning the expenditure is relatively lower than other middle-income countries, and country launched a growth acceleration plan in 2007, which focused on increasing investment in infrastructure, and offering tax incentives to facilitate economic growth (Whitley, 2007, 30). In Germany, people are taxed on their income, especially individual residents; in fact, income tax rate have a range of 15% to 45% during the year 2010. Furthermore, Germany presented an initial general tax-free amount of 8,004 Euros during the year 2010 and 16,008 Euros for people, who ar e not married; thus, Germany has subjected corporation to 15% corporate income tax and a solidarity surcharge of 5.5% and it results to an entire rate of 15.8% (Mundi, 2010, 5). In Brazil, the plan led to a 7.5 % growth in 2010, and resilience to the crisis experienced in 2009, and insignificant recession among developed and emerging economies in 2011 (OECD, 2011, 4). Role of the National State in the Economy German’s economic condition has contributed significantly to production based on engineering; for instance, there is production of automobiles, machinery, metals and chemical products. Moreover, Germany has been renowned manufactures of wind turbines and solar power technologies (Mundi, 2010, 7). In fact, this country offers the largest international trade fairs every year; in fact, this congress has been held severally in cities such as Hanover, Frankfurt, and Berlin. On the other hand, the growth in Brazil has facilitated challenges, whereby the country is anticipating hosting the World Cup in 2014 and Olympics Games, in 2016, hence this is requiring significant investment in urban and social development, and transport infrastructure. Moreover, Brazil has experienced substantial regional differences in the social indicators like health, infant mortality and nutrition (Morgan, Campbell, Crouch, Pedersen and

Final Project Assignment Example | Topics and Well Written Essays - 2500 words

Final Project - Assignment Example With the success of their product in the local US markets, they are thinking of catering to a wider region by penetration in the bigger markets of US and global markets too. In order to do so a major study has to be undertaken while deciding about the expansion of the market. A faulty expansion step can, not only account for a dip in profits but also be a threat for the whole existence of the business. Thus, a market plan is a serious necessity for market expansion. With the question of market expansion, the most widely used method used to analyze the decision aptly is that of SWOT analysis. It is majorly done to analyze the strengths, weaknesses, opportunities and threats of the particular business proposal. In this case, SWOT analysis is required to understand the strengths and weaknesses of the organization with respect to the idea of global expansion and also the opportunities and threats it may face from the external resources while expanding their business in the global forum. Another study which would be quite handful in this project would be the Porter’s Five Force Model. The Porter’s Five Force Model mainly takes into the account the major forces which affect the functioning of the firm namely the suppliers, competitors, substitutes, barriers to entry and buyers’ powers. A thorough study is to be made regarding all these heads so that it could be well understood that whether the decision taken of expanding their business in the global markets is really viable or not (Kotler, 2009). With the progression of the case all such topics would be covered under different heads. Each and every essential detail for entering into a global market with relation to the case will be analyzed in details and probable solutions will be provided. The nature of the product is a determining factor while decision regarding market expansion is taken that too globally. In this case, the major product is that of

Food Process Technology Assignment Example | Topics and Well Written Essays - 3000 words - 1

Food Process Technology - Assignment Example In each of the industry above, there are different heat exchangers used. Below is a discussion of these different types of heat exchangers used in different industries (United States, Hodgson, Hunziker, & Dahlberg, 1942). In fruit and vegetable processing industry, there are a number of heat exchangers used. The first is the juice pasteurizer. These are machines used for pasteurizing fruit juices and preserving fruits in the processing industry (Burch, Rickson, & Lawrence, 1996). In most cases, they are made of stainless steel, has a large heating capacity and suitable for large scale use. The advantages of these pasteurizers are; the equipment manufactured today are highly automated, they are supplied on a modular designed on the principle of plug and play, they are supplied with a control manual to ease the control process, they are designed with the latest microprocessors capable of controlling and holding the required temperatures, and are made of stainless steel which prevent it from wearing out. The second heat exchanger is the blending and mixing vessels. They are used in blending and mixing different types of fruit juices to give birth to new blends. They have different volumetric capacities depending of the financial ability and manufacturing capacity of the firm. They can be single or multiple walled and are purchased to suit the processing industry needs. Some have insulators and others do not. They are fitted with mixing turbines for the purpose of mixing. They also contain two speed scrappers moving in opposite directions to facilitate quality and fast mixing. Depending on the taste of a particular industry owner, they are either supplied with conical or flat bottom and top. In case no one of the vessels suits the client’s preferences, the manufacturing industry can design one for him/her from scratch (Fiore& Severini, 2011).This

Effect of Interventions on Mental Health of Offshore Workers

Effect of Interventions on Mental Health of Offshore Workers 5.3 Study 2 – Qualitative Insights Research Question: what is the effect of Intervention policies, from the perspective of the offshore industry, on the mental health of offshore workers? Based on the views of the offshore representatives who participated in this study, this research identified five themes which aim to explain the effect of intervention policies on the mental health of offshore workers. 5.3.1 Theme One: Mental Health Awareness Upon reflection of the quotes associated with theme one, it can be seen that P1 is able to expand on how mental health problems can arise, not only from personal experiences but from the workplace itself. According to Mind (2011), employer awareness of mental health at work in the UK is poor, with most senior representatives vastly underestimating the scale of the problem and how it can affect companies worldwide. Awareness of mental health conditions amongst management and their employees, through education, training and communication can reduce negative attitudes and stigma attached to the adjustments being put in place (Department of Health 2012). Educating people on mental health conditions is seen to be an effective method to fight stigma. A study conducted by Pinfold et al (2005) used mental health awareness programmes in schools in UK and Canada to combat stigmatism and to educate young people on misinformation surrounding mental health conditions. The study provided evidence to suggest that short educational workshops can produce positive change in young people’s views of mental illness. Whilst, this cannot be applied directly to the Oil and Gas industry, it highlights the benefits of ‘awareness raising’ sessions. However, on the contrary OECD (2012) suggests that increased perceptions of mental health problems i.e. increasing rates of disability benefit, has changed the view of the work capacity of people with mental disorders. This implies that better awareness has led to further exclusion from the workforce. These findings are similar to those discussed in the literature review; whereby Stuart (2006) suggests prejudicial attitudes from employers remain a barrier for those suffering from mental health. 5.3.2 Theme Two: Macho Culture Organisational culture has been defined as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization† (Hill and Jones 2001 p?). According to Wright (1994) (cited in Lindoe et al 2014 p. 65) the oil industry in western society has always been dominated by a macho culture, meaning that macho type values, beliefs have governed the way in which offshore workers think and behave. This supports the secondary findings, as Ely Meyerson (2008) identified ‘Macho culture’ to be significant barrier when getting males to admit to their mistakes which may have caused or had the potential to cause an accident. However, the present study highlights that this macho culture and masculinity ideals from an organisational perspective are a significant barrier to their psychological help seeking. Deal and Kennedy (1982) identified four distinct culture types, determined by a combination of two parameters: feedback (praise, rewards) and risk (uncertainty). One of the cultures identified is the Tough Guy Macho Culture. They believe that this culture involves an organisation of risk takers that receive quick feedback on whether their actions were right or wrong. Culture is learned and reinforced (refer to learning theory) – the Oil and Gas industry has existed for decades, for this culture to remain prevalent in contemporary society speaks volumes. It is important for the industry to ignite a cultural change, because this macho culture no longer fits the ever changing environment. Cummings Worley (2005) have conducted research which suggests the following guidelines are effective for introducing cultural change. This first is to formulate a clear strategic vision, display Top-management commitment, model culture change at the highest level, modify the organisation to support organisational change, select and socialize newcomers and terminate deviants and finally to develop ethical and legal sensitivity. 5.3.3 Theme Three: Environmental Downfalls The participants acknowledge that mental health problems amongst offshore personnel can be linked to the environment, which as discussed in the literature review is isolating and environmentally challenging (Gardner 2003). Several sources of stress and anxiety identified in relation to the isolated location of several North Sea Installations are; sleeping patterns, shared living, lack of privacy, financial insecurity etc. However, Cooper and Sutherland (1987) stated that the key contributor to lower mental well- being was the stress associated with being away from one’s spouse or partner, a factor which was identified within the transcript. http://www.hse.gov.uk/research/othpdf/500-599/oth523.pdf 5.3.4 Theme Four: Reliance Reluctance It is clear from the findings in Chapter 4, that both participants are in agreement that in order for interventions and support mechanisms to be put in place the employee needs to disclose their mental health condition. However, it was highlighted by Stuart (2006) that prejudicial attitudes from employers remain a barrier for those suffering from mental health, hence the reason why employees are reluctant to disclose their psychiatric history. According to Haslam et al’s (2005) study, the reason for employee reluctance is because they feel they may be judged by their employer because the stigma attached to mental illness. Moreover, lack of promotional to show they are encouraging people to seek help? This was supported in the qualitative researcher findings by P1? However, there appears to be a dissension between P1 and P2 in regards to their organisational reluctance to promote the existing interventions methods to the workforce. 5.3.5 Theme Five: Promotional Shortcomings The results of the present study suggests that the aim of health promotion in the Oil and Gas industry should be focused on: (1) communicate the intervention methods that currently exist i.e. EAP (2) promote cultural change and encourage a culture whereby offshore workers did not feel ashamed to disclose their mental health condition (3) change the beliefs employees have about their employers regards for their well-being. Communicating mental health intervention methods shows the workforce that as an organisation they are not afraid to broach the subject, this in turn will encourage employees to come forward and seek the help available to them. Eisenberger et al (1986) stated that employees develop beliefs about the extent to which their organisation cares about their well-being. These beliefs help create an employees’ assessment of whether their employer will reward greater effort and help them to complete their jobs and cope with stressful situations. Taking a social exchange perspective, such beliefs will be reciprocated through employee behaviours and deference. Evidence suggests that beliefs about an organisation’s concern for employee well-being have a positive impact on an individual’s workforce performance, which, in turn, influences organizational performance (Podsakoff et al., 2000). 5.4 Limitations There were a number of notable methodological limitations in this research and it is important that these are highlighted before going on to make any conclusions or future recommendations. Firstly, the lack of time and money accessible for the study hindered the amount of research that could be carried out. For example, the researcher would have liked to have used other participants such as OIM’s or Counsellors to collect more detailed data. Furthermore, another possible improvement that could have been implemented is that rather than giving a questionnaire to participants, personal interviews would have elicited greater information regarding their knowledge and attitudes towards mental health and their organisations current intervention methods. However, the researcher would not have been able to capture as many responses if this qualitative method was used. Chapter 6 – Conclusion and Recommendations 6.1 Recommendations 6.1.1 Recommendations for the Oil and Gas Industry From the study it is clear that stigma continues to influence the ways in which offshore personnel deal with their mental health condition. The results convey that levels of depression, anxiety and stress are experienced amongst offshore workers, with high levels of stress being associated with the negative opinions of the current intervention methods in place. Therefore, to maximise support and to ensure the duty of care is being directly adhered to, Oil and Gas companies worldwide should promote and educate offshore workers, onshore staff, and management about mental well-being. To do this, Management or those in a supervisory role should be provided with an opportunity to attend a two day Mental Health Training courses which are available across the UK, some of which are free and some cost up to  £100. This course covers a range of areas surrounding mental health, but most importantly it helps teach individuals to spot the signs and how to approach and intervene if necessary. Furthermore, prevention and early interventions should be the key focus when improving mental health within the workplace. There are three different types of prevention including; Primary prevention (prevent the onset of the disorder), Secondary prevention (Detect early signs and intervene early) and finally, Tertiary prevention (Early effective treatment to prevent disability) (Martel 2009). Martel (2009) suggests that the above prevention strategies are essential when preventing work-related mental health problems. However, in order to undertake any preventative program, it is essential that management are committed to change factors within their control and to implement action plans continuously. 6.1.2 Future Research Recommendations The data set obtained in the present study provides opportunities for future research, which could throw further light on how mental health is experienced in the offshore environment and how the oil and gas industry as a whole reacts to these psychological mishaps. Combining the present data with medical history records of offshore personnel and formally reported mental health conditions to employers would be valuable to see whether or not appropriate actions were taken. Furthermore, the present study did not attempt to identify the specific aspects of the offshore environment which may account for high levels of depression, anxiety and stress. If future research was to be conducted it may beneficial to investigate the key causes of psychological distress in an offshore working environment, so that employers are able to tackle the issues at the forefront with appropriate interventions.

Nebular Time :: essays papers

Nebular Time Log Date, 2490 We’re traveling past the new system Plutonomy at Warp 2. I have been informed that there is a new nebula forming past the 6th planet. They say there is valuable plasma gas inside. My plan is to be the first there to collect it all and sell it so I can stop wandering in space. Log date, 2492 Two more days have passed and my co-pilot and I have been hearing about a race to be the first there. We are in the lead and shouldn’t have a problem getting there. I have also decided that I should get some new food on board. The coffee from the replicators is getting old. Log date, 2495 The nebula is now in sight. George, my co-pilot, has decided that it will be best if we drop some of our extra knick knacks so we can hold more gas. I agree. Who really needs 1000 co-processors that are 15 years old? Log date, 2499 Today we reach the nebula. I have decided to start collecting plasma. END LOG â€Å"George, if you don’t mind, hand me that extra co-linear compressor.† â€Å"No problem, Captain,† he responded.I have told myself time and time again that capturing gas is a stupid thing to do, but when you’re a vagabond like me, taking risks is what sets you free. George has said that he has gotten some strange electrostatic readings coming from this nebula, but we have ignored them. Right now we are working on compressing the plasma gas we have collected.â€Å"Captain, come quick and look at this!† George yelled. The readings are off the scale; it looks like some charge has gotten into our EPS relays. â€Å"George, get back quick! It’s going to blow!† I screamed. We both turned and†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.I was abruptly awakened. I looked up and saw that I was in a shabby, square looking room. I could recall seeing something of this nature in my history book. Suddenly an odd looking lady walked in. I quickly said, â€Å"Hello, do I know you?† â€Å"Ahhhh! Who, what†¦ what are you doing in my house, lady?† she asked. â€Å"First of all, I’m not a lady. My name is Mr. Jumpers, and if I knew what I was doing here, I would tell you. Just a few minutes ago, I was in my ship collecting gas,† I replied.

Black Elk Speaks by John G. Neihardt Essay

Black Elk Speaks by John G. Neihardt is the story told by an Ogalala Lakota Sioux of his life in the latter part of the nineteenth century. Yet Black Elk is reluctant to tell â€Å"his† story because he does not separate himself from all life, â€Å"my friend, I am going to tell you the story of my life, †¦ It is the story of all life that is holy and good to tell† (Neihardt 1). Within the Lakota there is a sense of community that is both innocent and refreshing. For Black Elk the community includes all life, â€Å"of us two-leggeds sharing it with the four-leggeds and the wings of the air and all green things; for these are the children of one mother and their father is one Spirit† (Neihardt 9). The community was the earth and everything that lived on it and the great spirit above. Prior to the arrival of the Waischus, the Americans moving from the east, the Lakota life seems idyllic, â€Å"once we were happy in our own country and we were seldom hungry, for then the two-leggeds and the four-leggeds lived together like relatives, and there was plenty for them and for us† (Neihardt 9). Contrast this â€Å"universal community† with that in O! Pioneers by Willa Cather. The community of the pioneers in Nebraska was much more tightly focused into increasingly smaller groups: the community, the neighbors, the family and the individual. This smallness of community did not lead to a community of satisfied people sharing a life together. Instead, it seemed to lead to a desire to compete for more and more land. Yet, when they had worked hard for their land, they didn’t find happiness, they weren’t satisfied, they just wanted more. When people begin to talk about Alexandria’s friend Carl who was staying with her and people are saying that Alexandria is going to give him her money. Her brothers are angry, they had planned that Alexandria would leave her property to her nieces and nephews. â€Å"‘Give him?’ Lou shouted. ‘Our property, our homestead?'† (Cather 142). It wasn’t their land but they wanted it, they wanted if for the money it would make, not because their money and property had made them happy, for it hadn’t, but just because they didn’t want someone else to have it (Cather 140-147). The Lakota did not own property, but they were happy. They lived with it. They took what they needed and left the rest. Despite the prominence of the community in Black Elk Speaks, there is an acceptance of what is different. When Black Elk told his father of his vision, his father accepted it immediately and began helping him develop his power. Contrast this with the treatment of Crazy Ivar in O! Pioneers. Crazy Ivar was a man who chose to live alone in a sod house, wore no shoes, ate no meat and spent his time reading his Norwegian Bible or building a pond where migrating birds could rest. People were afraid of Crazy Ivar because he was different. They were frightened of him and wanted to put him in an asylum (Cather 84-5). Unlike the Lakota, the Waischus wanted to acquire land and they fought to change it and mold it into the way they wanted it to be. Alexandria, in O! Pioneers is an admirable woman. She is strong, courageous, and self-sufficient. Alexandria was in many ways the ideal American pioneer who worked hard and gained her fortune. Even today the American public is much more likely to admire a self-made millionaire than they are a man who leads a simple life and is happy. Despite this attitude, the fast-paced life of the hardworking American today seems to lead to anger, road rage, and frustration. The damage that has been done to the planet in the last century will take years to repair, if it can ever be done. Given these things, one wonders if the Waischus chose the right path. Works Cited Neihardt, John G. Black Elk Speaks. Lincoln: University of Nebraska Press, 1932.    Cather, Willa. O Pioneers!. Los Angeles: LRS, 1997.   

Top 100 Common Job Interview Questions

Top 100 Common Job Interview Questions SAT / ACT Prep Online Guides and Tips Job interviews are a key part of the hiring process. They can also be incrediblynerve-wracking! The best way to calm anypre-interview jittersis to prepare well-crafted responses to the major questions comingyour way. While you can’t predict exactly what the hiring manager will ask you, you can come upwithanswers to the most common questions. This guide contains the top 100 questions that hiring managers ask in a job interview. Before getting to the list, let’s consider why it’s so important to prepare for job interview questions, rather than just winging it. Why Should You Prepare for Job Interview Questions? Interviews are important; there’s no getting around that. They’re often your first opportunity to communicate directly with a hiring manager and advocate for yourself as the best person for the job. While some interviews are more conversational than others, none of them feel like the most natural socialdynamic. The interviewer’s going to ask you some open-ended, some specific questions about your skills and experiences, and you should be prepared to answer them in a strategic way. The last thing you want to do is go blank or start rambling about your childhood dog. To excel in your interview, you should prepare your responses to common interview questions.With enough mock interview practice leading up to the real thing, you can make sure your answerssound natural and leave an excellent impression. For more on how to answer common interview questions, check out our guide with tips and sample responses! For now, let’s go over how this list of 100 questions is sorted into categories. How Does This List Work? No interviewer's going to ask you 100 questions in a row unless they possess King Joffrey levels of cruelty. However, they might sample a few questions from each of the below categories to get a full sense of your skills and experiences. There are five categories of questions in this list: traditional, behavioral, cultural fit, logistical, and curveballs. Traditional questions are the ones with which you might already be familiar. They tend to be open-ended and ask about your background, goals, and work style. Behavioral questions are some of the trickiest, because they ask you to provide specific examples that illustrate an achievement, a learning experience, or even a failure. Cultural fit questions are also common, and they’re particularly important for organizations that place high value in workplace culture. These may feel more personal or creative, but your answers should still be tailored to the organization at hand. Logistical questions tend to focus on your work history, how long you plan to stay, and salary expectations. Curveball questions are the random ones that you might expect during an icebreaker on your first day of summer camp. Don’t dismiss these questions as unimportant, though, as they’re an opportunity to let your personality shine through. Curveball questions can also be another way that the manager gauges cultural fit. You’ll find 99 questions sorted into these five categories. As for the special 100th question? That one’s at the end of the list, and it’s a virtually universal question that every interviewee must be prepared to answer! Before getting to that final essential question, plus some extra tips on how to prepare, let’s start in with some of the most common traditional job interview questions. The "tell me about yourself" prompt is an old classic, like apple pie at Thanksgiving. Don'tbe surprised if your interviewer brings it to the table. Traditional Questions: Who Are You? What Are Your Qualifications for the Job? The questions in this category are fairly common interview questions that interviewers have been asking for years. They’re often some of the first questions in an interview that get the conversational ball rolling as the interviewer explores your professional skills, attitudes, and experiences. Check out the traditional job interview questions below, and then scroll down for some tips on how to prepare for these types of questions. Common Traditional Job Interview Questions 1. Tell me about yourself. 2. What do you consider to be your greatest professional strengths? 3. What would you say are your weaknesses? 4. Why do you want this job? 5. Why should we hire you? 6. What would you contribute to this job? 7. If you had a personal mission statement, what would it be? 8. If you had to describe yourself in one word, what would it be? 9. What do you feel makes you unique? 10. What do you find motivating? 11. How do you define and measure success? 12. Where do you see yourself in five years? 13. How does this position fit in with the career path you see for yourself? 14. Would you consider yourself a big-picture person or a detail-oriented person? 15. What are some of your hobbies? 16. What were some responsibilities in your previous job? 17. What’s your work style like? 18. What were some of your favorite things to do in your last position? 19. What were some of your least favorite things to do in your last job? 20. What would your manager say are your best strengths? 21. What would your manager say are areas that you need to develop more? 22. How do you make decisions? 23. What could you contribute to make this company better? 24. What are you looking for in your next position? 25. What’s your style of management? 26. Can you describe the best boss you ever had? 27. Can you describe the worst boss you ever had? 28. How do you manage your time? 29. What are you looking for regarding career development? 30. What’s a goal you have for self-improvement in the next year? 31. How has your education gotten you ready for your career? 32. If you got this job, what would some of your goals be? 33. How do you keep yourself organized? 34. Do you prefer working in a team or alone? Tips for Answering Traditional Questions As you can see, traditional questions tend to ask about your skills and what you would bring to the job. While some of the questions may sound more personal, like â€Å"tell me about yourself† or â€Å"what makes you unique?† they’re all openers to advocate for your professional qualifications. Your answers, therefore, should be tailored to the job and organization. A common mistake is to talk onlyabout your own goals and what you’re looking for in a new job. While a hiring manager does want to see your motivations and passions, she's also concerned withmaking a successful hire. She needs to see not just what you want, but what you could do for her organization. As you prepare your responses, then, you should consider the job description and what the company seeks. If one of the core competencies, or main skills, of the job is teamwork and collaboration, then you probably shouldn’t start talking about how much you prefer to work alone. You should bring in the core competencies of thejob in your responses, albeit in a natural-sounding way. In addition to tailoring your responses, a second tip for answering these questions is bringing in specific examples. Who doesn’t like to hear a good story? Even if the question doesn’t ask for a specific example, you could often benefit from sharing one, especially if you're someone who tends to drift into vague language. To make your answers more concrete, you could pinpointparticularinstances from your past. The next category, behavioral questions, explicitly asks you to bring in specific examples. Unless you’re a pro at thinking on your feet, these can be some of the most difficult questions to answer on the spot. Luckily, you’ll be prepared with your examples before you walk in the door! Interviewers ask behavioral questions so that you'll give specific examples oftimes that you succeeded, handled conflict, or, like this tired corkscrew, went above and beyond the call of duty. Behavioral Questions: How Do You Acton the Job? As someone who struggles to come up with a specific example when put on the spot, I think behavioral questions are pretty much the worst. At the same time, they’re also super common. Chances are, you’ll get asked a bunch of behavioral questions in your job interview. Hiring managers don’t just want to hear abstract ideas about your work ethic or skills. They want to hear about specific times when you achieved something, managed conflict, or bounced back after a failure. One rationale for these questions is that past behavior indicates future behavior. By gaining a sense of what you’ve done in the past, the hiring manager has a clearer vision of how you’ll perform in the future. The other reason behind these questions is that behavioral questions and answers are simply more interesting. They call for specific stories, and these stories make your candidacy more memorable and colorful. You want to leave a great impression, and intriguing anecdotes are one way to accomplish this. Below you’ll find some common examples of behavioral questions, followed by some tips for answering them. Common Behavioral Questions 35. Can you describe a time you demonstrated leadership? 36. Can you speak to a time that you had to handle criticism of your work? 37. Tell me about a time when your workload was especially heavy and how you dealt with it. 38. What would you do if you were asked to take on more assignments than you could conceivably finish by the expected deadlines? 39. Can you give me an example of a time you had to follow a policy with which you didn’t agree? 40. Tell me about a time you went above and beyond expectations at work. 41. Have you ever worked on a time when someone was not pulling his weight? What did you do? 42. Have you ever had trouble working with a manager? 43. Can you tell me about a time your boss disagreed with something you did? How did you deal with it? 44. How do you handle difficult customers? 45. How do you deal with stressful situations? 46. Have you ever had to deal with a coworker who put you down at work? What did you do? 47. Can you tell me about a time that you faced a difficult situation with a colleague? 48. Give me an example of a time that you failed. 49. Have you ever had to give someone tough feedback? How did you go about that? 50. Have you ever gone against official policy or directives? Why? What were the results? 51. Can you give me an example of a challenge or conflict you faced at work? Describe how you handled it. Tips for Answering Behavioral Questions As you can see, behavioral questions explicitly ask you to give specific examples. Your mission, then? To highlight success stories that show you possess some of the core competencies the interviewer is looking for. Just as all your answers should be tailored to the job at hand, so too should your examples be chosen based on the job description and organization. If problem-solving is a big part of the prospective job, then choose an example, if possible, that demonstrates your problem-solving skills. Similarly, if you’re asked to provide a failure, don’t choose a story where you failed because you lack one of the core competencies. If the position wants you to be highly organized, don’t go on and on about your problems with organization. In fact, you could subtly highlight the opposite; maybe there was a time you failed to look at the big picture because you were too concerned with details of organization, and you’ve since learned how to balance the two. As you know by now, you should tailor your responses, but don’t just tell the interviewer what you think she wants to hear or choose a cop-out answer, like â€Å"I work too hard† or â€Å"I care too much.† You still want to be authentic and true to yourself. The best way to ace these behavioral questions is to show up with a few prepared success stories in your mental suitcase. Perhaps you can packfour or five that relate to the most common questions - a time you showed leadership, a challenge you faced, a story about teamwork, an example of problem solving, and an instance of failure. One final tip about that â€Å"describe a time that you failed† prompt - don’t focus too much on failure. Be honest about the failure, but show how you saw it as a learning opportunity. Talk about how you acknowledged, addressed, and grew from your mistake. Your attitude toward setbacks may be just as important as the story you share. Now that you have a sense of those tricky behavioral questions and how to prepare for them, let’s look at the next major category: questions that aim to gauge your cultural fit. Maybe your ideal workplace values teamwork, innovation, or indoor climbing walls. Let the interviewer know what draws you to itsculture. Cultural Fit Questions:Do You Share Our Values? Organizational culture has always been important for employees, and today it seems tobe even more so. Many private companies, in particular, pay a ton of attention to workplace values and the happiness levels of employees. Good morale and workplace perks can improveindividual performance, retention, andteamwork, as well as prevent workplace conflict. Many hiring managers, therefore, will ask interview questions aimed at gaining a sense of your cultural fit. Check out some of the questions below, and then read on for a few tips on how to prepare for them. Common Cultural Fit Questions 52. What does teamwork mean to you? 53. What three qualities do you look for in a workplace? 54. How would you deal with a coworker you don’t get along with? 55. How well would you say you adapt to change? 56. What are you passionate about? 57. Describe your ideal company culture. What four or five characteristics does it have? 58. Who inspires you and why? 59. What motivates you to come into work everyday? 60. What was it like working at your last company? 61. What are some of your workplace values? 62. Do you prefer a more structured work environment or one where you can be more entrepreneurial? 63. What personality types would you say you work best with? 64. What are some activities you like to do outside of work, and how do they benefit your day-to-day job? 65. What would your friends tell me about you? Tips for Answering Cultural Fit Questions As you can see, a lot of these cultural fit questions focus on workplace values. They also bring out soft skills, like communication, flexibility, motivation, passion, and outside interests. While these questions are opportunities to let your personality shine through, don’t forget that you’re in a job interview. You still want to customizeyour answers to the organization, and the best way to do this is to research its culture online and, if possible, by speaking to its employees. The company website’s a great resource, as well as sites like LinkedIn and Glassdoor. If you know any people who work there, definitely reach out and ask them about their experiences. These cultural fit questions work two ways. The manager wants to see how you’d fit in, but you also want to make sure the culture aligns with your values and work style. Make sure it’s the sort of place you’d like to work and could be successful. Find out about values, and, if you share them, reflect this understanding and alignment in your responses. Logistical questions might ask about a gap in employment or a career change, such as, "Going from a dog walker to a NASA astronaut seems like a big change. Could you speak on that a bit?" Logistical Questions: Employment History and Salary Expectations Logistical questions tend to be straightforward. They might ask about details on your resume, your professional goals, or your salary expectations. Some of these questions, especially about salary, may show up later in the hiring process, like in a second interview. You should be prepared to discuss them, though, just in case. Below are some common questions that fall into this logistical category. Common Logistical Questions 66. You worked at your last company for a long time. Will it be difficult moving to a new firm? 67. Why have you changed jobs so often over the past few years? 68. If you got this job, how long would you plan to stay with us? 69. What did you earn at your last job? 70. What are your salary expectations? 71. Why do you have a gap in your job history? 72. Why do you think you can lead a team without any previous managerial experience? 73. Why do you want to join our company? 74. Why do you want to move from an academic field to the business world (or vice versa)? 75. Why should we give you the job over other applicants? 76. Would you jump ship if you received another offer? 77. What other companies are you applying to? 78. Why did you freelance for a long period of time? 79. What caused you to leave your last position? 80. Why do you want to leave your current position? 81. Why did you take a job that seems unrelated to your career path? Tips for Answering Logistical Questions While you may have already talked about your skills and experiences, these logistical questions will get you talking specifically about your professional history. Be prepared to speak on your last job, its responsibilities, and your reasons for applying elsewhere. If you have any gaps in employment or are making a career change, you should also be ready to speak on that. As for salary, interviewers may save this question for later in the hiring process, like a second interview. You shouldn’t be dishonest about what you’ve made in the past, but you may decline to share by saying that the two jobs are so different, you don’t feel your last salaryappliesto the current situation. If you’re just not sure, do some research on the company website and sites like Payscale and Glassdoor to see what you could expect from a comparable position. I’ve found these sites sometimes have such a big range it’s hard to be sure, but you can look at the available information and then decidewhat's a reasonable range for you. Again, as you should in all your responses, make sure to communicate your enthusiasm for the position and commitment to the organization should you be hired. Finally, let’s consider the fifth category of questions, the curveballs. Don't get thrown by randomquestions, like, "If you were a vacation, would you be a camping trip, agrouptour, or a luxury spa?" Actually, maybe that one's from a Buzzfeed quiz. Curveball Questions: The Odd and Unexpected We've reached the quirky curveball questions. Like they sound, these questions run the gambit of total randomness. They tend to be odd and imaginative, and are mainly asked to gain a sense of your personality and ability to think on your feet. Of course, if you've already prepared for the right ones, then you won’t have to think on your feet! Some questions aim to root out your entrepreneurial qualities or vision. Others seek to see how you self-reflect and make decisions. Others, well - it’s hard to say what some of these are getting at. That’s why I decided to call them curveballs! Check out some potential curveball questions below, along with tenreal-life examples that interviewers from big companies, like Dropbox and Trader Joe’s have asked prospective employees. Then check out some tips on how to prepare for the unexpected! Potential Curveball Questions 82. If you could live your life over again from the beginning, what’s one thing that you would change? 83. If you could be an animal, which one would you be and why? 84. If you could relive the last 10 years of your life, what would you do differently? 85. If you were a tree, what kind of tree would you be? 86. What’s one new thing you taught yourself in the last year? 87. What would the name of your app be? 88. You have two minutes. Teach me something. 89. Why do people climb mountains? 90. From Space Exploration Technologies: When a hot dog expands, in which direction does it split and why? 91. From Whole Foods Market: Would you rather fight 1 horse-sized duck, or 100 duck-sized horses? 92. From Dropbox: If you’re the CEO, what are the first three things you check about the business when you wake up? 93. From Urban Outfitters: What would the name of your debut album be? 94. From J.W. Business Acquisitions: How would you sell hot cocoa in Florida? 95. From Hubspot: If I gave you $40,000 to start a business, what would you start? 96. From Trader Joe’s: What would you do if you found a penguin in the freezer? 97. From Boston Consulting Group: If you were a brand, what would be your motto? 98. From Delta Air Lines: How many basketballs would fit in this room? 99. From Uniqlo: If you had $2,000, how would you double it in 24 hours? Source of questions 90-99: Glassdoor.com Tips for Answering Curveballs Is it possible to prepare for the unpredictable? Sure, to some extent. While you may not know exactly what questions you’ll get asked, you can hone your skills of thinking on your feet. Improv actors, for example, don’t just get up on stage and see what happens. They keep their imaginations active and flexible with improvactivities. You might similarly try a rapid-fire question and answer practice session to see what you come up with. You should find that your answers come easier and more creative the moreyou warm up. As with all your other answers, you might be able to tailor your responses to the job. For instance, if you get asked about what kind of animal you would be, you could choose one that’s associated with leadership, like a lion, cleverness, like a monkey, or strong work ethic, like an ant, depending on what the job's looking for. At the same time, try not to overthink these too much. They’re more lighthearted and chances to reveal your personality and sense of humor. And if you find your mind totally goes blank, you could try to buy a little extra time with the old trick of, â€Å"That’s a great question. I’ll have to think about that for a second...† Now that you’ve read over 99 common interview questions in the five major categories, let’s take a look at the final question that almost every interviewer asks at the end of your meeting. Even if your interviewer doesn't ask you any of the previous 99 questions, you can be pretty sure that she'll ask you this next one! Final Crucial Job Interview Question Finally, you’ve made it to the end of the list and have seen 99 of the most common traditional, behavioral, cultural fit, logistical, and curveball questions that might come your way in the job interview. But we promised you 100 questions, and saved the nearly universal question for last. This question is an absolute must for your interview preparation. Almost every interviewer asks it, and there’s definitely a way that you can answer it wrong. Here it is: 100. Do you have any questions for me? Tips for the Final Question This final question’s not a particularly hard one, but it is very important. The biggest mistake you could make here is to say, â€Å"Nope!† The answer to this question should always be yes, and you should have at least two thoughtful questions to ask your interviewer. You may be sick of reading about how your answers should be tailored to the job and organization at hand, so I’ll just say it one last time: your questions should be tailored to the job and organization at hand (sorry). Your questions are one more opportunity to show your interest and enthusiasm. You can show that you’ve researched the organization and have a strong understanding of its culture and mission.Don’t ask questions that can be easily answered with a Google search. Similarly, don’t ask ones that you just talked about ten minutes before. What you already know about the company can inform your questions, though, as it shows you’ve done some digging. You might say, "I saw on your website that one of your long-term goals is xxx. Could you tell me about some of the specific steps you’ll be taking in the next few months to work toward this?" You couldask about a typical day in the office, what your team members would be like, or what qualities the company values most in its employees. For more suggestions on questions to ask at the end of your interview, check out this question and answer guide. So there you have it, one hundred of the most common questions that get asked in job interviews. In closing, let’s go over thekey pieces of adviceto remember as you prepare to rock your job interview. Here's one piece of advice: Do yourpreparation before you get to theinterview! Preparing forInterview Questions: FinalWords of Advice Interviews can be an intimidating hurdle in the hiring process, but believe it or not, they can also be exciting! They’re your opportunity to speak with your next potential manager and teammate, learn more about an organization, and show that you’re the best person for the job. With enough preparation, you can give succinct, thoughtful responses to any interview question. While you may not be able to completely eliminate all the unknowns, you can definitely reduce them considerably. As you consider how you would answer the above questions, make sure you keep thesefourmain guidelines in mind. Research the Job, Organization, and Your Interviewer In order to give a good interview, you mustbe knowledgeable about the job you’re applying for and the organization you wish tojoin. This knowledge will help youprepare tailored responses and present yourself as the best candidate for the job. You should thoroughly read the job description and learn about the organization from its website. You might read about it in news articles or reach out to current or former employees for their views.Once you have a clearer understanding of the job and workplace culture, you can start to analyze your own skillset to see how it matches up. This process of deconstructing the job description is an important step in customizing your answers, as you'll read below. Beyond researching the job and company, you should see also seek to learn more about your interviewer. You might track the person down on LinkedIn or via a bio on the company's website. You might discover a shared interest or personal connection that could spark conversation, whether you bring it up explicitly or not. I have a friend who learned that his next interviewer grew up on a military base in Georgia. When he interviewed, my friend used a bunch of military-related metaphors when describing his ideal management style. Apparently, his interviewer loved it, and my friend got the job. You don'twant to creep out your interviewer by repeating her LinkedIn profile back to her, but you mightdiscover a shared interest and work it into the conversation. In addition toshowing your enthusiasm for the job and organization, making a personal connection with your interviewer can never hurt! Collect Your Success Stories Have you ever heard the phrase, "Show, don't tell"? It means that you should give specific, illustrative examples and avoid vague, abstract language. It's a good rule forimproving your writing, and it's a good rule for improving your interview answers, too. Anyone can talk about how detail-oriented they are, but only people who actually possess this quality can share specific examples. Not only will anecdotes prove what you say about yourself, but they'll also be more memorable to the interviewer. As you read above, behavioral questions are all the rage these days. Interviewers want to get beyond the basics and dig into your past behaviors and experiences. They want to learn about how you've met a challenge, handled conflict, or interacted with your team in the past to get a clearer vision of how you'll behave in the new role. To answer these questions, you should be prepared with a few tried-and-true "success stories" from your past. These may come from your past job, or, if you're new to the workforce, from your education or perhaps volunteer work. You should be prepared to speak on some common themes, such as a time that you showed leadership, solved a problem, collaborated with your peers, faced a challenge, handled stress and pressure, or resolved conflict. As for the questions that ask about conflict or failure, try to choose an example that you learned. Frame itless as a failure and more as an opportunity for growth and improvement. Consider the context of your examples, like what led up to them and what the ramifications were.The interviewer may very well ask follow-up questions,so you should prepare to speak at length about your stories. This brings us to the next point, preparing for follow-up questions. The interviewer may be happy to follow your lead once the conversation gets flowing. Prepare for follow-up questions on your responses. Prepare for Follow-Up Questions An interview's not an interrogation. Most interviews aren't just going to shoot one question at you after another with nothing more than a nod in response to your answers. While the questions are important, the interviewer is also seeking to have a conversation and get to know you in a relatively brief period of time. Just as you can expect from any conversation, you'll probably get follow-up questions based on your responses. Your interviewer might ask you to give some more detail or provide some more context. If you talked about a challenge at work, the interviewer might ask what situations you think led up to that challenge or what changes in procedure you've made since. Once you've prepared your responses, consider what the interviewer might ask as a follow-up. What details could you elaborate on? How could your response branch into a related, but distinct direction? Just as you don't want to sound too rehearsed, you don't want your responses to be so tightly structured that you can't add additional ideas and details. If you find you have little to say about one of your success stories, then consider choosing onewith a bit more substance. Customize All of Your Answers As you read in the tips above, you can try to customize just about every one of your responses to the job at hand. Focus on your skills as they relate to the job description. In other words, what you say should not just be about you. It should also very much be about them. In most circumstances, the interviewer wants to make sure her next new hire possesses certain core competencies. Figure out what those core competencies are, and then reflect them in your responses. On the flip side, you might leave out other skills that aren't relevant. Highlight the ones that are most important in this particular context. Even if you don't have direct experience, you can show that you have skills that would transfer well to the role. By highlighting your transferable skills, you can show that you'd be successful in the new role, with or without previous experience. This idea of tailoring your answers to the job and organization is pretty much the fundamental overriding principle of all your interview prep. Aim to be knowledgeable, specific, and prepared to speak at length about what makes you the best person for the job! What’s Next? We’ve picked out the top interview questions to help you prepareyour best answers. Check out this guide with tips and sample answers to the most common job interview questions. What else can you do to rock your job interview? Check out this guide with tips for acing your interview, from picking out your power outfit to following up with a personalized message. Are you on the job hunt? This guide will help you write an excellent cover letter with a step-by-step template and six free cover letter samples.

PRIVACY essays

PRIVACY essays Ensuring Your Privacy "Privacy. There seems to be no legal issue today that cuts so wide a swath through conflicts confronting American society. From AIDS tests to wiretaps, polygraph tests to computerized data bases, the common denominator has been whether the right to privacy outweighs other Robert Ellis Smith, the Privacy Journal Computers have been a very instrumental technology that has greatly advanced the ways in which we now do things such as; business, daily activities, shopping, scheduling appointments, and many other things. And with more and more people using the Internet, more and more information being passed over the Internet, more problems arise. The Internet has been an advance in technology that has greatly increased the capacities of a computer. These new capacities have been the cause of some serious problems though. One very important trouble is the lack of privacy on the Internet. People pass much important information over the Internet and they expect it to be safe from others. Information passed over the Internet can in fact be intercepted and read by other people. For many years, this has been happening, and it has always been a problem, but with more and more information being passed through, people want something to ensure their privacy. The government does not want to allow everyday people the privelage of computer security. Although they have tried to place laws on the uses of some methods of privacy, they have not been as successful as they had hoped. Privacy is important to people, governments and businesses, and finding a method to protect their information is also a concern. Privacy has been defined as "the claim of individuals, groups, or institutions to determine for themselves when, how, and to what extent information about them is communicated to other...

Growth and Poverty Reduction in China, India and Mongolia Essay

Growth and Poverty Reduction in China, India and Mongolia - Essay Example Although Mongolia's growth is rather modest in comparison, it did register a 7.5% growth rate in 2006 due to an increase in copper prices and in the volume of gold production. China is now second only to the US in per capita purchasing power (PPP) and is projected to surpass it within a decade. It is also projected to become the world's largest economy by 2025. (Economic Strategy Institute) Third. Their concrete experience and lessons learned in the relation between rapid growth and poverty alleviation. Recent economic developments have freed millions of Chinese, Mongolians and Indians from the poverty trap, but hundreds of millions more continue to be impoverished. In many cases growth only increases the gap between the poor and the "newly rich," and between coastal cities and farming communities. China's poor have been especially hit by the privatization of many erstwhile state enterprises and consequences such as the loss of jobs, security of tenure, and other benefits. Fourth. Their long history of interaction and currently changing relations. India and China, and China and Mongolia share common borders; 2,800 kilometers long in the first case, and 1,900 kilometers in the latter. (CIA) Border related hostilities erupted into the 1962 China-India Border War. It was only in 2005, 43 years later, that the two countries forged an agreement for what was called a strategic partnership that could pave the way into a total resolution of border issues and fruitful cooperation. (US AID) Relations between China and Mongolia have also improved recently. In the past, Mongolia's fears of annexation by China and its close relations with the Soviet Union (now the Russian federation) blocked such efforts. Relations between the two countries have improved in the past two decades and by 1994, they had concluded a Treaty of Friendship and Cooperation. (Rossabi) II. Do Higher Growth Rates Ensure Less Poverty and More Equality The research paper will focus on the relationship between growth and poverty eradication. It will also touch on the interaction between economic growth and observance of political rights in China, India and Mongolia, though to a lesser degree. This is the thesis. Rapid double-digit economic growth has not and does not automatically guarantee prosperity and economic equality. This is illustrated by the experience of China, India and Mongolia. In fact, in too many cases, economic growth has been and is still achieved at the expense of the basic economic and political rights of particular sectors and areas. The responsibility of any and all governments is to develop the specific policies and programs, structures and mechanisms, and clear yardsticks that will ensure not only economic growth, but just as important, the realization of the economic and political rights of each and every citizen. III. Resources for Poverty Alleviation India and China are large and populous countries with resources in the form of their population, work force, land, minerals, infrastructure, technology, and other natural and man made reserves. (CIA) Mongolia's population of 2.5 million is exceedingly small

Management(importance of planning, organizational design challenges, Assignment

Management(importance of planning, organizational design challenges, henry ford-mass production) - Assignment Example As Thompson and Frank (129-130) point out, resource planning is compulsory for any organization that aims at surviving in the contemporary business environment. In any business system, organizational resources are scarce and proper planning is necessary to optimize their output. The management has role to plan on the allocation of the human and financial resources in the most convenient manner to maximize the output. To accomplish the stated objectives, planning will be necessary to guarantee that these objectives materialize. In the absence of planning, the organization will fail to achieve its goals, which is part of business failure. Hornby is one of the organizations that embarked on effective business planning to survive in the competitive toy industry (Thompson and Frank 140). The organization suffered from the forces of competition in the market until when it engaged in proper strategic planning. The organization set its goals, and planned on how to use its limited resources to attain its laid goals. Optimal utilization of resources and work planning ensured its survival. In this light, effective planning is a necessary competence for any organization. In the contemporary business environment, business design is the process of configuring structures, processes, systems and people practices in such a manner that all business strategies are accomplished. The process of business design is complex and managers should prepare to face challenges as they develop their strategic plan within the organizations. The changes evident in today’s business structures poses new challenges to the management team while implementing their design decisions. One of the challenges that face organization managers while conducting business design is complexity of organizational roles. In the organizations role, the managers aim at matching the employee with their most