Interview Preparation Worksheet

Resource: Ch. 12 Careers in psychology: Opportunities in a changing world

Provide a brief summary for each question. The word count for individual answers may vary, but your responses should total 800 – 1000 words for the entire worksheet.

1. Tell me about yourself.

2. What can a psychology major do for this organization?

3. Why do you feel that you will be successful in this position?

4. What motivates you?

5. If I were to ask one of your professors to describe you, what would he or she say?

6. Have you ever had a conflict with a boss or professor? How did you resolve it?

7. Why do you want to join our organization?  

8. Do you have any actual work experience in this area? How does your background make you a fit for this job?

9. What are your strengths and weaknesses?

10. Are you a team player? Would those who have worked with you agree? Explain.

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Include  a brief history of the two traditions and the comparison of their approach to the Bible, art, specific symbols, and rituals as well as core beliefs and ethics. You might consider visiting in person or exploring one of these churches online to add your own experiences.

Format  your references consistent with APA guidelines.

Present  your Christianity Presentation.

This will be a Microsoft® PowerPoint® presentations with notes. 

These notes should be in your own words. You may not copy from sources in your notes as if you would then paraphrase in the "class presentation" as I only see what you put into the notes and if it is copied from a source it is plagiarism.

Please note that the rubric asks for an introduction and conclusion. The notes of the introduction and conclusion should include the full "script" of what you would say if you were in class. "Do you have questions" is not a conclusion and it does not count towards the number of slides in the presentation (neither does the title or the resources, there should be 10-12 slides of information).

Also please note that the rubric asks for Graphics. We are in a graphically oriented world. Good graphics (not just simple clip art) are easy to Obtain and observers expect the presenter to keep the audience's attention through graphics.  

Write three-page essay summarising the events.

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demonitization of india — problem identification.

                                                     — financial statistics, solutions for the problems to identify which include finance, project management, and statistic management subject should be reflected in solution.identify which include finance, project managment, and statistic management subject should be reflected in solution.

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This Unit 1 Discussion Board assignment has 2 parts. When posting your questions, specify in the subject line whether your question pertains to the LabSim or to the Group Project activity.Part 1: LabSim Description and Action ItemsClick here to refer to the instructions for the unit 1 lab tasks.Complete the following for Part 1 of the Discussion Board assignment: 

Explain which layers of the OSI Reference Model would be associated with configuring your TCP/IP network interface.  Discuss how you would envision the different layers defined in the OSI Reference Model to interact.  Share with the class any prior knowledge you might have had regarding OSI.  Pose any questions regarding the use of LabSim. Part 2: ITCO251 Group Project and Action Items There are many advantages to group projects. Very interesting and complex work can be divided between the team members. Team members are able to collaborate about the best solution. A solution can be created in a much shorter time frame. Team members learn different perspectives when solving problems. Team members also have the ability to develop communication and organizational skills, problem resolution skills, and many more.ITCO251 Group Project Overview The details and phases of the group project are included in the following links. Review the overview and use the Discussion Board thread to pose any questions or comments related to the Group Project requirement for this course.Teams will be assigned during the beginning of Unit 2. You will be assigned to a project-managed team. A project-managed team is one where you and your team members will be creating and following a specific plan and schedule. The final Group Project deliverable will be due in Unit 4. There will be activities completed during Units 2, 3, and 4. All activities will be conducted in the Small Group area.Review the following ITCO251 Group Project resources:ITCO251 Group Project Description ITCO251 Group Project Schedule ITCO251 Group Project Grading Complete the following for Part 2 of this Discussion Board assignment:Previous project experience  Share your experiences working on teams in the past either on the job or working on special projects.  Discuss whether your team experience improved your ability in some way (e.g., reaching consensus, project planning, conflict management, leadership, etc.). ITCO251 Group Project  Summarize the tasks that you expect will be needed for this project to be successful.  Describe how you anticipate contributing to this project? What would you like to achieve from this experience? 

Write a summary of the article:

"Putting the Man in Contraceptive Mandate". Discuss why both the individual and society should be concerned about current and future implications of this issue. Address each of the suggestions for change. Your opinion is valid in this summary.for  change. Your opinion is valued in this summary.

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Purpose of Assignment 

The purpose of this assignment is increase learners' knowledge of ways to effectively use the balanced scorecard to measure organizational performance. 

Assignment Steps 

Resources: Management: A Practical Introduction; Bureau of Labor Statistics; annual reports of selected organizations. 

You may use the same organization you used in previous weeks. 

Review the four perspectives of the Balanced Scorecard Module in Section 16.3 of Management: A Practical Introduction to practice reading and evaluating the information it presents.

Use the four perspectives of the Balanced Scorecard and your company documents.

Determine the possible metrics for each quadrant for your organization.

Explore the website for an organization comparable to yours. 

Determine the possible metrics for each quadrant for the organization.

Explore the website for an organization not comparable to yours.

Determine the possible metrics for each quadrant for the organization.

Compare metrics for both organizations versus the metrics for your organization.

Complete a 700-word summary including the following: 

• Identify the metrics for your organization.
• Identify the metrics for the comparable organization.
• Identify the metrics for the non-comparable organization.
• Summarize how the metrics differ.
• Identify potential performance gaps in your organization.
• Recommend actions to reduce the performance gaps. 

Format the assignment consistent with APA guidelines. 

Click the Assignment Files tab to submit your assignment.

 The Balanced Scorecard: A Dashboard-like View of the Organization Robert Kaplan is a professor of accounting at the Harvard Business School and a leading authority on strategic performance measurement. David Norton is co-founder of the Balanced Scorecard Collaborative. Kaplan and Norton developed what they call the balanced scorecard, which gives top managers a fast but comprehensive view of the organization via four indicators: (1) customer satisfaction, (2) internal processes, (3) innovation and improvement activities, and ) financial measures. "Think of the balanced scorecard as the dials and indicators in an airplane cockpit," write Kaplan and Norton. For a pilot, "reliance on one instrument can be fatal. Similarly, the complexity of managing an organization today requires that managers be able to see performance in several areas simultaneously. "21 It is not enough, say Kaplan and Norton, to simply measure financial performance, such as sales figures and return on investment. The Balanced Scorecard: Four "Perspectives" The balanced scorecard establishes (a) goals and (b) performance measures according to four "perspectives" or areas-financial, customer, internal business , and innovation and learning. (See Figure 16.5, opposite page.) 1. Financial Perspective: "How Do We Look to Shareholders?" Typical financial goals have to do with profitability, growth, and shareholder values. Financial measures such as quarterly sales have been criticized as being shortsighted and not reflecting contemporary value-creating activities. Moreover, critics say that traditional financial measures do not improve customer satisfaction, quality, or employee motivation. Page 521FIGURE 16.5 The Balanced Scorecard: Four Perspectives Source: Reprinted by permission of Harvard Business Review. Exhibit from "The Balanced Scorecard-Measures that Drive Performance," by RS Kaplan and DP Norton, February 1992. Copyright й 1992 by the Harvard Business School Publishing Corporation; all rights reserved. However, making improvements in just the other three operational "perspectives" we will discuss will not necessarily translate into financial success. Kaplan and Norton mention the case of an electronics company that made considerable improvements in manufacturing capabilities that did not result in increased profitability. The hard truth is that "if [operational] performance fails to be reflected in the bottom line, executives should reexamine the basic assumptions of their strategy and mission," say Kaplan and Norton. "Not all long-term strategies are profitable strategies. . . . A failure to convert improved operational performance, measured in the scorecard, improved financial performance should send executives back to their drawing boards to rethink the company's strategy or its implementation plans. "23 2. Customer Perspective:" How Do Customers See Us? "Many organizations make taking care of the customer a high priority. The balanced scorecard translates the mission of customer service into specific measures of concerns that really matter to customers-time between placing an order and taking delivery, quality in terms of defect level, satisfaction with products and service, and cost. Quiznos is a good example. The company uses a speed-dining approach to develop new products and test out different pricing strategies. The company invites groups of 25 people to a location in which they move from station to station and try out new Page 522menu options. 3. Internal Business Perspective: "What Must We Excel At?" This part translates what the company must do. This technique has reduced the time from test to market to six months, as opposed to the one year needed by a key competitor. internally to meet its customers' expectations. These are business processes such as quality, employee skills, and productivity.25 Top management's judgment about key internal processes should be linked to employee levels at the lower levels, such as time to process customer orders, get materials from suppliers, produce products , and deliver them to customers. Computer information systems can help, for example, in identifying late deliveries, tracing the problem to a particular plant. 4. Innovation & Learning Perspective: "Can We Continue to Improve & Create Value?" Learning and growth of employees is the foundation for all other goals in the balanced scorecard. The idea here is that capable and motivated employees, who possess the resources and culture needed to get the job done, will provide higher quality products and services in a more efficient manner. Making this happen requires a commitment to invest in progressive human resource practices and technology. An organization's commitment to innovation and learning is often assessed via employee surveys as the one used in the self-assessment below. To what extent was your current or past employer committed to the innovation and learning of its employees? You can find out by completing Self-Assessment 16.1. SELF-ASSESSMENT 16.1 Assessing the Innovation and Learning Perspective of the Balanced Scorecard The following survey was designed to assess the innovation and learning perspective of the balanced scorecard. Go to connect.mheducation.com and take Self-Assessment 16.1. When you're done, answer the following questions: 1. Where does the company stand in terms of commitment to innovation and learning? Are you surprised by the results? 2. Use the three highest and lowest scores to identify the strengths and weaknesses of this company's commitment to innovation and learning. 3. Based on your answer to question 2, provide three suggestions for what management could do to improve its commitment to innovation and learning. Strategy Map: Visual Representation of a Balanced Scorecard The strategy map is a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization. As Kaplan and Norton state, "Strategy maps show the cause-and-effect links by which specific improvements create desired outcomes," such as objectives for revenue growth, targeted customer markets, the role of excellence and innovation in products, and so on. An example of a strategy map for a company such as Target is shown on the next page, with the goal of creating long-term value for the firm by increasing productivity growth and revenue growth. (See Figure 16.6, next page.) Measures and standards can be developed in each of the four operational areas-financial goals, customer goals, internal goals, and learning and growth goals-for the strategy. 16.6 The strategy map This example might be used for a retail chain such as Target or Walmart. the role of excellence and innovation in products, and so on. An example of a strategy map for a company such as Target is shown on the next page, with the goal of creating long-term value for the firm by increasing productivity growth and revenue growth. (See Figure 16.6, next page.) Measures and standards can be developed in each of the four operational areas-financial goals, customer goals, internal goals, and learning and growth goals-for the strategy. 16.6 The strategy map This example might be used for a retail chain such as Target or Walmart. the role of excellence and innovation in products, and so on. An example of a strategy map for a company such as Target is shown on the next page, with the goal of creating long-term value for the firm by increasing productivity growth and revenue growth. (See Figure 16.6, next page.) Measures and standards can be developed in each of the four operational areas-financial goals, customer goals, internal goals, and learning and growth goals-for the strategy. 16.6 The strategy map This example might be used for a retail chain such as Target or Walmart. ) Measures and standards can be developed in each of the four operational areas-financial goals, customer goals, internal goals, and learning and growth goals-for the strategy. 16.6 The strategy map This example might be used for a retail chain such as Target or Walmart. ) Measures and standards can be developed in each of the four operational areas-financial goals, customer goals, internal goals, and learning and growth goals-for the strategy. 16.6 The strategy map This example might be used for a retail chain such as Target or Walmart.