solution

/in /by

1. Before we introduce this research, we would like you to think
about what the terms, “expert” and “novice” mean in your
community.

2. State a skill you can perform easily. This could be a skill
you learnt informally or something you learnt to do through formal
instruction. It should be a skill you have practiced for at least 3
years. You are an expert in carrying out this particular skill.

3. Now think what you would do when you are confronted with a
problem related to this skill. Describe the actions you would take
in dealing with the problem. For example, I know how to use a
computer to do many routine tasks like using a wordprocessor or a
spreadsheet. If something goes wrong, there are five or six things
I can try, to see if these will solve the problem.

4. Now think about something (a skill) you have only just learnt
to do or you are in the process of learning. If you have not learnt
a skill recently, you might like to think back to when you learnt a
new. We say you are a novice carrying out this skill.

5. Now think about what you would do when you are confronted
with a problem related to this skill.

6. Describe the actions you would take when trying to deal with
the problem. For example, I can remember when I was learning to
write academic essays. Sometimes the essay was badly organised. I
didn’t realize that there were problems in the structure of the
essay. Someone else (usually the marker) told me the essay was
poor.

7. From your answer in (3) and (6), what are some differences
between experts and novices?

PLEASE HELP ME TO ANSWER THESE QUESTIONS.

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

solution

/in /by
At
the end of November 2020, Demetrio Santander and Juan David Gómez were
finalizing the details for a pitch scheduled to take place in a few
days. After three years of effort and dedication, the entrepreneurs had
positioned Waykana as a fast-growing Ecuadorian company with a national
and international presence. The company was selling bulk guayusa leaves
(a tree located in the Ecuador rainforest) and branded products in more
than 10 countries. To accelerate the firm’s growth and social and
environmental impact mission, the entrepreneurs believed that the time
had come to secure additional growth capital and formalize the firm’s
expansion strategy. Waykana’s business model had three sources of
income. First, brand product sales in Ecuador-tea boxes and energy
drinks-through the country’s largest retailer. Second, brand product
sales in the United States-tea boxes and loose-leaf-through Amazon and
Shopify. And third, bulk guayusa sold to big international traders and
extractors. Facing increased competition while deeply committed to
Waykana’s social mission, the entrepreneurs knew they had to prioritize
their growth efforts. But which income stream should be given more
attention-without overly weakening the others? Given Waykana’s
mission-driven interests, which one would generate a better social and
environmental impact? Did they need to choose just one or could they
secure enough funding to reinforce the three businesses simultaneously?
Answering these questions would not only help the entrepreneurs to
fine-tune their funding pitch, but also provide insight into the
company´s next strategic moves.
 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

solution

/in /by
public sector managment course please answer the 10 questions with no explain just the question number and the letter answer:1) A public manaager acquires the following virtues except to become an ethical personA. CourageB. GreedC. PrudenceD.Justice
2) The basic division of non-profit organization is?A. Small, medium, and large.B. Professional organizations and non-professional organizationsC. Focused organizations and umbrella organizations.D. Member-serving organizations and public-serving organizations.
3) Nonfeasance isA. When a public manager delays in taking a decision.B. When a public manager makes a decision which is completely illegalC. When a public manager makes a decision in an improper wayD. When a public manager makes a decision in a way that favors his relatives.
4)
However diverse the activities of public administration might seem,
research indicates that the activities of these managers can be
categorized into 10 roles. Which of the following is NOT such a role?A RegulatorB. FigureheadC. EntrepreneurD. Liaison
5)).A(an)
is a reasonably clear-cut occupational field that ordinarily requires
higher education and offers a lifetime career to its members.A. ProfessionB. OrganizationC. Public serviceD.Political competency
6) derives from the formal position held by the leader.A. Refererent powerB. Expert powerC. Legitimate powerD.Coercive power
7) The following is not one of the policitical resources that a public manager needs to acquireA. FinanceB. External supportC. ProfessionalismD. Exercise of different types of individual power
8) Public health, education, clean air, and police protection are best described as programs..A. Provided at the local level.B. Historically provided at the community level.C. Showing characteristics of public goods.D. With effects that promote extreme inequality.
9) The term zero sum game meansA. Neither party wins anything.B. Both parties can win somethingC. One party wins everythingD. The outcomes of a series of games constantly
10) To become a responsible public manaager, one needs to possess the followingexceptA. SmartnessB. HonestyC CompetenceD. Responsiveness
 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

solution

/in /by

For 10 years, Ms. Katigbak had been the Management Services
Director of the Quality Control Division of her Corporation. With
professional experience gained from various industries, her
technical expertise was undoubtedly quite valuable to the
corporation. She, however, had personal attitudes which created a
wall of hostility between her and her staff and the rest of the
Senior Managers of her Division.

For one thing, Ms. Katigbak did not see any point in laughing at
a joke which she not consider funny. Unfortunately, her standard to
“funny” was in the line of erudite humor, which even the other
Directors found too deep for reflection. Neither did she believe in
attempting to gain the drift of others if only to gain rapport with
them. She insisted in being her own person regardless of what
others believe.

It was, also rare for her to concede to anything. This attitude
was compounded by her difficulty in expressing her thoughts
especially when it comes to justifying herself. This caused
misunderstandings between her and others which further aggravated
her won negative perception of others as well as their negative
perception of her. She could not give allowances for differences in
her attitude with those of others. And those who differed from her,
in one sense, were treated with a degree of coldness.

She was aware of her social deficiencies, but according to her,
she simply could not be what she was not. She often mentioned that
it was already very hard for her to change her ways.

Outside the workplace, though, Ms. Katigbak tried hard to be
friendly with her staff. And while she showed concern for their
professional training, she herself could not seem to be at ease in
relating to them in the workplace. It was as if she was afraid that
friendship would curtain her authority.

At this time, a new problem-solving system was being inculcated
throughout the corporation. To show her concern for her staff, she
made them the first trainees on the system.

The system was designed to enable a group to identify a problem
and recommend a solution throughout the various stages of the
system. The group was placed under the guidance of Training
Assistants from the Personnel Directorate enduring the objectivity
of results. The exercise with her staff identified three
difficulties in their workplace, one of which concerned Ms.
Katigbak. The recommended solution was to replace her.

Needless to say, this put Top management in a dilemma. Ms.
Katigbak was an officer of the company, and to continue to attract
talent to officership, her tenure had to be protected. Besides, the
problem was focused on Ms. Katigbak’s personality. How exactly does
one correct that? She had already attended Dale Carnegie’s course.
On the other hand, faith in the system they were endorsing was
being put to the test. If they could not support its results now,
how could they expect anyone to believe its merits? Answer the
guide questions.

1. Describe the personality of Ms. Katigbak. How is this
reflected in her communication style?

2. How has this style affected her relationship with her
associates and subordinates?

3. If you were the management, would you have her replaced?
Defend your stand.

4. What implications do the case have on management policies and
practices on hiring and developing workers and staff?

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"