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the Superintendent’s Directive Educational administrators are bombarded by requests for innovation at all levels. Programs to upgrade math, science, and social science education, state accountability plans, new approaches to administration, and other ideas are initiated by teachers, administrators, interest groups, reformers, and state regulators. In a school district, the superintendent is the key leader; in an individual school, the principal is the key leader. In the Carville City School District, Superintendent Porter has responsibility for 11 schools—eight elementary, two junior high, and one high school. After attending a management summer course, Porter sent the following e-mail to the principal of each school: ‘‘Please request that teachers in your school develop a set of performance objectives for each class they teach. A consultant will be providing instructions for writing the performance objectives during the August 10 in-service day. The deadline for submitting the performance objectives to my office is September 21.’’ Mr. Weigand, principal of Earsworth Elementary School, forwarded Porter’s e-mail to his teachers with the following message: ‘‘Please see the forwarded e-mail from Superintendent Porter. As he explains, you will need to write performance objectives for each course you teach. These are due one month from today. This afternoon, during the in-service meeting, you will receive training on how to write these performance objectives.’’ After receiving this e-mail, several teachers at the elementary school responded with a flurry of hastily written e-mail responses. One well-respected and talented teacher wrote the following e-mail, accidentally sending it to Mr. Weigand instead of her colleagues: ‘‘This is nonsense! I should be spending my time focused on the lesson plan for the new advanced English class the board of education approved. Porter is clueless and has no idea the demands we are facing in the classroom. We never even hear from him until he wants us to complete some empty exercise. I am going to start looking for a school district that values my time!’’ Mr. Weigand was stunned by this e-mail, wondering if he was close to losing a valuable teacher who was admired by her peers and others in the school system. He knew this e-mail had been written in haste and that this teacher would be embarrassed to know that he had received it. He was concerned that other teachers may have reacted in similar ways to his e-mail. He also wondered how to respond to the angry e-mail and how to improve morale at the start of a new school year. According to the Communication Process Model what are the issues with Mr.Weigand’s communication. Choose all possible answers (more than one): * 5 points message has been hampered by noise structural barriers distort the sender’s intended message sender and receiver haven’t a common understanding of the message sender not accurately decoded information receivers and sender have common mental models How Mr.Weigand could have communicated differently about the performance objectives to influence the teachers more positively? * 5 points choose high richness communication channel use emoticons provide reward (gift card, bonus etc) to those who completed the task on time give time off for completing the task use the grapevine to communicate to employees Identify the issues that the teacher might have when composing and sending her e-mail message. More than one answer: * 5 points low efficiency in decoding information motivation to transmit message low message encoding proficiency different codebooks Mr.Porter could’ve improved his communication about the new performance objectives by using grapevine * 5 points True False If you were Mr.Weigand, how would you respond to the angry teacher using gender communication approach? More than one answer. * 5 points using rapport talk give direct advice using report talk avoid nonverbal cues using flexible conversation style
 
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TITAS SUBJECT

1. Bincangkan secara kritis DUA (2) faktor dan TIGA (3) implikasi keruntuhan aspek ekonomi terhadap tamadun manusia. (20 Markah)

1. Critically discuss TWO (2) factors and THREE (3) implications of aspect collapse
economics against human civilization. (20 Marks)

2. Pada masa kini, tamadun Barat dilihat sebagai tamadun yang mendominasi dunia dalam pelbagai aspek sehingga menggugat tamadun Islam dan tamadun Asia. Bincangkan kenyataan ini berserta contoh. (20 Markah)

2. Nowadays, Western civilization is seen as a civilization that dominates the inner world
various aspects so as to threaten Islamic civilization and Asian civilization.
Discuss this statement with examples. (20 Marks)

3. Dialog merupakan medium yang penting untuk mewujudkan keharmonian dalam masyarakat majmuk di Malaysia kerana mereka mempunyai latar belakang tamadun yang berbeza-beza. Bincangkan pernyataan di atas. (20 Markah)

3. Dialogue is an important medium for creating inner harmony
plural society in Malaysia because they have a background of civilization
which vary.
Discuss the above statement. (20 Marks)

 
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28.Q23: In your project, Review effort (hrs, X) and defect rate (no. of defects per hour, Y) show a negative correlation. It means

(1 Point)

As Defect rate increases, Review effort also increases

Negative correlation does not infer any relationship between Review effort and defect Factors

As Defect Rate decreases, Review effort also decreases

As Review Effort Hours increases, Defect Rate decreases

29.Q24: What is the index used to describe Process Capability?

(1 Point)

MPG

Ppk

SPC

TPC

30.Q25: The Null Hypothesis assumes that there is a relationship between data.

(1 Point)

True

False

31.Q26: The ability of the measurement system based on its technology to properly differentiate between repeated measurements of the same item is called

(1 Point)

Discrimination

Calibration

Accuracy

Reproducibility

 
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give some strategies on how Fiona could transform her business in 3-4 paragraphs.

Fiona was excited when her father announced that he was going to retire and that she was to take over as general manager of the small chain of off-licences (retail outlets for alcoholic drinks) that he had founded. She had lots of ideas about expanding the business, the most important of which was the establishment of a wholesale business supplying clubs and restaurants.

The new business was successful – she had identified a useful market niche – and after a year its sales were better than forecast. But it was not yet making money, largely because the operating costs were above budget. It was essential to introduce an efficient stock control system, and she set about finding a suitable software package. There were a number of teething problems – it was constantly crashing and she was the only one able to operate it, so it took a lot of her time. The company needed to recruit a new driver and a new order clerk: it was important to get the right people, but interviewing and agreeing terms seemed to go on forever.

One of her ideas had been to provide an own-label service for restaurants, so that they could serve wine with their name on it, and this had proved very popular. She enjoyed designing the labels with her software package, which she tended to do in the evenings. It was also necessary to remove all the original labels and apply new ones – and they simply did not have the labour to do this, so she found herself spending most of her weekends labelling wine bottles.

The wholesale business had introduced a number of new customers, several of whom proved to be bad payers, so she was spending an increasing amount of time chasing debts.

Their price list had not changed for three years, and she knew that a number of their products were now significantly underpriced, but she simply had no time to update the list. And the new business was still not delivering a profit.

You can see that Fiona is focused on operational tasks. She is busy operating and sorting the stock control software and designing, removing and sticking labels. She is thinking operationally and not strategically. She is working ‘in’ the business rather than ‘on’ it. Strategic thinking would enable her to look at the complete picture and decide which activities lead to delivery of the company’s strategy. She would be able to see which processes could be combined or even abandoned. She would be able to allocate resources more effectively (more about resources in 4 Capabilities and resources), which would improve the chances of success for the company.

Setting some regular time aside to take a step back and reflect on your business will be very difficult at times but also very important to ensure you allow yourself time for some strategic thinking. Working with a mentor or advisor can help you do this. Often it is the business owners who feel they have the least time and the least need to have a mentor, who most need time and a mentor! There are many times when there are just not enough hours in the day, particularly at the start of a new business when you seem to be doing everything yourself. Time spent with an external experienced advisor or mentor can be likened to having a non-executive director for a larger company. They can see issues with fresh eyes and can help you consider the longer term view to get through the short-term operational pressures. They can also be a listening ear, a support and trusted friend.

 
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