EduRN: Other Social Sciences Education (Topic)最新文献

{"title":"Terra Nova, a Game on the Social Surroundings of the Environment","authors":"H. Mastik, V. Peters, R. Scalzo, G. Vissers","doi":"10.2139/ssrn.1579163","DOIUrl":"https://doi.org/10.2139/ssrn.1579163","url":null,"abstract":"Terra Nova is a game about sustainable development, not only of physical environment but also of other conditions for human life, such as caring and responsible social relations, food and shelter, health, education, justice, peace and cultural tolerance. The game allows the articulation and implementation of ideas on the ways we produce and reproduce society. Such ideas may and will vary among actors, which gives rise to dynamics not captured by educational or research instruments that fail to pay due attention to the part played by communication, negotiation, anticipation of others’ behaviours, in short, human interaction.","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"131 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114310907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Peter Woodson (a)","authors":"Alexander Horniman","doi":"10.2139/ssrn.910394","DOIUrl":"https://doi.org/10.2139/ssrn.910394","url":null,"abstract":"This case series is about a set of personal decisions and actions faced by Peter Woodson. The A case presents a brief background, Woodson's career success, and issues to the end of 1989. (Follow-up cases are OB-0391 and OB-0392.) Excerpt UVA-OB-0390 PETER WOODSON (A) Professor Ben Dempsey listened intently to his friend and client, and Peter Woodson was not hard to listen to, because his style of talking was quite engaging. The topic of the evening's discussion, which the two men were having during the 1989 Milford Electronics Annual Conference, was Woodson's perceptions of his 25-year career with Milford Electronics—a career that had led Woodson into the inner circle of the company's key executives. Milford Electronics had been created by Franklin Milford, the father of the present chairman, Marshall Milford. Many considered Marshall Milford one of the most innovative and focused executives in the entire country. Milford Electronics was an industry leader in technology, innovation, and quality. The success of the company in the quality area was such that leaders of organizations around the United States visited the company on a regular basis to learn about the Milford quality process. Milford Electronics was a privately held company, and the energies and aspirations of Marshall Milford clearly dominated company culture. Marshall Milford had been the chairman of Milford for well over 40 years. During that time, he had reinvested most of the profits of the organization into research, development, technology, and facilities. He expected competence, dedication, and loyalty from his employees. In return, they were well paid and provided with the best possible support equipment and facilities. Peter Woodson's career had clearly been one of continuous success. He had joined Milford right out of college and, with a brief interruption for military service, had spent his entire career with the company. Woodson's personality and Marshall Milford's had meshed well, and it was not long before he became “noticed” in the company. Like others at Milford Electronics, Woodson had been moved from line to staff and back to line positions on a regular basis. He had always performed well. . . .","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126825978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sampling","authors":"P. E. Pfeifer","doi":"10.1201/b16842-6","DOIUrl":"https://doi.org/10.1201/b16842-6","url":null,"abstract":"This note explains the basics of sampling. It defines and discusses the concepts of random sampling, the law of averages, and the central limit theorem. It covers the sampling of both continuous uncertain quantities (where the sample is summarized by the sample average and sample standard deviation) and categorical variables (where the sample is summarized by the sample proportion). The note carefully explains that the results of random sampling from an infinite population are equivalent to repeated and independent outcomes of an underlying probability distribution. Excerpt UVA-QA-0513 Rev. Mar. 14, 2017 SAMPLING The word sampling probably brings to mind a large collection of items from which a small number of items will be selected and measured. We inspect units from yesterday's production and grade their quality. We poll potential voters in an upcoming election and find out how they plan to vote. We capture fish from a lake and measure their length. We study a subset of companies in an industry and summarize their financial performance. We survey customers from our universe of customers and monitor their satisfaction. In the language of sampling, the large collection of items is called the population and the smaller number of items actually selected and measured is called the sample. Because the number of items in the population can be very large, and the costs of sampling nontrivial, a complete sampling of the population (a census) is usually not economical. The challenges become how to select a useful sample and how to interpret and use the information contained in the sample, recognizing that it provides an imperfect picture of the population. This note explains how samples behave so that we can accurately interpret the results of a sample. Our interpretation of a sample begins with an understanding of the method used to collect the sample. For the sample to reflect the population from which it was drawn, the sample must be chosen in a certain way. The most common method for collecting a sample that will accurately reflect the population is called random sampling. A random sample is one in which each item in the population has an equal chance of being included in the sample. For yesterday's production, randomness requires that we take our sample at randomly chosen times throughout the day. For the fish in the lake example, it will be very difficult to collect a random sample unless every size of fish is equally likely to be caught (a highly unlikely assumption). If the sampling is not done randomly, it is difficult if not impossible to interpret the sample results. If large fish are wiser and less likely to be caught, the fish we catch will not be a random sample of the population of fish. The lengths of the fish in our sample will thus be biased: The average length of the fish in the sample will tend to understate the average length of the fish in the lake. In addition to samples that were collected randomly, this note will consider samples","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123135113","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Alvarez (a)","authors":"J. Clawson, Ingrid Celis","doi":"10.2139/ssrn.1281270","DOIUrl":"https://doi.org/10.2139/ssrn.1281270","url":null,"abstract":"Five years short of retirement, Alvarez is an experienced but uneducated mechanic working for a Venezuelan manufacturer of aluminum building products. In the A case, new North American management is concerned about Alvarez's grumbling and egocentric behavior and is pondering the impact of firing him. In the B case (UVA-OB-0661), management decides to fire Alvarez at a high cost. In the C case (UVA-OB-0662), Alvarez dies of a heart attack soon after being fired, adding poignancy to the decision to fire him. This case series provides an excellent opportunity to explore self-concepts, methods of personal mastery, cross-cultural management, and issues of managing personal change. Excerpt UVA-OB-0660 ALVAREZ (A) Assistant Plant Manager Jose Pinto arrived earlier than usual on Monday morning. Last Friday, Pinto, along with plant manager (Mario Chavez), personnel manager (Mario Caesar), maintenance engineer (Mike Stone), and the majority owner, Roberto Bellini, had met to decide what to do about a situation that Jorge Alvarez was creating in the plant. They discussed Alvarez's career, his past contributions to the company, and the plant's policies, but they had not reached a conclusion. In the end, they decided that whatever was to be done, Pinto had to decide. CANALVEN Canalven was originally a subsidiary of Canadian Aluminum Company (CANAL), but nationalization plans in Venezuela had required all companies to have 51% Venezuelan capital. At that time the Bellini family acquired the required 51% from CANAL, and the company became Canalven, which produced standard and customized window rails, frames, and a line of roofs. At the time of this case, Canalven was facing difficult foreign exchange rate differentials and stiffening international competition. The company was also expanding its foundry facilities to cope with the shortage of some raw materials and increase production. Canalven was also adding a finished line of products to its existing semifinished aluminum product lines. The new finished products were either painted or anodized (a process that polishes the previously extruded aluminum ingots). For these operations, two new process lines had been added to the existing production lines. Part of the new machinery for the foundry had to be ordered from foreign companies to be built on site by Canalven personnel, but some of the minor machinery (such as a crushing machine for the silicon that was added to the aluminum alloy) was built and designed at Canalven. Mike Stone supervised the construction of all these new production lines and the assembly of the imported machines. Maria Cerruti was in charge of the quality-control department and supervised all the finished products. She and Stone worked together closely in the design and improvement of many technical aspects of the factory. Because the Bellinis were cattle owners and did not have any experience in the aluminum business, they delegated all responsibility and plant-related decisions to plan","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"129 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122447321","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Marsha Harris (B)","authors":"J. Clawson, M. DePalo","doi":"10.2139/ssrn.910417","DOIUrl":"https://doi.org/10.2139/ssrn.910417","url":null,"abstract":"Marsha Harris accepts a new position as chief financial officer for the divisional marketing, sales, and distribution functions of a huge appliance manufacturer. On her first day, she is told she got the job because of her gender. One year after taking the job, her boss tells her she must reduce her staff of 250 by 47%. This case can be used to discuss corporate downsizing efforts in the context of "re-engineering." See also the A (UVA-OB-0562) and C (UVA-OB-0564) cases.","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134271870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Falls River","authors":"L. Bourgeois, Christine Lotze, James Berger","doi":"10.2139/ssrn.907797","DOIUrl":"https://doi.org/10.2139/ssrn.907797","url":null,"abstract":"This case is about a small \"outdoor-adventure\" business at a crossroads. The business was originally founded by a man and a woman to serve the counseling and team-building needs of local schools and hospitals. Its discovery by corporate clients presents a \"big-business\" opportunity. The protagonists, however, are not sure they want to leave the realm of part-time \"fun\" and enter the realm of potentially lucrative full-time business. Excerpt UVA-BP-0341 FALLS RIVER Betsy Dalgliesh watched her new Macintosh as the screen saver sent a spray of rainbow-hued fireworks across the screen. As she looked at her computer, she wondered if this would be just what she and Rick Haupt, co-founder of Falls River, needed to get organized. Until now a jumbled mess of paperwork thrown into old shoe boxes represented the filing system for Falls River. Somehow Dalgliesh wasn't convinced that this new computer, the Quicken software package, and a few sessions with their accountant would be enough to carry their growing experiential learning company to the next stage. Just being “people people and not business people” had been enough to turn Haupt and Dalgliesh's belief in experiential learning into a profitable business; but the strains and pains of growth were all too evident. Falls River was at a turning point. If they wanted to expand in an expanding market Dalgliesh knew it would take more than just a computer. But then again, it wasn't clear that fast growth was what they wanted. Industry Background The first outdoor education program was developed during World War II by Kurt Hahn, an expatriate German educator, to train young British sailors in marine and survival skills. He called this program “outward bound” because this was the expression sailors used when they were going out to sea. . . .","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"404 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126977208","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Carolyn Hendricks","authors":"J. Clawson, C. Howell","doi":"10.2139/ssrn.910719","DOIUrl":"https://doi.org/10.2139/ssrn.910719","url":null,"abstract":"This case is the transcript of a student's report about her definition of leadership and includes some quotations from Frances Hesselbein, former national director of the Girl Scouts of America, to support it. The case is poignant because the author's background includes abuse as a child, and she demonstrates remarkable courage in moving out of that situation and establishing a strong foundation of what it means to be a leader. Excerpt UVA-OB-0601 Carolyn Hendricks After spending a semester on studying strategic leadership, I believe there are two very important sides to leadership. Just as important as the qualities one must have to effect strategic leadership are those qualities and intentions which one must not have. None of the effective leaders we studied ever set out to lead; they simply set out to accomplish a task, and others joined in to follow their lead. Perhaps this is the difficulty I have with writing about how I plan to lead strategic change in my career. Without a task to which I am one hundred percent dedicated, I will not be a leader of strategic change. Until I find that task or have the opportunity to work toward accomplishing that task, I will not be a leader of strategic change. However, in my personal life, I can affect strategic leadership. I am both the one who leads and the one who follows and in this way have been able to lead strategic change in my life. For most of my life, maybe even all of my life until last year, I had flashes of personal leadership, but then would revert to following the initiatives of others. By explaining some things about my life, this should be more understandable. I grew up in an alcoholic home. My father had a very successful military career, but would drink heavily whenever he was at home. One of my earliest memories is of a fight my parents had. My father was kicking my mother out of the house, while my sister and I looked on. My sister whispered to me that we needed to do something or else my mother would leave us forever. So we decided that each of us should wrap ourselves around one leg so that she couldn't walk away. As we grew older, the fighting got worse. My father shot at my mother. He would beat us. The verbal abuse was constant: we were stupid, worthless, evil, etc. Obviously, it was a life completely out of control. From that family situation, I learned that there was nothing about my own life that I could control. I could only attempt to manipulate a situation once it had arisen. Children of alcoholic families become very adept in this area. Because of these skills they often make excellent managers. . . .","PeriodicalId":158767,"journal":{"name":"EduRN: Other Social Sciences Education (Topic)","volume":"194 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127022555","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}