What does BLS stand for?

Burritos with Lettuce and Sauce

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David and Goliath, or Waterstones versus Amazon (TYPING)

Good morning, class! Today we will talk about water. What’s this? It’s an ocean. Correct! Oceans are very big. How many oceans are there? There are five oceans. This is a river. Rivers are very long. Do you know a famous river? The Amazon River is famous. This is a pond. Ponds are very small. My dad likes to fish in ponds! Sometimes we fish together.

Write simple RCQ questions for A1 kids based on this dialogue: Good morning, class! Today we will talk about water. What’s this? It’s an ocean. Correct! Oceans are very big. How many oceans are there? There are five oceans. This is a river. Rivers are very long. Do you know a famous river? The Amazon River is famous. This is a pond. Ponds are very small. My dad likes to fish in ponds! Sometimes we fish together.

The History of Chocolate Many people believe that chocolate originally came from Europe. However, chocolate, called the “food of the gods,” was first made in the Americas. The first chocolate was very different from contemporary chocolate. Wild chocolate trees can grow easily in the humid Amazon rainforest. Clusters of flowers growing on these trees turn to seeds. About 20 to 60 cacao beans can be found in the seeds. Cacao beans are the ingredient needed to create sweet, soothing, and delicious chocolate treats. The Mayan and Aztec cultures both thought that chocolate trees were brought from paradise by gods. The Mayans and Aztecs used the beans from this divine tree to create a special beverage with a very pleasant odor. Surprisingly, the Aztecs believed that it would be toxic to women and children. In the 1500s, the Spanish explorer Cortes met the Aztecs. Cortes became quite interested in the plantations where the Aztecs cultivated chocolate trees. When he returned to Europe, he took cacao beans with him. He introduced the people of Spain to the Aztecs’ chocolate beverage. Over the next 100 years or so, kings, queens, and members of the upper class enjoyed drinking chocolate. They enjoyed it even more once they learned to add sugar to the beverage! Soon, chocolate had spread all across Europe. New machines allowed chocolate makers to perfect their products and produce them at a very rapid rate. Preparing the beans in special ways brought out the aroma of chocolate. The beans were combined with condensed milk to give the chocolate a smooth texture. Today, contemporary chocolates with subtle flavors fill the shelves of expensive chocolate shops. The different types of chocolate available today vary widely. True chocolate lovers can tell which is best, though. They will tell you that the flavor of high quality chocolate stays on the palate long after you finish it

Why and How Managers Plan Importance of planning The planing process Benefits of planning Planning and time management Types of PLans used by managers Long term and short term plans Strageic and tactical plans Operational plans Planning Tools and Techiqunes Forecasting Contrigency planning Scenario planning Benchmaking Use of staff planners Implementing Plans to Achive Results Goal setting Goal management Goal alignment Participation and involvement Planning Def: The process of setting objectives and determining how best to accomplish them Planning at Eaton Corporation “Making the hard decision before events force them upon you, an anticipating the future needs of the market before the demand asset itself Objectives and goals Identifity the specific results or desired outcomes that one intends to achieve Plan Def: A statement of action steps to be taken in order to accomplish the objectives (goals) Steps in the planning process: Define your objectives Determine where you stand vis-a-vis objectives Develpo premises reagrdsing future conditions Analyze alternatives and make a plan Implement the plan and evaluate results What are the benefits of planning Improves focus and flexibility Imporves action orteitation Imporves coordination and control Imporves time management Time Managment Personal time management tips Do say “no” to request that distract you form what you should be doing Dont get bogged down inn details that can be addressed later Do screen telephone calls, emails and meeting request Dont let drop in visitors, text messaging use up your time Do prioritize your important and urgent work Dont become calendar bound by letting other control your schedule Do follow priorities; do most important and urgent work first Some 77% of mangers in one survey said that digital age has increased th number of decisions they have to make 43% said there was less time available to make these decisions Types of plans used by Managers What is teh time horizon Long term vs Short term Long term Look three or more years into teh future Short term plans Typically cover one year or less However: the increasing environmental complexity and dynamism of recent years has severely tested the concept of “long-term” planning Plans are subject to frequent revisions Most executives would likely agree that these complexities adn uncertainties challenge how er actually go about planning and how far ahead we can really plan At the very least we can conclude that there is a lot less permanency to long term plans today and that tey are subject to frequent revision Managment reaeracher Eillot Jaques believes tha people vary in their capability to think with different time horizons Types of Plans used by Managers (3 of 5) Strategic plans Set broad, comprehensive and linger term action directions for teh entire organization or major division Vision Clarifies purpose of the organization and what it hopes to be on the future Typical plans Specify how the organizations resources are used to implement strategy Tactical plans in business often take the form of functional plans Functional plans Incidate how different component within the organiztion will help accompnlish the overall strategy Production plans Finacial plans Facilites Plans Logisitc plans Marketing plans Human Resource Plans Operation plans Describe short-term activities to implement strategic plans Policies: Are standing plans that communicate guidelines for decisions Ex: Policies on office romances: The media is quick to report when a top executive or public figures runs into trouble over an office affair. Are there ant policies on office romances? Employer polices on office raltioshiis vary. One survey find teh following: 24% prohibit relationships among employees in the same department 13% prohibit relationships among employees who have the smae supervisor 80% prohibit relationships between supervisors and subordinates 5% have no restrictions on office romances Procedures: Are rules that describe actions to be taken in specific situations Budgets: are single use plans that commit resources to projects or activities Zero based budgets: allocate resources as if each budget were brand new There is no guarantee that any past funding will be renwer. All propsales, old and new, must compete for available funds at teh start of each new budget cycle Forcasting Attempts to predict the future Qualitaive forecasting uses expert opinions Quantitative forecasting uses mathematical models and statiscal aanylsis of historical data dna surveys Contingency planning Identify alternative course of action to take when things go wrong Anticipate changing conditions Contain trigger points to indicate when to activate plan (or a specific course of action) Scenario planning A long term version of contingency planning Identifying alternative future scenarios Plans made for each future scenario Increases organizations flexibility and preparation for future shocks Benchmarking Use of external and internal comparisons to better evaluate current performance Adopting best practices: things people adn organization do that lead to superior performance Staff Planners Experts who assist in all steps of the planning process They help bring focus and expertise to a wide variety of planning tasks Important: Communication between staff planers landline managers is essential for teh success of teh planning process Goal Setting - Always set SMART goal The solution: Goal Aligment Between Team Leader and Team Member Jonintly plan: Set objectives, set standards, choose actions Individually acy: Perform tasks (member), provide support (leader) Jointly control: Review results, discuss implications, renew cycle x4 Collective effort and commitment Participatroy planning Includes in all planning steps that people who will be affected by the plans adn askedd to help implement them Unloacks motivational potential of goal setting Management by objective (MBO) promotes participation Participation increases understanding and acceptance of plan and commitment to success Participatory planning - Number of people involved in teh decision making process Amazon is intensely focused on what it does. It believes in creating tight single-threaded teams, also known as “2 pizza team.” Data and Decision Making What are some of the important competencies managers must have today? Delegate Marketing and technology Manager must have Technological competency Ability to understand new technologies and to use them to their best advantage Information competency Ability to locate, gather, organize and display information for decision-making and problem solving Analytical competency Ability to evaluate and analyze information to make actual decisions and solve real problems What is the difference between Data and Information Data Raw facts and observation Information Data made useful and meaningful for decision-making Important concepts Big data Exists in huge quantities and is difficult to process without sophisticated mathematical and analytical techniques Data production today Bernard Marr is an internationally best-selling author. He helps organizations improve their business performance, use data more intelligently Data mining The process of analyzing data to produce useful information for decision-makers Management Analytics The systematic evaluation and analysis of data to make informed decision Information drives management Bad Data Refers to information that can be erroneous, misleading, and without general formatting The challenge: Can er use the data that is available in the “Big Data” Needs to be valid Can not trust everything out there Being ethical Look at the trends Data is structured and unstructured Data BIg Data = Structured + Unstructured Information Drive Management decision making What are the characteristics of useful information Easy to access If its credible Accurate Characteristics of useful information: Timely High quality Complete Relevant Understandable What about bad data It's not credible Miss information If it is not structured/ organized Bias based on opinions Confusing If its updated Bad data Refers to information that can be erroneous miss What are some examples of Management information system Business intelligence -BI Information systems to extract and report data in organized ways that are useful to decision-makers Executive dashboards Visually update and display key performance metrics (or Key Performance Indicators -KPIs) and information on a real-time basis Information needs in organization External Environment Information exchanges with the external environment Gather intelligence information Provide public information Information needs within the organizations (internal Enviroement) Information exchange within the organization Facilitate decision making Facilitate problem-solving Managers as information processors Continually gather, share and receive information Now as much electronic as it is face-to-face Always on, always connected How many people telecommute at least once a week 70% of people globally work remotely at least once a week, Work at home after covid 19 our forecast Our best estimate it that 25-30% of the workforce will be working form home multiple days a week by the end of 2021 As of 2023, 12.7% of full time employees work from home, while 28.2% work a hybrid model Managers as problem solvers Problem-solving The process of identifying a discrepancy between actual and desired performance and taking action to resolve it Ishikawa Fishbone diagram To identify the cause of problems Decision A choice among possible alternative courses of action Performance threat Something is wrong or has the potential to go wrong Performance opportunity The situation offers the chance for a better future if the right steps are taken Problem-solving approaches or style - from textbook Problem avoiders Inactive in information gathering and solving problems Problem seekers Proactive in anticipation of problems and opportunities and taking appropriate action to gain an advantage Problem solvers Reactive in gathering information and solving problem Managers - can approach problems in a systematic or intuitive manner Systematic thinking approaches problem in rational, step-by-step and analytical fashion Intuitive thinking approaches problems in a flexible and spontaneous fashion Multidimensional thinking- applies both intuitive and systematic thinking Managers face structured and unstructured problems Structure problems Are ones that are familiar, straight forward, and clear with respect to information needs Program decisions apply solutions that are readily available from past experiences to solve structured problems Know how to solve them Familiar Know what we are dealing with Unstructured problems Are ones that are full of ambiguities and information deficiencies Nonprogrammed decisions apply a specific solution to meet the demands of a unique problem Commonly faced by higher-level management Crisis decision making A crisis involves an unexpected problem that can lead to disaster if not resolved quickly and appropriately Ruled for crisis management Figure out what is going on Remember that speed matters Remember that slow counts, too Respect the danger of the unfamiliar Value the skeptic Be ready to “fight fire with fire” Managers make decisions with various amounts of information Certain environment Offers complete information on possible action alternatives and their consequences Risk environment Lacks complete information but offers probabilities of the likely outcomes for possible action alternatives Uncertain environment Lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternative Ex: Certain and uncertain environments: The worldwide Governance Indicators for over 200 countries, comparing distinct environments (Canada-Brazil) Step 1-Identify and define the problem Focuses on information gathering information processing and deliberation Decision objectives should be established What are some common mistakes in definding problems? Common mistakes in defining problems Defining the problem too broadly or too narrowly Focusing on symptoms instead of causes Choosing the wrong problem to deal with Step 2- Generate and Evaluate Alternative Courses of Action Potential solutions are formulated and more information is gathered, data are analyzed, the advantages and disadvantages of alternative solutions are identified Common mistakes: Abandoning the search for alternatives too quickly Step 3- Decide on a preferred course of Action Two different approaches Behavioural model leads to satisficing decisions Classical model les to optimising decisions Behavioural Model Rationality is bounded because: There are limits our thinks capacity Available information (incomplete) Time constraints Step 4-Implement the decision Involves taking action to make sure the solution decided upon becomes a reality Managers need to have the willingness and ability to implement action plans Problems: Lack of participation error should be avoided Step 5 - Evaluate Results Involves comparing actual and desired results The positive and negative consequences of the chosen course of action should be examined If actual results fall short desire results, the manager returns to earlier steps in the decision-making process At all steps, check ethical reasoning Ask these spotlight questions Utility Does teh decision satisfy all constituents or stakeholders Rights Does the description respect the rights and duties of everyone? Justice Is the decision consistent with the canons of justice Caring Is the decision consistent with my responsibilities to care? Issues in decision-making How do errors happen? Heuristics: are strategies for simplifying decision-making Availability Bias: Bases a decision on recent information or events Representativeness bias: Bases a decision on similarity to other situations Anchoring and Adjustment Bias: Bases a decision on incremental adjustment from a prior decision point Framing error: Tring to solve a problem in the context perceived, positive or negative Confirmation Error: Focusing on information that confirms a decision already made Escalating commitment: Continuing a course of action even though it is not working Creative Decision making Creativity is the generation of a novel idea or unique approach that solves a problem or crafts an opportunity Big C: Creativity occurs when extraordinary things are done by exceptional people Little C: Creativity occurs when average people come up with unique ways to deal with daily events and situations The three types of situational creativity drivers Chapter review What are objectives and goals? The specific results or desired outcomes What are the 5 characteristics of great (SMART) goals? Forecasting - Attempts Qualitative forecasting uses options Quantitative forecasting uses mathematical models and statistical analysis of historical data and surveys Scenarios-Oracle’s crystal ball combines qualitative and quantitative methods

The Columbian Exchange was the widespread exchange of animals, plants, culture, disease, people, and ideas that began between European countries and their colonies in North and South America. The Spanish came to the Americas in search of gold and other riches. The Europeans wanted to convert the Native Americans to Christianity/Roman Catholicism. Spain had the greatest impact on the culture of Latin America. Sugarcane was a crop that was grown in the Caribbean that required a lot of land and labor. Native populations died out largely due to diseases that they had no natural immunity to before the arrival of Europeans. When the Native populations died out, African slaves were brought over to work. Two cultural elements in Latin America that resulted from the Columbian Exchange were language - Spanish, and religion - Roman Catholicism/Christianity. Environmental Issues Deforestation is the clearing of forests for human demands such as farmland, timber, and mining. The Amazon Rainforest in Brazil is one area experiencing major deforestation. Hurricanes can damage the economies in the Caribbean and Central America by keeping tourists away. Economy The three economic indicators used to determine the Human Development Index (HDI) are: life expectancy, literacy rate, and GDP per capita. Higher literacy rates, GDP per capita, and life expectancy are associated with more developed countries, while lower literacy rates, GDP per capita, and life expectancy are associated with less developed countries. The three sectors of the economy are primary/agriculture (e.g. rancher), secondary/manufacturing (e.g. table factory), and tertiary/services (e.g. teacher). A single product economy is when a country depends on just one product for almost all of its jobs, like the Caribbean Islands depend on tourism. Three disadvantages of a single product economy are: having to import other goods/resources, facing competition from other countries for the same product, and if the product fails, the economy is ruined which could restrict access to goods/resources. A free enterprise/market economy is when individual people and businesses make all economic decisions. A command/communist economy is when the government makes all basic economic decisions. Cuba has a communist economy where the government controls all aspects of the economy.

Historia de la Inteligencia Artificial Introducción La inteligencia artificial (IA) tiene una historia larga y fascinante que comenzó mucho antes de que existieran los ordenadores modernos. A lo largo de los siglos, filósofos, científicos e ingenieros han sentado las bases conceptuales y tecnológicas necesarias para el desarrollo de máquinas capaces de imitar ciertos aspectos de la inteligencia humana. 1. Antecedentes remotos Época Figura o movimiento Aportación clave Siglo IV a. C. Aristóteles Desarrolla la lógica formal, primera aproximación sistemática al razonamiento deductivo. Edad Media Alquimistas Buscan crear “vida artificial”, anticipando el deseo de simular procesos naturales. 2. Cimientos modernos (1950‑1959) Año Hito Descripción 1950 Prueba de Turing Alan Turing propone un test para determinar si una máquina puede exhibir comportamiento inteligente indistinguible del humano. 1955 Nacimiento del término "Inteligencia Artificial" John McCarthy define la IA como la “ciencia e ingeniería de crear máquinas inteligentes”. 3. Principales hitos (1960‑2010) Año Hito Relevancia 1997 Deep Blue vence a Garry Kasparov Primer ordenador que derrota al campeón mundial de ajedrez; marca un antes y un después en el uso de la IA para resolver problemas complejos. 2002 Roomba (iRobot) Primer robot aspirador de consumo masivo con capacidades de mapeo y navegación autónoma. 2011 Siri (Apple) Asistente virtual por voz que populariza la IA conversacional en smartphones. 2014 Alexa (Amazon) Amplía el concepto de asistente virtual al hogar conectado. 4. Avances de la última década (2011‑2021) Año Hito Relevancia 2017 AlphaGo vence a Lee Sedol en Go Demuestra que el aprendizaje profundo puede superar al ser humano en tareas de enorme complejidad estratégica. 2021‑2022 Democratización de la IA generativa Herramientas como ChatGPT y DALL·E abren el acceso masivo a modelos capaces de generar texto e imágenes de alta calidad. 5. Situación actual y perspectivas La IA está cada vez más integrada en nuestra vida diaria: desde los algoritmos de recomendación hasta los asistentes de voz y los sistemas de generación de contenido. Se prevé que continúe evolucionando y transformando sectores como la salud, la educación y la industria creativa. Conclusión La semilla que Alan Turing plantó en 1950 ha dado lugar a un campo vibrante y en constante expansión. Mirar al pasado nos ayuda a comprender el rápido progreso actual y a anticipar un futuro en el que la inteligencia artificial desempeñará un papel aún más central en la sociedad.

Brazil Where Is It? Brazil is the biggest country in South America. It covers almost half of the continent. Other countries border it to the north, south, and west. The Atlantic Ocean is to the east. The capital city of Brazil is Brasília. Brasília became the capital in 1960. The city was built to be the capital. It was built in only a few years. People. More than 200 million people live in Brazil. Most people in Brazil speak Portuguese. Most people in Brazil live in cities. Many of these cities are on the coast. Some people live in the country. Land. Brazil has many different kinds of land. It has beaches and tall mountains. It also has flat land covered with water. Brazil is home to the Amazon rainforest. It covers almost half of Brazil. It is the biggest rainforest in the world. The Amazon River runs through the rainforest. It is one of the longest rivers in the world. Celebrations. People in Brazil celebrate Carnaval. The holiday happens during Brazil's summer. It goes on for four days. People dress up and walk in big parades. People play many different kinds of music. The party is one of the biggest in the world. Animals. Many animals live in the Amazon rainforest. Parrots live there. They have colorful feathers. Colorful frogs live there, too. They live on the ground and in the trees. Many ants live in the rainforest. Fire ants and leaf-cutter ants live there. Many spiders live in the rainforest, too. The biggest spider in the world lives there. Conclusion. Brazil is an exciting country. It has big cities. It has forests filled with many animals. What do you like most about Brazil? Brazil. Population: 202,656,788. Land: 8,458,417 sq km (3,265,813 sq. mi.) Capital City: Brasília. Primary Language: Portuguese. Currency: Real.

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