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Text Formatting in MS ExcelFormatting In-text CitationsAlign Panel: This panel allows you to align one or more objects the the artboard or other objects. Alignment: Formatting the appearance of text with the margins of the text box. Anchor Point Tool: Allows you to add or remove handles to create a curve on an anchor point. Anchor Points: A point on a path indicates a change of direction. Appearance Panel: This panel shows you the fill, strokes, graphic styles, and effects that have been applied to an object, group or layer and are able to modify theses from this panel directly. Area Type Tool: This occurs when using the type tool and you click and drag a text box, the text will automatically wrap inside the box. Blend Tool: This tool allows you to combine shapes/colors between two or more objects to create a new object between the original, blending the colors and shapes by inserting the middle steps to get from one object to the next. Blob Brush Tool: This tool is used to create free-form objects that can have a more hand-drawn feel. Brushes: Allows you to set the appearance/style of a path, can be applied to existing paths or used to create new paths. Clipping Masks: This command allows you to mask objects to a shape so that only areas that lie within the shape are visible, the mask and objects that are masked are called a clipping set. Closed Path: A path that has the same beginning and ending point. It forms a complete shape that can be filled with color or text. Create Outlines: This command converts text to closed paths and can be found in the Type Menu. Curvature Pen Tool: Allows you to simply create paths with curved anchor points. Curves: Can be applied to an anchor point using handles to create an arched line. Direct Select Tool: Allows you to select individual points of any path. Effects: These can be added to objects to create quick dynamic characteristics. Eraser Tool: This tool allows you to remove anchor points and cut through paths. Expand Objects: This allows you to divide a single object into multiple objects that make up its appearance. Eyedropper Tool: This tool allows you to sample the color or text from an existing part of the artwork. Global Swatches: This is a color swatches that will be automatically updated throughout your artwork when you change them, indicated with a white triangle in the corner of the swatch. Graphic Styles: A set of reusable appearance attributes that allow you to quickly change the look of an object. Grouping: This command allows you to link objects together so that they can be moved, scaled, rotator, or copy. Groups can be nested inside other groups. Hierarchy: To create visual order in design, controlling what the viewer looks at in order using size, color, contrast, etc… Image Trace: This command allows you to convert a raster image into a vector artwork. Isolation Mode: This mode allows you to adjust single objects/groups inside a group without ungrouping the group. Join Tool: This tool joins paths and anchor points together quickly. Kerning: This is the adjustment of the space between two individual letters. Knife Tool: This tool allows you to split an object into 2 pieces along a freehand path you draw. Leading: This is the adjustment of the space between lines of text. Live Corners: This widget appears when using the Direct Select tool and a corner is selected, when used this will create a rounded corner. Live Paint: This command allows you to quickly apply colors to objects in a complex design. Open Path: A path that does not end, not connected back to the original anchor point. Overflow Text: This occurs when the text box is too small to house all the text and is indicated by a small red plus sign in the bottom right corner of the text box. Paintbrush Tool: This tool is used to create free-form paths that can have a more hand-drawn feel. Paragraph Spacing: The space that occurs between lines of text. Pathfinder Panel: This panel allows you to create complex shapes by selecting 2 or more objects and using the buttons in the panel to cut, combine, or divide the objects. Paths: These are created when 2 or more points are connected, these are created using the pen tool. Pen Tool: It allows you to create and edit anchor points and paths. Pencil Tool: This tool is used to create free-form shapes or lines, the accuracy of the lines can be adjusted. Perspective Tool: This tool allows you to place elements on a perspective grid to adjust objects on a different perspective, automatically snapping to the perspective grid. Placeholder Text: Text that is placed in a text box that "holds a place" in a design to allow for creating a layout or adjust the text design. Point Type Tool: This occurs when when using the type tool and you click once, the text will continue without wrapping. Readability: The characteristics of fonts and styles that make test easy to identify and read. Scale, Shear, Distort Objects: This set of commands allows you to adjust the size and perspective of objects. Scissors Tool: This tool allows you to split a path into 2 pieces. Selection Tool: Allows you to select paths, objects or groups by click or dragging over them. Shape Builder Tool: This interactive tool allows you to create complex shapes by merging and erasing simpler objects. Shapes Tools: A group of tools to create basic shapes without using the pen tool (rectangle, ellipse, polygon, star, etc…). Smooth Tool: This tool will smooth a complex path and reduce the number of anchor points. Swatches: This is a saved color that can be applied in a design via the swatches panel and can be grouped, these can include gradients and patterns. Text Wrapping: This is when the text in a text box automatically wraps to the next line when it reaches the edge of the box. Threading Text: This is the ability to create 2 or more text boxes that are linked, when text is added/adjusted in one box, it will affect the other(s). Touch Type Tool: This tool allows you to adjust individual letter in a previously created text box. Tracking: This is the adjustment of the overall spacing between letters. Transform Objects: This allows you to change the size of objects. Type on a Path Tool: This tool allows you to add text along any previously created path. Type Tool: This tool allows you to create text in a design. View Modes: Ability to view projects and adjust the display on the screen. Modes include Outlines, Presentation, & Full Screen.New Dynamic Formatting with DAX Power | Text data Labels with dynamic icons in power BI visuals Billy gets lost. Billy is a puppy. He lives in a big house with a blue roof. He loves to play fetch with Emmy. Emmy throws the ball. Billy chases it. Then, Billy sees Cat. He drops the ball and chases Cat. Cat runs down the street, and Billy chases him. Emmy cries, “Come back, Billy.” Cat runs through a farm, and Billy chases him. Cat runs into the forest, and Billy chases him. Cat climbs up a tree. Billy turns to go home. He cannot see the big house with a blue roof.“ Oh, no, I am lost,” Billy says. Billy runs down a path. He sees Fox. “How can I get home?” he asks Fox. “I have never been out of the forest,” says Fox. “Ask Cow in the farmer’s field,” Fox says. Billy runs to the farmer’s field. Billy says to Cow, “I am lost. “Do you know the way to my house?” Billy asks. “I have never been off the farm,” says Cow. “Ask Owl,” Cow says. Billy goes to Owl in the barn. “Please wake up, Owl,” says Billy. “I need your help,” he says. “I am lost!” he cries. “Do you know a big house with a blue roof?” Billy asks. “Yes, I do,” Owl says. Owl flies, and Billy chases her. Then, Billy sees Emmy at the big house with a blue roof. “Thank you, Owl,” says Billy. Create an interactive "fill the gaps" quiz in seconds - complete with a 'Hall of Fame'! Instructions: 1. Edit the title of this quiz (above) to something appropriate. 2. COPY and PASTE your text into this box (TIP - plain text for best results, to avoid formatting glitches), and edit it as you wish. 3. DOUBLE-CLICK any word to turn it into a 'gap'. 4. To put the word back, simply double-click the gap again or drag the word from the top of the screen to the correct gap. 5. When you are finished, click 'save' to turn your work into an interactive quiz for your students - complete with a Leaderboard so you can see how quickly they finished! Note: When you save your work, you will provide a password which will allow you to edit the quiz again later. 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 methodsMicrosoft Word 2016_Formatting: Text, Styles, Borders/ShadingMS EXCEL FORMATTING TEXT