Robert’s new hybrid car has a gas tank that holds 12 gallons of gas. When the tank is full, he can drive 420 miles. Assume that his car uses gas at a steady rate. Is the relationship between the number of gallons of gas used and the number of miles that can be driven proportional?

Yes, because the amount of gas used changes at a constant rate and the car uses no gas when he is not driving.

Yes, because the graph is a straight line.

No, because the car accelerates too slowly.

Yes, because it passes through the origin.

Where is the independent variable always graphed?

The independent variable is always graphed on the x-axis.

The independent variable is always graphed on the vertical axis.

The independent variable is always graphed on the origin.

The independent variable is always graphed on the y-axis.

In the equation y = ax, the variable "a" represents:

the constant of proportionality

Hybrid Car | Quizalize

1. What is the name of the three-legged shark wearing Nike sneakers? A) Bombardino Crocodilo B) Tralalero Tralala C) Sahur Sharko D) Boneca Ambalabu [Answer: B] 2. Which character has a crocodile head and the body of a bomber plane? A) Tralalero Tralala B) Sahur Sahur C) Bombardino Crocodilo D) Cappuccina Bomberina [Answer: C] 3. What phrase is often repeated in videos featuring Tralalero Tralala? A) “Tung tung tung sahur!” B) “Tralalero tralala!” C) “Boom boom bomba!” D) “Larila lirili!” [Answer: B] 4. Who created the character Tung Tung Tung Sahur? A) @italianobrain B) @bomberfrog C) @noxaasht D) @sahur_vibes [Answer: C] 5. What does “Tung Tung Tung Sahur” refer to? A) A traditional Italian chant B) Indonesian suhur drum-beating C) A type of military code D) Frog mating sounds [Answer: B] 6. What is Boneca Ambalabu’s body made of? A) A cactus and flip-flops B) A traffic cone and pizza C) A tree frog and car tire D) A jellyfish and megaphone [Answer: C] 7. Which character is a cactus-elephant hybrid wearing sandals? A) Lirili Larila B) Ballerina Cappuccina C) Boneca Ambalabu D) Crocoelephanto [Answer: A] 8. What object is used as the head of Ballerina Cappuccina? A) A shoe B) A clock C) A cappuccino mug D) A music box [Answer: C] 9. How is the voiceover for Lirili Larila typically described? A) Robotic and glitchy B) Deep and demonic C) Poetic and chant-like D) Sarcastic and fast [Answer: C] 10. Which two characters have been accused of being Islamophobic? A) Lirili Larila and Cappuccina B) Boneca Ambalabu and Sahur C) Tralalero Tralala and Bombardino Crocodilo D) Sahur and Crocodilo [Answer: C] 11. What controversy surrounds Bombardino Crocodilo? A) It mocks Christianity B) It jokes about bombings in Gaza C) It promotes military propaganda D) It insults Italian cuisine [Answer: B] 12. How have some Italian users responded to blasphemy accusations? A) By apologizing B) By deleting the content C) By denying the claims D) By brushing it off as general blasphemy [Answer: D] 13. What term best describes the genre featuring these absurd characters? A) MemeCore B) AI Junk C) Italian Brainrot D) Surreal Punk [Answer: C] 14. Which character’s name contains an onomatopoeia? A) Bombardino Crocodilo B) Lirili Larila C) Tung Tung Tung Sahur D) Tralalero Tralala [Answer: C] 15. Where did most Italian Brainrot characters and memes gain popularity? A) YouTube B) Reddit C) Instagram D) TikTok [Answer: D]

Make a multiple choice test with the follwo1. Causation 13. Abetting 25. Restitution 2. Direct Evidence 14. Private Law 26. Writ of Summons 3. Automatism 15. Prejudice 27. Actus Reus 4. Self-Defense 16. Contributory Negligence 28. Net Family Property 5. Reasonable Limits Clause 17. Duress 29. Poisoned Environment 6. Standard of Care 18. Circumstantial Evidence 30. Mediation 7. Habeus Corpus 19.. Public Law 31. Act 8. Oakes Test 20. Accessory After the Fact 32. Prima Facie 9. Pecuniary 21. Hybrid Offence 33. Opinion Evidence 10. Mens Rea 22. Aiding 34. Indictable Offence 11. Marriage Breakdown 23. Manslaughter 35.Unintentional Discrimination 12. Crown 24. Empanellinging terms:

Ideas for more sustainable cities In 2020. over 56% of the world s population lived in urbon arcos. Cities are becoming more and more popular. But why isn't rural life as attractive as city life? The main reasons include work. lifestyle education and Sea th in cities there ore more fun things to see and do, like art galleries, concert hails and sports stadiums, There are a so better hospitals, transport na anueners However, as cities become more overcrowded, they get more polluted. For this reason, urban residents want to make their cities more sustainable. But how? Here are five ways: 1 New York's Central Pork is an island of green in a forest of skyscrapers. City parks like these provide people with a peaceful ploce to connect with nature. and o quiet area for exercise. 2 The moming and evering tush hours lare the busest times in the city. When people commute* to and from work or school, they need frequent, fast public transport, like trams and underground troins. Transport should also be as cheap as possible - and accessible to those with less mobility, like older people or wheelchair users. 3 Cities need pleasant places for people to meet and so shopping. So they should have more pedestr on zones, like in Copenhagen, Denmark, Copenhagen has the world's longest pedestrion street. It's almost 3.2 km long! Pedeston aones encourage ' people to go shopping on foot, instead of driving to shopping malls. 4 1 kes are often the quickest and most susta nable. way to get around, but mony city streets are frenetic and dangerous. Sa susto nable cities have cycle paths, as well as public bikes ond e scooters. They alto have hybrid buses and lots of car charging points. 55 Cities need to encourage residents to care about the environment, with fun ecological exhibitions" and events. The Supertree Gardens in Singapore are amazing, ver fal botanic gardens. They are 50 metres high and the /se solor energy. Eco-festivols - lIke Terroformo in Milan, Italy, and the Secret Solstice in Reykjavik, Iceland - use solar and geothermol energy. They're some of the most sustoinable festiois in the wortd

THE STRATEGIC PLAN OF RICHARD BLAND COLLEGE OF WILLIAM & MARY 2020-2025 “The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew.” – Abraham Lincoln What is the role of a selective, two-year, residential, liberal arts transfer institution within the higher education landscape of the Commonwealth of Virginia? This is a key question that must be answered to ensure the success of Richard Bland College (RBC) and the constituency that the College serves. The 2020 RBC strategic plan’s primary objective is to answer that very question so that the College, the community and the Commonwealth can engage successfully within this identity and purpose to the benefit of all. RBC has long been identified as the hidden gem of higher education in Virginia. The hidden adjective is based both on its relative obscurity—few are aware of RBC outside the Tri-Cities region—and its rural setting featuring 750+ acres of wetlands, bucolic forest, and the state’s oldest and largest pecan grove. Additionally, on average, a student of Richard Bland College travels a mere 36 miles to campus. This keeps the knowledge of RBC in a tightly focused radius. The gem moniker refers both to the College’s reputation for excellence and the undeniable sensation that the campus often elicits in its students, visitors, faculty and staff, the feeling of a warm and palpable embrace of care, compassion and support. That sensation is where we start. According the State Council of Higher Education for Virginia (SCHEV), 99% of the 11.5 million new jobs created since the great recession require workers to have more than a high-school education. Students with a bachelor’s degree have an earning potential almost double that of people with only a high school education, and yet only 17% of residents in the Petersburg area have a bachelor’s degree, 15% below the national average. The obstacles in the way of education have been exhaustively researched and include financial challenges, academic under-preparedness, low self-esteem, slow college assimilation and immature levels of self-efficacy. To combat this growing problem, Richard Bland College initiated a pilot program to determine the viability of a data-driven approach to improve retention and graduation rates. The program ultimately effected a cultural, organizational and operational shift at RBC, resulting in a personalized model of student support, the Exceptional Student Experience (ESE@RBC). Originally many of the practices that RBC used as the basis of ESE@RBC were adapted from the four key principles found in the American Association of Community Colleges (AACC) Pathways Project: 1) map pathways to student end goals; 2) help students choose and enter a program pathway; 3) keep students on path; and 4) ensure that students are learning. Unfortunately, limited resources made it necessary to skip some primary elements of guided pathways and instead to focus on a specific, high-priority project that was immediately available for implementation, dedicated student support. This strategic framework reimagines the way that RBC serves students, faculty and staff within the context of our existing culture, the principles of guided pathways and a hybrid work-college experience. Rather than thinking of a two-year college as a pipeline to a four-year university, this vision describes a more expansive menu of well-defined pathways to high-demand fields, all radiating from a curriculum constructed around the development of soft skills that define the liberal arts experience: critical thinking, written communication, analytical reasoning, civic engagement and oral communication. Furthermore, the impact of meaningful work is a resonating theme, providing avenues to participate in career-focused internships and jobs that develop important life & work skills, confidence, and character. Richard Bland has tested its entrepreneurial mettle and its capacity for transformation in recent years. The College was among a select few Competency-Based Education sites established by the U.S. Department of Education. We were ahead of the curve using predictive analytics to improve student retention and success rates, and online enrollment now makes up nearly 20 percent of course offerings. It may be counter-intuitive, but these and other deep-level institutional changes still to come will ensure that Richard Bland College remains true to its original mission. We prepare our students for a lifetime of endless potential.

Există trei tipuri principale ale mediului de cupru utilizat în rețelistică: • Unshielded Twisted-Pair (UTP) - Torsadat neecranat • Shielded Twisted-Pair (STP) - Torsadat Ecranat • Coaxial Aceste cabluri coaxiale sunt utilizate pentru a interconecta nodurile într-un LAN sau echipamentele de infrastructură precum switchuri, routere și puncte de acces wireless. Fiecare tip de conexiune și echipamentele însoțitoare au cerințe de cablare stipulate de standardele layer-ului fizic. Standardele layer-ului fizic specifică utilizarea diferiților conectori. Aceste standarde specifică dimensiunile mecanice ale conectorilor și proprietățile electrice acceptabile pentru fiecare tip. Mediile de rețea folosesc mufe modulare pentru a asigura o conectare și deconectare facilă. De asemenea, poate fi utilizat un singur tip de conector fizic pentru mai multe tipuri de conexiuni. De exemplu, conectorul RJ-45 este utilizat în întreaga lume în LAN-uri cu un tip de mediu și în unele WAN-uri cu un alt tip de mediu. Cablu Torsadat Neecranat Cablarea UTP este mediul cel mai utilizat din rețelistică. Cablarea UTP, terminată cu conectorii RJ-45 este utilizată pentru interconectarea hosturilor din rețea cu echipamente de rețelistică intermediare, precum switchuri și routere. În LAN-uri, cablul UTP constă în patru perechi de fire codate cu culori care au fost înfășurate împreună iar apoi puse într-un înveliș flexibil de plastic care protejează împotriva deteriorărilor fizice minore. Înfășurarea firelor ajută la protecția împotriva interferenței semnalului de la celelalte fire. Așa cum se vede în figură, codurile de culoare identifică perechile individuale și firele din perechi și ajută la terminarea cablului. Cablu Torsadat Ecranat (STP) Acestea asigură o protecție mai bună împotriva zgomotului decât cablarea UTP. În orice caz, comparat cu cablul UTP,cablul STP este mult mai scump și mai dificil de instalat. Ca și cablul UTP, STP folosește un conector RJ-45. Cablul STP combină tehnicile de protecție pentru a contracara EMI și RFI și torsadarea cablurilor pentru a contracara crosstalk-ul. Pentru a beneficia în totalitate de protecție, cablurile STP sunt mufate cu conectori de date STP speciali. În cazul în care cablul nu este împământat corect, ecranarea va acționa ca o antenă și va recepționa semnale nedorite. Există mai multe tipuri diferite de cabluri STP cu caracteristici diferite. În orice caz, există două tipuri de STP: • Cablul STP protejează întregul pachet de fire cu folie, eliminând toată interferența într-o manieră virtuală (cea mai obișnuită). • Cablul STP protejează întregul pachet de fire cu folie, dar și firele individuale cu folie, eliminând toată interferența. Cablul STP arătat folosește patru perechi de fire, fiecare împachetată într-o folie, care este apoi împachetată într-o altă folie metalică. Pentru mulți ani, STP a fost structura de cablare specificată pentru utilizarea în instalațiile de rețea Token Ring. Având în vedere declinul observat pentru Token Ring, cererea pentru cablarea torsadată ecranată a scăzut. În orice caz, noul standard GB pentru Ethernet are o clauză pentru utilizarea cablării STP care furnizează un interes reînnoit pentru cablarea torsadată ecranată. Cablu coaxial Cablul coaxial (coax) își are numele din faptul că are doi conductori care împart aceeași axă. Așa cum se arată în figură, cablul coaxial constă în: • Un conductor din cupru utilizat pentru a transmite semnale electronice. • Conductorul din cupru este înconjurat de un layer din izolație din material plastic. • Materialul de izolare este înconjurat cu o împletitură din cupru sau folie metalică ce se comportă ca un al doilea fir în circuit și ca un scut pentru conductorul intern. Acest layer secundar sau scut reduce și cantitatea de interferență electromagnetică exterioară. • Întregul cablu este acoperit de un înveliș pentru a îl proteja împotriva deteriorărilor fizice minore. Notă:Există tipuri diferite de conectori utilizate cu cablul coaxial. Cablul coaxial a fost utilizat de obicei în televiziunea prin cablu capabilă să transmită într-o singură direcție. A fost utilizată intens și în instalările Ethernet. Deși cablul UTP a înlocuit cablul coaxial în instalările moderne de Ethernet, design-ul cablului coaxial a fost adaptat pentru utilizarea la: • Instalări wirelessCablurile coaxiale atașează antene la echipamentele wireless. Cablul coaxial transportă energia frecvenței radio (RF) între antene și echipamentul radio. • Instalări ale Internetului prin cabluFurnizorii de servicii prin cablu își transformă sistemele unidirecționale în sisteme bidirecționale pentru a asigura conectivitatea la Internet pentru clienții lor. Pentru a asigura aceste servicii, sunt înlocuite porțiuni din cablul coaxial și elementele ce suportă amplificarea cu cabluri din fibră optică. În orice caz, conexiunea finală de la locația clientului și cablarea din interior este tot coaxială. Această utilizare combinată de fibră și cablu coaxial este denumit HFC (hybrid fiber coax).

Agriculture Agriculture is the main source of livelihood in every country in the region except Brunei and Singapore. Agricultural employment, however, has been declining. More than two-thirds of the workforces of Cambodia and Laos practice agriculture. As the economies of the ASEAN countries have been restructured toward growth in industry and services, there has been a corresponding decline in the proportion of the gross domestic product (GDP) derived from agriculture, most significantly in Indonesia, Malaysia, and Thailand. Agricultural output in Southeast Asia has increased significantly since 1970. There are wide variations in this growth across the region, with the greatest gains in Malaysia and Thailand and little or no increase in Cambodia, Laos, and Vietnam. Hunger and malnutrition are problems in pockets of even the most developed countries, but they have been especially serious in Cambodia because of crop failures and internal strife. The condition of the rural population everywhere is clearly related to limited access to land, the landless experiencing greater poverty and poorer health. Landlessness is perhaps most serious in the Philippines. The dominant form of agriculture in the region is wet-rice cultivation. Where conditions permit, two crops typically are planted each year. Other food crops such as corn (maize), cassava, and pulses (legumes) frequently are grown in drier areas where there is too little water for a second planting of rice. Rice production requires a reliable water supply. Thailand and the Philippines rely heavily on rain-fed systems, while Indonesia utilizes irrigation to a large extent. Irrigation or some other form of water control is especially critical in the cultivation of the high-yielding varieties (HYVs) of rice that have been introduced since the 1960s. The spread of the so-called Green Revolution—in which HYVs and chemical fertilizers and pesticides are utilized—has brought mixed results. There is little doubt that production has increased because of the higher yields of these hybrid strains and because their more rapid maturation increases the possibility of multiple annual crops. Frequently, however, poorer farmers are not able to take advantage of these strains, because of the high cost of their use. The goal of rice self-sufficiency has been difficult to achieve for most countries. A large variety of cash crops are grown for the local and export markets, both on large commercial estates and by individual growers or smallholders. Tree crops are the most important in terms of value, although the area devoted to them is limited largely to equatorial areas. Rubber and palm oil are significant in Malaysia, Indonesia, and southern Thailand, while coconuts and sugar are important in the Philippines. Other major export crops are cacao, coffee, and spices, while crops grown largely for local and regional consumption include chilies, sweet potatoes, peanuts (groundnuts), and tobacco. The cultivation of opium poppies is important in parts of Myanmar and Thailand. The emphasis on rubber and palm oil production is in response to a considerable (though fluctuating) worldwide demand for these commodities and because of a nearly continuous harvest period that provides year-round employment. Foreign corporations once dominated production, but, as the region’s countries gained independence, much of the production was nationalized. Government ownership continues to predominate, with increasing private ownership. Fishing contributes only a token amount to the GDP of Southeast Asian countries, but it is an important livelihood in certain areas and supplies a significant portion of the local diet. Marine output has gradually expanded with new technologies. The maritime nations of Thailand, Indonesia, Malaysia, and the Philippines all have globally important fishing industries. Shrimp catches are especially in demand in the world economy. Aquaculture has become increasingly important in the region, such species as shrimp, carp, and grouper being raised in excavated ponds.

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

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