Irregular verbs: "FIGHT" - "GO" - E Class

Cindy: I really like your pajamas. Anna: They are my favorite tiger pajamas. Cindy: I will put on my monkey pajamas. Anna: Cool! Cindy: Let's have a pillow fight! Anna: Let's jump on the bed. Cindy: Are you tired? Anna: Yes, it's time to go to sleep.

Oliver Twist begins in a workhouse in 1830s England, in an unnamed village, where a young woman, revealed to be Oliver's mother, gives birth to her son and promptly dies. The boy, lucky to survive, is raised until the age of nine in a "farm" for young orphaned children, and then is sent to the local workhouse again, where he labors for a time, until his innocent request for more food so angers the house's board and beadle, Mr. Bumble, that the workhouse attempts to foist Oliver off as an apprentice to some worker in the villager. Oliver is eventually given over to a coffin-maker named Sowerberry. Oliver works as a "mute" mourner for Sowerberry, and must sleep at night among the coffins. After a fight with Noah, another of Sowerberry's apprentices, over Oliver's unwed mother (whom Noah insults), Oliver runs away to London, to make his fortune. Near London, Oliver meets a well-dressed young boy who introduces himself as the Artful Dodger, a thief under the employ of a local crime boss named Fagin. The Dodger takes Oliver to Fagin, who promises to help Oliver but really holds him hostage, and forces him to go on a thieving mission with the Dodger and Bates, another young criminal. Bates and Dodger try to steal the handkerchief of an old man, who notices Oliver (an innocent onlooker), and believes him to be the thief. Oliver is caught and hauled to jail, only to be released into the old man Brownlow's company after Brownlow sees that Oliver had nothing to do with the crime. Brownlow nurses Oliver for a time and vows to educate him properly. But after sending Oliver out to return some books and money to a bookseller, Brownlow is shocked to find that Oliver does not return—Oliver has been picked up by Nancy, an associate of Fagin's, and taken back to the criminal gang.

When this lady died I descended like real estate in fee simple to her son Benjamin Stiles, Esq[uire]. About four years after her death, her two sons, Benjamin and David, were drafted to fight in the revolution. I also entered the banners of freedom. Alas! Poor African Slave, to liberate freemen, my tyrants. I had contemplated going to Barbados to avenge myself and my country… I went into Capt. [Samuel] Granger’s company, from hence I was drafted into Capt. [Samuel] Barker’s company of light infantry… ...I suddenly discovered a man riding up to me not more than eight rods distant on full speed with a pistol in his hand and ordered me to lay down my arms [weapons]... He said I must surrender to him who demanded me in the name of the King his majesty of Great Britain. I then plainly told him that neither him or his King’s majesty would get my arms unless he took them by force. He immediately cocked his pistol and fired. I fell flat upon the ground in order to dodge his ball… ...Finally, I was in the battles at Cambridge, White Plains, Monmouth, Princeton, Newark, Frog’s Point, Horseneck where I had a ball pass through my knapsack. All which battles the reader can obtain a more perfect account of in history than I can give. At last we returned to West Point and were discharged [1783], as the war was over. Thus was I, a slave for five years fighting for liberty. ...After we were disbanded, I returned to my old master at Woodbury [Connecticut], with whom I lived one year, my services in the American war having emancipated me from further slavery and from being bartered or sold. My master consented that I might go where I pleased and seek my fortune. Hearing flattering accounts of the new state of Vermont, I left Woodbury and travelled as far as the town of Lenox in Massachusetts, where for the first time I made a bargain as a freeman for labor. I let [hired] myself to a Mr. Elisha Orsborn for one month at the price of five dollars. When I had fulfilled this contract, I travelled to the town of Poltney in Vermont. There again I let myself to a Mr. Abiel Parker for the sum of thirteen pounds ten shillings, for six months. Here I enjoyed the pleasures of a freeman; my food was sweet, my labor pleasure: and one bright gleam of life seemed to shine upon me.

Dr. King's Memorial Introduction. A memorial in Washington, D.С., honors Dr. Martin Luther King Jr. The memorial has a large sculpture of Dr. King and famous words that he said. Who was Dr. King, and why do we remember him? Dr. King was a great leader. He wanted equal rights for all people, no matter their race, or color. The South. Dr. King grew up in Georgia, a state in the South, in the 1930s. Racism was common in the South, and many laws were unfair to black people. The laws kept black people and white people separate from each other. Black children had to go to different schools from white children. Black people had to use different drinking fountains from white people. Laws said black people had to sit at the backs of city buses. The front seats were only for white people. Black people also rode in different railroad cars than white people. Black people weren't allowed to use the same restrooms as white people. Dr. King's Work. Dr. King wanted the unfair laws to change. He wanted the laws to treat people of all races equally. He talked to many people about how to change the laws. Dr. King wanted to use peaceful ways to make changes. He said there was already too much hate in the world to use violence. Dr. King and his followers marched with many people as a peaceful way to fight racism. They hoped to get the unfair laws changed. They also protested racism by peacefully refusing to follow the unfair laws. For example, they held sit-ins. They sat at counters where only white people were allowed to sit. Refusing to move, some people were arrested by the police, including Dr. King. New Laws. Dr. King and his followers worked hard for years. Finally, in 1964, the government changed the unfair laws. The new laws are much fairer. It is now against the law to treat people differently because of their race. Black children and white children can go to the same schools. Everyone can sit where they want on buses and trains, and in restaurants. The same water fountains and restrooms can be used by every race. Dr. King's Dream. Dr. King wanted all people to be free under the law. He wanted laws that were fair to everyone. Hе dreamed that people of every color would get along. When we visit his memorial, we remember Dr. King and his dream of fair laws and free people. We carry on the work that Dr. King began.

Jackie Robinson Introduction. African Americans play a big part in professional sports today. For many years, however, black athletes weren't allowed to play with white athletes. Jackie Robinson helped change all that. The Early Years. Jack Roosevelt Robinson was born into a poor Georgia family in 1919. In college, he was a star on his school's football, track, basketball, and baseball teams. His family had little money, however. He left college in 1941 to help support his family and did not finish. Taking a Stand. In December 1941, the United States entered a war. Like many young men, Robinson had to serve in the war. One day, he and a group of soldiers got on an army bus. Robinson poses in his U.S. Army uniform. The bus was segregated. White soldiers sat in the front and black soldiers in the back. Yet Robinson knew he was as good a soldier as the white men. He would not move to the back when he was told to. Robinson was arrested, but he had only stood up for what was right. He was let go. You're Hired! After his time in the army, Robinson played baseball. In 1945, however, baseball was segregated, too. White and black athletes played in separate leagues. Robinson felt that there should not be separate baseball leagues based on skin color. So did Branch Rickey, the man who ran the Brooklyn Dodgers. Rickey wanted the Dodgers to be the first white team to include a black player. Rickey knew that this player would not only have to be a great athlete. He would also have to face prejudice because he was African American. Rickey hired Robinson. He had one condition, though. Robinson could only fight prejudice one way-by playing great baseball. Number 42 Takes the Field Wearing number 42, Robinson took the field on April 15, 1947. A crowd of twenty-six thousand people watched as he walked to the plate. Insults rang out from the other team's dugout, but Robinson just played ball. Equal rights won that day. So did the Dodgers. As for Robinson, he went on to have a great career. In 1962, he became the first African American to get into the Baseball Hall of Fame. Beyond Baseball. After Robinson stopped playing baseball in 1957, he went into business. He also continued to work for equal rights for all people. He died in 1972. Today in the United States, more people of color play in the world of sports than ever before. We all have Number 42 to thank for that.

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

110.31.b.17.C

Topic: Reading/Vocabulary Development

Related quizzes

Related quizzes