1. Identify five unique compensable factors. Provide one specific example for each compensable factor for insurance clerks.

Read the passage below and give a detailed answer about leadership and terminating employees.

If you don't believe in yourself and in your ideas, then it's difficult to imagine that anyone else would pay attention to you. Leadership has to start with you. Just like Dorothy in The Wizard of Oz, you can't look for someone behind the curtain to solve your problems. The very first voice of doubt is often the one inside of you, and unless you believe in yourself and can deal with that self-doubt, it is unlikely that you'll speak out, stand up, or step forward. Melissa Poe Hood, as a fourth grader in Nashville, Tennessee, became concerned about the environment, and decided to do something about it. She started a club in 1989 called Kids F.A.C.E. (Kids For A Clean Environment), which is today the world's largest youth environmental organization, with more than 300,000 individual members in 2,000 club chapters located in 15 countries. Looking back on that experience two decades later, Melissa noted that: “Change does not begin with someone else. Change begins in your own backyard, no matter your age or your size. I had no idea that one simple action could change my life so much. Most journeys start this way, with simple motivation and a choice to do something or not. You never know where one step will take you, and you never know where the next one will lead. The difference with being a leader is that you take the step; you take the journey. The greatest obstacle you will ever encounter is yourself.” Just as Melissa realized, you have to believe in yourself. You have to trust yourself. You have to have confidence in yourself. You have to be convinced deep down that you have as much capacity to lead as anyone else you know. You won't always be right, but you'll become an active learner and more proficient in the process. But it's not just what you tell yourself that can keep you from exercising leadership. All too often, what others tell you influences you to give up. In fact, one of the most adverse consequences of the talent myth is that, if interpreted rigidly, it inhibits people from attempting to become leaders. Told that leadership is limited to only a few with the special talent for leading, people can conclude that they can't learn it, and so they don't attempt it—or they give up once they find that it's not easy, or they blame it on the lack of talent. Don't let yourself become one of those people who doesn't try. Don't let anyone tell you that you can't lead. In a series of classic experiments, professors Albert Bandura and Robert Wood documented that self-efficacy—defined as an individual's belief in his or her capacity to produce specific actions—affects people's performance.5 One group of managers was told that decision making was a skill developed through practice: The more one worked at it, the more capable one became. Another group of managers was told that decision making reflected their basic intellectual aptitude—the higher their underlying cognitive capacities, the better their decision-making ability. Working with a simulated organization, both groups of managers dealt with a series of production orders requiring various staffing decisions and establishing different performance targets. Managers who believed that decision making was a skill that could be acquired set challenging goals for themselves—even in the face of difficult performance standards—used good problem-solving strategies, and fostered organizational productivity. Their counterparts, who didn't believe they had the necessary decision-making ability, lost confidence in themselves as they encountered difficulties. Over multiple trials, they lowered their aspirations for the organization, their problem solving deteriorated, and organizational productivity declined.6 Another important finding from these studies was that the managers who lost confidence in their own judgments dealt with this by finding fault with others. They were quite uncharitable about their employees, regarding them as not capable of being motivated and unworthy of much supervisory effort. If given the option, the managers reported that they would have fired many of these employees. In another related experiment, one group of managers was told that organizations and people are easily changeable, and another group was told that “work habits of employees are not that easily changeable, even by good guidance. Small changes do not necessarily improve overall outcomes.” Those managers with the belief that they could influence organizational outcomes by their actions maintained a higher level of performance over time than those who felt they could do little to change things. The latter group lost faith in their capabilities, and as their aspirations declined so did organizational performance levels.

Please indicate the customer journey of Virtual Reality. Point out specific and if have an image, please included

How are Harvey and Janis approaches to defective decision-making similar? How do they differ in relation to the factors described in the article?

compare and contrast the "Abilene Paradox" and "groupthink"

https://maryville.instructure.com/courses/43667/files/7259521/download?verifier=Pb9TtFtX08WK9OdT8D10rGqsXZIl2qJADzqJB2Un&wrap=1

Using a method of trend​ projection, the forecast for the next month​ (Jan) =

nothing

sales ​(round your response to two decimal​ places).

INSTRUCTIONS: A company has a centralized accounting system. Each individual department currently compiles its accounting paper transactions from its local accounting system. To eliminate the paper and increase efficiency, the Audit Manager of the company just asked you, IT auditor, to help him come up with a plan to implement an interface from each individual department’s accounting system to the centralized accounting system.

TASK: Prepare a memo to the Audit Manager naming and describing the most critical controls that you would recommend in this particular case. You are required to search beyond the chapter (i.e., IT literature and/or any other valid external source) to support your response. Include examples, as appropriate, to evidence your case point. Submit a word file with a cover page, responses to the task above, and a reference section at the end. The submitted file should be 5 pages long (double line spacing), including cover page and references. Be ready to present your work to the class.

I am a special education teacher at an elementary school and I teach special needs students. I need to write a SWOT analysis for a class I am in, I am writing on the subject of teachers need more training or professional development to be able to work with these students. I work with them every day but there are teachers that have problems with these students.I know what SWOT stands for but I have problems coming up with the strengths and weaknesses and possible opportunities. Professional development is a big issue where I work. Any help would be greatly appreciated.

What are some topics or fields of knowledge for which the testimony of an expert would prove particularly valuable and to which lay testimony would probably not be permitted?

Think of an organization with which you are familiar. This may be somewhere you have worked. How is decision-making authority distributed in the organization? For example: Organizations may either be centralized, decentralized, or a combination of both when it comes to who makes the decisions.

At the starting point of 20 time periods duration of a project, the total direct cost is 6,000 and total indirect cost is 2,000 with a total of 8,000. After crashing a critical activity that total drops to 7,940 at 19 time periods with total direct cost of $6040. The total cost drops again to 7,890 at 18 with total direct cost $6090, stays 7,890 at 17 but total direct cost becomes $6190, rises to 8,190 at 16 with total direct cost $6590. The total cost finally rises again to 8,490 at 15 with total direct cost at $6990. The project duration cannot be reduced further.

a) Show the project cost-duration graph.

b) In which time period (s) is the total cost minimum or optimal.

c) How can a cost-duration graph be used by the project manager?