Define “deep structure” and name the four reasons that family, community, and religion have held prominent sway over the actions of all cultures. Write one or more sentences explaining each of the four reasons.

In "Raisins in the Sun," discuss mama’s and ruth character by including quotes from the play.

Goldman Sachs was one of the investment banks involved in the 2008 financial crisis. It sold mortgage backed securities, called collateral debt obligations (CDOs) to thousands of investors. Its employees reaped lucrative commissions selling CDOs.
Four years after the crisis, Greg Smith, head of Goldman Sachs’ U.S. equity derivatives business in Europe, Africa and the Middle East, resigned. He wrote an opinion piece, published in the New York Times on March 14, 2012, about his resignation after 12 years with the bank.
He wrote about an appalling deterioration in the firm’s organizational culture. Formerly, it had centred on “teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our client’s trust for 143 years.”

How could the Goldman Sachs culture be changed? (200 words)
Smith found the modern culture destructive and toxic. He blamed senior managers for shifting away from worrying about what was best for the clients, into focusing on what was the most profitable for the firm. “Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murder) you will be promoted into a position of influence. … It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as ‘Muppets’, sometimes over internal email.”

He said that, currently, there were three quick ways to become successful at Goldman.
1.Persuade clients to buy investments that Goldman was trying to get rid of because theywere unprofitable.
2.Persuade clients to buy products that that were profitable for Goldman to sell, rather thanproducts that best suited the needs of the client.
3.Sell illiquid or opaque products, especially those with three-letter acronyms, that aredifficult to understand and may not be aligned with the client’s goals.
He concluded his op-ed with a plea for the board of directors to refocus the firm’s culture back to what it was when he first joined Goldman Sachs, twelve years ago.

How could the Goldman Sachs culture be changed? (200 words)

Goldman Sachs was one of the investment banks involved in the 2008 financial crisis. It sold mortgage backed securities, called collateral debt obligations (CDOs) to thousands of investors. Its employees reaped lucrative commissions selling CDOs.
Four years after the crisis, Greg Smith, head of Goldman Sachs’ U.S. equity derivatives business in Europe, Africa and the Middle East, resigned. He wrote an opinion piece, published in the New York Times on March 14, 2012, about his resignation after 12 years with the bank.
He wrote about an appalling deterioration in the firm’s organizational culture. Formerly, it had centred on “teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our client’s trust for 143 years.”
Smith found the modern culture destructive and toxic. He blamed senior managers for shifting away from worrying about what was best for the clients, into focusing on what was the most profitable for the firm. “Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murder) you will be promoted into a position of influence. … It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as ‘Muppets’, sometimes over internal email.”

He said that, currently, there were three quick ways to become successful at Goldman.
1.Persuade clients to buy investments that Goldman was trying to get rid of because theywere unprofitable.
2.Persuade clients to buy products that that were profitable for Goldman to sell, rather thanproducts that best suited the needs of the client.
3.Sell illiquid or opaque products, especially those with three-letter acronyms, that aredifficult to understand and may not be aligned with the client’s goals.
He concluded his op-ed with a plea for the board of directors to refocus the firm’s culture back to what it was when he first joined Goldman Sachs, twelve years ago.

What is ethical leadership? (200 words)

facts vs. interpretations, hooks, commemoration, and historical significance

write something

Describe three ways that social diversity offers opportunities and challenges to those who seek leadership roles. Describe in 300 words

what are some tools/strategies I can use to find out about the interests and ability levels of students? How could I use this information to meet individual needs?

important rules and regulation of gymnasium usage (180-200) words

Name some of the discriminative and motivational functions of antecedent stimuli. What are some real life examples?

Discuss mental health issues for Early & Middle Adulthood:

- Discuss what makes this group unique when it comes to mental health (e.g., transitional issues).

- Identify risk and protective factors

- Common mental health disorders, and community interventions.

Use at least three journal articles to support your statements (cite and reference - - APA style). Write approximately three paragraphs (about five sentences per paragraph).

Step 1: Read the Mini-Case Below

Control is one of the most controversial aspects of management. Exercising too much control can foster employee resentment and bureaucratic delays. Exercising too little control can raise employee stress and breed organizational chaos. And not only must managers work to achieve a healthy level of control but they must also strive to set controls around the right targets. The control process is about more than charts and feedback loops—it is about focusing personal and organizational efforts toward desired outcomes. This exercise will allow you an opportunity to try your hand at developing a control system that is tailored to a particular company and type of work.

Scenario: Razor’s Edge (RE) is a young and growing company that serves the needs of those who engage in extreme sports, adventure/exploration, and guiding services. Some examples of RE’s core market include expert/professional mountain climbers, white-water rafting guides, and polar explorers. The founders of RE are the husband and wife team of Dan and Alice Connors, world-famous mountain climbers and explorers. Dan and Alice have both reached the summit of Mount Everest and each is well respected in the rather small and close-knit community of adventurers and explorers. RE is an eclectic company of employees who, like Dan and Alice, share a passion for adventure and extreme sports. The company not only designs and sells its own lines of specialized products such as mountain-climbing shoes and ropes but also develops software designed to support expedition planning, communication and navigation, and simulation and scenario response (i.e., training tools for guides and newer expedition members).

For the first five years of its development, RE did not worry too much about organizational policies or controls. Employees were encouraged to climb, trek, and guide, and attendance issues were addressed on a case-by-case basis. Although officially all employees were given two weeks of paid vacation, many employees were allowed to take up to two months off at half-pay so that they could complete an expedition. Sick days were jokingly referred to as “mountain flu” days, and it was not unusual for the small company to be thinly staffed on Mondays and Fridays. But in the past three years, RE has grown from 25 employees to 85. The company is too big, and the jobs too diverse, for Dan and Alice to deal with each employee request for “expedition time” away from work. And the “mountain flu” has occasionally weakened the company’s response to customers.

Dan and Alice have also become victims of their own success as they attracted other climbers to join their company—most climbers want time off in the peak climbing seasons. But this also happens to be a peak time for RE orders and service requests. The company has organized all employees into teams and announced a contest. Each team should come up with an approach for controlling staffing levels to meet or exceed customer expectations for responsiveness, while at the same time preserving RE’s tradition as a company of active adventurers and explorers. The company has announced that each member of the employee team that develops the winning solution will receive $2,500 worth of RE gear of their choice.

Step 2: Determine staffing levels. You are a team of workers at RE. Design an approach to controlling daily staffing levels so that RE is able to meet or exceed customer expectations for responsiveness without sacrificing its own identity as a company of adventurers and explorers. Keep in mind that RE is somewhat unusual in that even its accounting staff members (five full-time employees) are experienced adventurers and explorers and are expected to answer customer questions and handle their service needs.

You should consider the following elements:

• Paid vacation
• Expedition time
• Sick days and “mountain flu” (Monday/Friday absences)
• Dealing with peak times, and/or most desirable times for vacation or expedition
• Knowing whether customers are pleased with RE’s responsiveness to their needs

Step 3: Initial Post. 250+ Words: Submit a proposal to management that highlights key controls to the the company leadership team.  Your proposal should include examples of all three types of controls (feedforward, concurrent, feedback) that could be applied to RE.  When you propose a control make sure in your post to identify it as a feedforward, concurrent, or feedback control.  You should review these three types of control in Chapter 16 prior to completing this discussion.

In Ancient Rome vs. Ancient Greece. Please choose one aspect of their respective art and describe how they differ from one another in style. What does this say about each of the societies?

1. The “fight or flight” response is common to all ___________.

Amphibians

Omnivores

Mammals

Carnivores

2. During “fight or flight” the body is tense, alert, and ________________.

Ready for action

Ready for sleep

Ready for food

Ready for comfort

3. What is the common response to stress?

fight-or-flight

calm reflection

feeling tired or sleepy

low levels of alertness

4. What are the two components of the “fight or flight” response?

Mental and emotional

Psychological and physiological

Mammal and non mammal

Stressor and non stressor

5. When an individual perceives a situation as fearful, threatening, or dangerous, they are experiencing the ___________ component of the “fight or flight” response?

Stress

Survival

Physiological

Psychological

6. Stress that is an immediate response to a particular situation and usually comes and goes quickly is referred to as ___________?

Acute

Chronic

Eustress

Distress

7. Stress that is caused by a continuing string of stressful incidences or an ongoing situation is referred to as _____________?

Acute

Chronic

Eustress

Distress

8. Cardiovascular disease, muscle pain, and intestinal problems are all examples of problems associated with what?

Acute stress

Chronic stress

“Fight or Flight”

Distress

9. Which of the following is an example of a physiological response to a “fight or flight” situation?

Increased heart rate and blood pressure

Asthmatic symptoms

Stomach and intestinal problems

Cardiovascular disease

10. What is perceived as a stressor for one person, ___________________.

Is generally universal among all humans

Is generally universal among all mammals

Might not be perceived as such by another person

Is usually never perceived as such by another person