Using the following case, describe how you would set up a program for young boy Jonathon who is watching too much T.V. and not getting his homework done, by using principles from operant conditioning (behavior modification). Be sure to include all of he tasks you would use before getting started. Determine the target behavior you would seek to change. include techniques that both increase and decrease the target behavior and those behaviors closely associated with the target behavior.
Jonathon is an eight-year-old boy. He is in the third grade and Bonneville Elementary School in Salt Lake County. He is the middle of three children. His older brother is age l l and his younger sister is age four. All three children live with their biological mother. Their parents divorced a year ago.
The children's father, Marquis, has a new partner and they live in an apartment approximately 15 miles from Jonathon, his mom, and his siblings. His mother is not seeing anyone at this time, so her evenings are spent at home with the children. She is, however, employed outside of the home and works as a clerk at a local convenience store.
Once a week, and every other weekend, the kids go to their father's house. Jonathon has begun complaining about being there as he reports it is not much fun because his father is "never there". He indicated that his dad's girlfriend isn't very friendly and that she orders Jonathon and siblings around all of the time.
Jonathon did well is school, until his parents began to have relationship problems. His mom especially noticed a change in his grades after his father moved out of the house, just over a year ago. Prior to that, he was earning A and B grades and seemed to enjoy his teachers and classmates.
He has been assessed and does not have any neurological problems or learning disorders. As the school social worker, you have been asked to help Jonathon by setting up a behavioral program that will improve his grades. Your assignment is to set up a program that addresses his study habits. He has been watching TV excessively, according to his mother, and he his neglecting to do his homework. As a result, he is getting D and F grades in his classes
In: Psychology
The Swatch Group and Cultural Uniqueness
Summary
This case explores the Swatch Group and the influence of Swatch on culture. Founded in 1983 by Nicolas Hayek, Swatch is now the world’s biggest watch maker. The company not only produces finished watches, it also produces jewelry, watch movements, and watch components. Indeed, Swatch Group supplies nearly everything used in the production of its 18 individual brands that includes icons like Omega and Harry Winston as well as more mainstream options like Tissot and Longines.
In addition to its own line of products, Swatch Group sells watch components to third-party watchmakers and produces parts used for sport event timing. Swatch employs about 37,000 people across 37 global subsidiaries. With some 40 percent of the company still under the control of the Hayek family, Swatch focuses on diversity and culture.
The Swatch Revolution combines Swiss excellence in watchmaking with quirky affordable plastic components. Swatch promotes its watches as a means of speaking without words. Wearers of Swatch watches are telling more than just time, they are telling the world something about themselves. Swatch even suggests that wearers share their individuality and preferences on Instagram by tagging #MySwatch.
Discussion Questions
1. With the Hayek family controlling nearly 40 percent of The Swatch Group, how do you think the family’s influence impacts the corporate culture in the company? What about the company’s international culture being impacted by the Hayek family?
2. Many of the Swatch brands have become cultural icons among a strong core following of customers in the global marketplace. Some even talk about the “Swatch Revolution” that began when Nicolas Hayek founded the company. Why do you think Swatch has such a strong cultural following?
3. As mentioned, Swatch wants you to create your own unique way of accessorizing through its Swatch watch. Is a watch a way to show who a person is culturally? Does a watch get embedded into a person’s culture? Can a watch create a cultural image?
In: Operations Management
In: Operations Management
Melanie, the director of a day-care facility, read an article in the morning paper about an E. coli outbreak at another day-care center across town. She was especially concerned to read that the outbreak was caused by one of the volunteer parents who had changed a soiled diaper and then helped make the afternoon snack for the children. Melanie and her staff are fully committed to the safety of the children in their care. She is determined to ensure that good personal hygiene is practiced not only by all the adult teachers and caretakers, but also by the children. In just two weeks she will be starting a new program for the children called "Kid's Kitchen." Children ages four and up will be able to help prepare the daily snack. She felt this was the ideal place to start her personal hygiene program. Melanie decided to observe the staff and the children in preparation for the new program. She noted that one staffer, after changing a soiled baby diaper, wiped the changing table with a paper towel. She then washed her hands. This staffer was also scheduled to help the children prepare the afternoon snack. In the restroom, Melanie observed that the children, often in a hurry to get back to playing, forgot to wash their hands after using the toilet unless reminded to do so. She also noticed that a few of the younger children had difficulty reaching the soap, although they could reach the sink. This situation was not helped by the fact that the soap in one of the soap dispensers was low, while the other dispenser was empty. Realizing that both staff and children come in contact with each other throughout the day, she implemented two different personal hygiene programs: one for teachers and caretakers and one for children. What things would you change or fix in this operation? What would you include when designing the personal hygiene programs? How would you introduce this to the staff and to the children?
In: Nursing
A man (Bob) is heterozygous for Aa Bb Cc, where the genes show independent assortment: He does not have a known phenotype, and neither does their mother; but their father does. (A third eye). We know it has to be associated with one of the three given loci. He has 3 three children (1 boy and 2 girls) with a woman who is also phenotypically normal, of which one girl has a third eye. Based on this information, what type of inheritance could this be? Draw a pedigree of this family. Pick the A locus as the one that gives rise to a third eye, and give the genotypes of all the people involved for the A locus as part of the pedigree. How many different gametes can Bob generate, and list them all out. Based on your knowledge of mendelian genetics, what are the odds that any child of Bob and his partner will have a third eye? What are the odds that a child is born that is both female and has a third eye?
In: Biology
13, 26, 23, 18, 24, 18, 19, 13, 13, 15, 16, 21, 20, 16, 26
You may assume that the data comes from a normal distribution.
In: Statistics and Probability
13, 26, 23, 18, 24, 18, 19, 13, 13, 15, 16, 21, 20, 16, 26
You may assume that the data comes from a normal distribution.
In: Statistics and Probability
MALDEN MILLS CASE STUDY
During the early evening hours of December 11, 1995, a fire broke out in a textile mill in Lawrence, Massachusetts. By morning, the fire had destroyed most of Malden Mills, the manufacturer of Polartec fabric. The fire seemed a disaster to the company, its employees, its customers, and the surrounding communities.
Malden Mills was a family-owned business, founded in 1906 and run by the founder’s grandson, Aaron Feuerstein. Polartec is a high-quality fabric well known for its use in the outdoor apparel featured by such popular companies as L.L. Bean, Lands’ End, REI, J. Crew, and Eddie Bauer. The disaster promised many headaches for Malden Mills and for the numerous businesses that depend on its products.
The fire also was a disaster for an entire community. The towns surrounding the Malden Mills plant have long been home to textile manufacturing. But the industry effectively died during the middle decades of the twentieth century when outdated factories and increasing labor costs led many companies to abandon the area and relocate, first to the nonunionized South, and later to foreign countries such as Mexico and Taiwan. As happened in many northern manufacturing towns, the loss of major industries, along with their jobs and tax base, began a long period of economic decline from which many have never recovered. Malden Mills was the last major textile manufacturer in town, and with 2,400 employees, it supplied the economic lifeblood for the surrounding communities. With both its payroll and taxes, Malden Mills contributed approximately $100 million a year into the local economy.
As CEO and president, Aaron Feuerstein faced some major decisions. He could have used the fire as an opportunity to follow his local competitors and relocate to a more economically attractive area. He certainly could have found a location with lower taxes and cheaper labor and thus have maximized his earning potential. He could have simply taken the insurance money and decided not to reopen at all. Instead, as the fire was still smoldering, Feuerstein pledged to rebuild his plant at the same location and keep the jobs in the local community. But even more surprising, he promised to continue paying his employees and extend their medical coverage until they could come back to work.
Answer the following questions based on the above case:
In: Economics
In: Operations Management
The SAT scores of 20 randomly selected high school students has a mean of =1,185 and a sample standard deviation s=168.0. Construct an 98% confidence interval for the true population mean and interpret this interval
In: Statistics and Probability