Thinking about Industrial/Organizational Psychology

STEP 1: Respond to ONE of the following questions in a post of at least 200 words:

After reading this module, what topic or topics in I/O psychology seemed most interesting to you? Why? What other things would you like to know about this topic?

One of your friends started a window washing business a few years ago, and his business has slowly grown. He’s now at the point where he needs to hire employees. What advice would you give him about how to conduct an interview? Use recommendations from your reading to support your answer.

A reason to hold a portfolio of S&P 500 shares is

1. How do B and T cells recognize specific antigens?
2. What are two types of acquired immunity? Describe each and give an example.
3. Explain the process from the activation of the B cell to the production of antibodies.
4. How do cytotoxic T cells kill infected cells?

Based on the Case below, Write a brief explanation that explains why the case represents its particular ACHE competency domain. (Be sure that the explanation justifies the assigned competency domain based upon the facts and circumstances of the case.)

Case:

Case 1: Communication and Relationship Management Memorial Hospital was moving rapidly to finalize its plans for new multiple-specialty outpatient center located 15 miles from the hospital campus. Strategically this was exactly what the health system needed to do. First, it would provide a presence in a community that traditionally was served by one of Memorial’s major competitors. And second, increased the ambulatory care services of the health system that lagged behind other health systems in this regard. The plan called for seven specializations to provide services to the patient and community population of this new area and to help channel patients that needed more intense treatment and care to the hospital itself. Six departments had agreed to this arrangement and were actively developing their budgets and management resources to cover this new location. But the Department of Psychiatry, although an initial service slated for the ambulatory facility, was now backing out of the agreement suggesting that they could not adequately resource the operation and felt it would significantly increase their overall patient volume. The CEO of the hospital understood that Psychiatry needed to be part of the service mix in order for this new facility to succeed. The market research conducted a year earlier to provide information on community needs, clearly suggested this service would be well received and perceived by people as a value addition to the other medical specialties being offered. With this sense of urgency in mind, the CEO arranged to meet with the Chair of Psychiatry and discuss the issue. The meeting took place within the next week and it was not a comfortable exchange according to the Chair. He felt pressured by the CEO to come on-board and develop the necessary budgetary and operational plans to be part of the new ambulatory center. From the perspective of the CEO, the meeting was equally non-productive. He reported that the Chair seemed to miss the critical points of why Psychiatry was needed as part of the service mix. Two subsequent meetings took place by both individuals with significant ‘back and forth’ between the two men until an agreement was met. The Chair of Psychiatry agreed that his department would join the other services, but that it needed to be phased-in process. The CEO, although disappointed that Psychiatry would require six to eight months for full implementation into the facility, understood that this was the most reasonable approach he could expect. The final agreement allowed Memorial Hospital to eventually offer all six services to its targeted community. It did require modifying some public relations materials and gaining the support of the other five services that this special arrangement was necessary to achieve the ultimate complement of services. The Department of Psychiatry gained the time it felt it needed to align its resources to add this service to its roster. The result was that Psychiatry actually achieved its adjusted operational program for the new facility in four and a half months, a good two months ahead of its original target date to begin operations. It is difficult to know exactly why the CEO and the Chair of Psychiatry arrived at their agreement. Both individuals did not appear too pleased with their initial exchange. Each seemed to have his own agenda without much interest in understanding the expectations of needs of the other party. It took two more projected meetings for a final agreement to be outlined. It is not clear either, what if any, long term affect this had for either the hospital administration or the leadership of the Department of Psychiatry. The general opinion throughout the administration and medical officers of the health system was the CEO paid a heavy political price for getting Psychiatry on board.

Based on the Case below, Write a brief explanation that explains why the case represents its particular ACHE competency domain. (Be sure that the explanation justifies the assigned competency domain based upon the facts and circumstances of the case.)

Case:

Case 1: Communication and Relationship Management

Memorial Hospital was moving rapidly to finalize its plans for new multiple-specialty outpatient center located 15 miles from the hospital campus. Strategically this was exactly what the health system needed to do. First, it would provide a presence in a community that traditionally was served by one of Memorial’s major competitors. And second, increased the ambulatory care services of the health system that lagged behind other health systems in this regard.

The plan called for seven specializations to provide services to the patient and community population of this new area and to help channel patients that needed more intense treatment and care to the hospital itself. Six departments had agreed to this arrangement and were actively developing their budgets and management resources to cover this new location. But the Department of Psychiatry, although an initial service slated for the ambulatory facility, was now backing out of the agreement suggesting that they could not adequately resource the operation and felt it would significantly increase their overall patient volume.

The CEO of the hospital understood that Psychiatry needed to be part of the service mix in order for this new facility to succeed. The market research conducted a year earlier to provide information on community needs, clearly suggested this service would be well received and perceived by people as a value addition to the other medical specialties being offered. With this sense of urgency in mind, the CEO arranged to meet with the Chair of Psychiatry and discuss the issue. The meeting took place within the next week and it was not a comfortable exchange according to the Chair. He felt pressured by the CEO to come on-board and develop the necessary budgetary and operational plans to be part of the new ambulatory center. From the perspective of the CEO, the meeting was equally non-productive. He reported that the Chair seemed to miss the critical points of why Psychiatry was needed as part of the service mix.

Two subsequent meetings took place by both individuals with significant ‘back and forth’ between the two men until an agreement was met. The Chair of Psychiatry agreed that his department would join the other services, but that it needed to be phased-in process. The CEO, although disappointed that Psychiatry would require six to eight months for full implementation into the facility, understood that this was the most reasonable approach he could expect.

The final agreement allowed Memorial Hospital to eventually offer all six services to its targeted community. It did require modifying some public relations materials and gaining the support of the other five services that this special arrangement was necessary to achieve the ultimate complement of services. The Department of Psychiatry gained the time it felt it needed to align its resources to add this service to its roster. The result was that Psychiatry actually achieved its adjusted operational program for the new facility in four and a half months, a good two months ahead of its original target date to begin operations. It is difficult to know exactly why the CEO and the Chair of Psychiatry arrived at their agreement. Both individuals did not appear too pleased with their initial exchange. Each seemed to have his own agenda without much interest in understanding the expectations of needs of the other party. It took two more projected meetings for a final agreement to be outlined. It is not clear either, what if any, long term affect this had for either the hospital administration or the leadership of the Department of Psychiatry. The general opinion throughout the administration and medical officers of the health system was the CEO paid a heavy political price for getting Psychiatry on board.

The following selected transactions relate to investment activities of Ornamental Insulation Corporation during 2021. The company buys debt securities, intending to profit from short-term differences in price and maintaining them in an active trading portfolio. Ornamental’s fiscal year ends on December 31. No investments were held by Ornamental on December 31, 2020.

(Hint: Interest must be accrued.)

Required:
1. Prepare the appropriate journal entry for each transaction or event during 2021, as well as any adjusting entries necessary at year end.
2. Indicate any amounts that Ornamental Insulation would report in its 2021 income statement, 2021 statement of comprehensive income, and 12/31/2021 balance sheet as a result of these investments. Include totals for net income, comprehensive income, and retained earnings as a result of these investments.

I need help with requirement 2 2. Indicate any amounts that Ornamental Insulation would report in its 2021 income statement, 2021 statement of comprehensive income, and 12/31/2021 balance sheet as a result of these investments. Include totals for net income, comprehensive income, and retained earnings as a result of these investments.

Case Study (Part 2) – ACCT 3000 Semester 2, 2020
You are an Audit Senior on the AUDIO Health Limited (AUDIO) audit engagement for the financial year ending 30 June 2019. AUDIO specialises in the design and manufacture of implantable hearing aids and invests more than twice the industry average in research and development. While undertaking audit planning procedures you become aware of the following:
AUDIO has been developing its latest hearing implant, the X5, for a number of years. AUDIO has invested heavily in research and development of the X5 and has capitalised a significant amount in relation to the development phase of the product. Market studies and prototypes of the X5 have proved successful for bringing it to the market. In July 2018, AUDIO acquired two technologically advanced machines specifically designed for manufacturing the X5, at a cost of $15 million each. Production and sales of the X5 hearing implant commenced in October 2018, and demand for the product has been extremely high since its launch. AUDIO has sold large volumes of the product and further manufactured a large stockpile of the X5 in anticipation of on-going high demand, and a substantial number have already been implanted in patients.
There has recently been a sharp increase in incidences of the implant shutting down post-surgery, resulting in a number of patients commencing legal action against AUDIO for damages and prompting the company to initiate a recall. Initial investigations reveal that the defect is attributable to a design flaw. It is likely that the product in its current form cannot be sold. Management of AUDIO is confident that it will be possible to re-engineer the two machines acquired for the manufacturing of the X5 to enable production of its four other product lines and potentially for other products currently under development.
You have raised concerns with AUDIO’s audit committee on improving the competence and objectivity of the internal audit department. Currently, the internal audit department is made up of three recent graduates with no prior experience who periodically report the Audio’s Chief Executive Officer Dr. Dave Bautista.
Required:
Prepare a memorandum to the audit manager, outlining your risk assessment relating to AUDIO Limited. When making your risk assessment:
(a) Identify three (3) key account balances from the information provided that are subjected to an increase in audit risk. Briefly explain what factors increase the audit risk associated with the three (3) accounts identified. In your explanation, please mention the key assertion(s) at risk of material misstatement.
(b) Identify how the audit plan will be affected and recommend specific audit procedures to address the risks associated with each account identified.
(Please Note – Maximum Word Limit: 950 Words)

So i have a job interview coming up for a Engineering Intern position at a Power Plant (NAES CORPORATION). I have come across some interview questions that i might get asked and was hoping to get some answers from a Professional Electrical Engineer that can help me land this job.

1.What is important to you when considering making a new opportunity?

2.Why do you want to work here?

3.What are your concerns changing to plant work?

4.Do you know what you are interviewing for?  

5.What would you do to foster a good relationship with the operators.

6.What are your biggest strengths/weaknesses?

7.Describe how you would deal with multiple tasks.

8.Describe a time that you disagreed with someone?

9.What is an example of an obstacle you have recently faced in life and how did you handle the adversity?

10.Describe a time where you persuaded your team to complete a project using your method.

11.Describe how a power plant works.

12. Name a time when you had a teamate who was hard to work with

13. How good are your communications skills ?

If any of you professionals have an idea of what type of questions i might get asked or what basic knowledge i should know for sure , please let me know.
Any past power plant experience would be helpful

FROM THE BOTTOM OF MY HEART, THANK YOU SO MUCH !

Q33: Which political ideology opposes government regulation on business and the environment?

- liberalism

- conservatism

Q34: Which political ideology is about a belief in extensive government intervention in the economy and progressive taxation?

- liberalism

- conservatism

Q35: Which political ideology is further to the left than the mainstream Democratic Party?

- libertarians

- republicans

- socialists

- moderates

Q36: Which of the following methods will generate a simple random sample for probability sample?

- Standing on the street corner and handing out public opinion surveys to people that pass by.

- surveying the top experts in the field of politics to predict the outcome of an election

- using a random number generator to select people from rolls of registered voters to predict the outcome of the election

- using chain referrals to get more people to interview from the first set of people you interview

Q37: Which of the following is an example of the social desirability effect?

- someone answers an online survey 100 times to try to show the results

- someone misunderstands the meaning of the word "welfare" on a survey

- someone claims to attend church more than the actually do

- someone completes a paper survey but then forgets to mail it in

Q38: In 2016, election pollstors used models of likely voters that left out rural, blue-collar voters who supported Trump. The resulting inaccuracy in their poll results was due to...

- push polls

- selection bias

- the bandwagon effect

- social desirability effects

Q39: The purpose of a push poll is:

- influence public opinion

- create a larger sample

- measure public opinion

- solicit ideas

Q40: A candidate who has momentum (leading in the polls) has an easier time raising campaign funds. This is an example of...

- selection bias

- the bandwagon effect

- political socialization

- social desirability