Personality Theory

Learning is defined as Any relatively permanent change in behavior that can be attributed to experience (Coon). It is not, however, a temporary change caused by outside forces. Therefore, things such as motivation, disease and injury cannot be considered to be a form of learning. This is because once the disease, injury, etc. has been removed, behavior will return to it s state before the influence. There are 2 main keys to every learning process: the reinforcement, which is anything that increases the chances that the desired response will take place, and the response, which is the behavior that takes place as a reaction to the reinforcement. An antecedent is the event which takes place before a response, and is the basis for Classical Conditioning. A consequence is something that follows a response, and is the foundation for what psychologists call Operant Conditioning. Classical Conditioning is based on what takes place before a response. It begins with some action that will inevitably produce a response. That action is then associated with another that does not induce a response, or a Neutral Stimulus. After enough repetition, the neutral stimulus which did not previously produce a response will now, on its own, produce the response of the action it was coupled with. It is now what is called a Conditioned Stimulus, or a stimulus that produces a response because it has been paired with another. A good example of Classical Conditioning is presented by Ivan Pavlov, a Russian Physiologist. Pavlov noticed that his dogs would drool when he put food in their mouths. After some time passed, he noticed that the dogs would begin to drool upon seeing the food. Then, the dogs began drooling at the sight of Pavlov. It was then that Pavlov noticed that learning had taken place. The dogs had associated the food with the appearance of Pavlov. The dog s drooling did not have to be learned: it was what is called a reflex, or an automatic response. The reflex is a type of Unconditioned Response, a response that happens on its own. That reflex to drool was finally paired with seeing Pavlov and expecting to be fed. Eventually, the sight of Pavlov was enough to make the dog drool, without ever presenting food. The dog s drooling had then become a Conditioned Response, or a response that has been conditioned by stimuli. This is a prime example of Classical Conditioning. Operant Conditioning focuses on consequences, or what follows a response. In this type of conditioning, a response is followed by some type of reinforcement. This reinforcement can be something good, something bad, or nothing at all. If an action results in a punishment, the action is less likely to take place. However, if the action is followed by reinforcement, such as praise, food, or other rewards, the action is more likely to be repeated. An example of Operant Conditioning is found in the works of B. F. Skinner. Although he rejected the ideas of theories of learning, (Skinner), he is well known for one of his creations, dubbed the Skinner Box. A skinner box is a small, barren chamber into which a hungry rat is placed. The box is featureless, except for a lever on one wall. As the rat explores, it accidentally presses this lever, and a pellet of food or a drop of water is released. Eventually, the rat will learn to correspond the lever to receiving a food pellet. He will then move the lever when he is hungry. This is called the Law of Effect: responses that have desirable effects are repeated, while negative effects will lessen the tendency for the response to take place. What has happened is a good example of Operant Conditioning. The rat is hungry. The rat, then, has had reinforcement (the food pellet) to perform a response (the lever press). In this situation, the food pellet acts as an Operant Reinforcer, or something that encourages the event which it follows. In both of these instances, Acquisition has occurred. Acquisition is the training in which learning occurs. Once it has taken place, Expectancy comes into view. Expectancy is the anticipation that the learned conditioning will continue to produce the same response. However, if the reinforcement is taken away from conditioning, we can expect that the conditioned response will begin to fade. This is called Extinction. This occurs when a response is weakened by the removal of it s reinforcement. However, occasionally, a response may resurface after it is believed to be extinct. This is known as Spontaneous Recovery. Once a response has been conditioned, the response will continue to take place unless the reinforcement is removed. In many cases, however, a reinforcement that is similar to the original will still bring about the desired response. This is called Stimulus Generalization. An example of this would be if someone who looked like Pavlov walked into the view of the dogs. They may begin drooling because of their conditioning to do so at the appearance of Pavlov. After some time, though, the dogs will learn to distinguish between Pavlov and the imposter. After that point, the dogs would respond differently to the 2 men. This learning is known as Stimulus Discrimination. Conditioning has been very useful to psychologists and social workers who want to effect behavior. However, these laws of conditioning can have negative repercussions. For instance, phobias stem from conditioning, usually in early childhood. For instance, a child could have a negative experience with a kitten, or other house pet. This negative experience, previously a Neutral Stimulus, has now been linked with fear, anxiety, and other negative emotional responses. This process is called Conditioned emotional response. This creates a phobia, or an unrealistic fear of a thing or situation. There are different ways to treat and cure phobias. The first is called Desensitization. This would be used, for example, with a person with a fear of heights. The person would gradually be taken higher off the ground, perhaps over days, weeks, or longer. This would gradually introduce them to the fear and eventually allow them to be free of the phobia. In more extreme cases, a conditioning called Vicarious Classical Conditioning is used. If someone had an extreme phobia of snakes, the person might be exposed to a video tape of someone holding a snake. Through small steps such as these, the person could eventually recover from the phobia.

Management Information Systems 12th Edition

1. What are reasons behind Collection services in your library (Pl. put ‘ ‘ on appropriate number) 1. Book Acquisition/ Collection Development 6. 1. 1. Quick response from suppliers [pic] 6. 1. 2. To save money and time of library [pic] 6. 1. 3. To reduce procedure and workflow to get books [pic] 4. To achieve greater efficiency [pic] 5. To get much discount [pic] 4% says yes for the quack response from the supplier and 64% says that it is save the time and money of the library and 71% says that it is also reduce the workflow of the gets books to the library and get more discount for the purchases the book for the library and 86% says the achieve greater efficiency for the book acquisition or collection development. 1. Books Processing Related Function 6. 2. 1.To get books in Ready-To-Shelf position [pic] 6. 2. 2. To reduce time in book processing tasks [pic] 6. 2. 3. TO concentrate on core services/function(Core means LIS education is required to understand the service/f unction) of library [pic] 4. Lack of staff with library [pic] 5. Lack of time with Library staff [pic] 6. To allow users to get book issued from library within sort span of time [pic]Book processing related function means To get books in Ready-To-Shelf position is 57% yes and other says no, To reduce time in book processing tasks is 64% says yes , TO concentrate on core services/function(Core means LIS education is required to understand the service/function) of library is says 43% yes and other 57% says no, Lack of staff with library is 43% yes and, Lack of time with Library staff is says 79% yes, To allow users to get book issued from library within sort span of time is says 71% yes and remain no. 2. Books arrangement and maintenance 6. 3. 1. Lack of Library staff [pic] 6. 3. 2.Concentration on core services/ function of library [pic] Book arrangement and maintenance have to problems one is lace of library staff and other is concentration on core services79% library staff says tha t the library staff is required more for the arrangement and 79% says no for the concentrate on the core services of the library. In the library the staff is not available for the arrangement of books and other core services . 3. Book Preservation and Conservation 6. 4. 1. No expertise with library staff in preservation and conservation tasks [pic] 6. 4. 2. Rare materials needed special care to preserve [pic] 6. 4. 3.Photocopying, digitization, binding, deacidification etc are considered technical jobs [pic] The book Preservation and Conservation is consider 79% yes for No expertise with library staff in preservation and conservation tasks, 71% yes Rare materials needed special care to preserve and 71% no for Photocopying, digitization, binding, deacidification etc are considered technical jobs. 4. Circulation 6. 5. 1. Lack of library staff to performed this task [pic] 6. 5. 2. To run library for late hours [pic] 6. 5. 3. To concentrate on core services/function [pic] Circulation is most important function of the library it is says that 71. 9% says yes for the lack of the staff perform the task of the circulation, 71% no for the run library for the long period of the time means late time and 50% for the concentrate the core services of the library. 5. Classification/Re-classification 6. 6. 1. Reclassification from one classification system to another [pic] 6. 6. 2. To complete the backlog [pic] 6. 6. 3. For completing the classification task within stipulated time [pic] 4. Lack of staff [pic] 5. Lack of time [pic] 6. Cateloguing /Re-cataloguing 6. 7. 1. For Completing of backlog [pic] 6. 7. 2. For completing the cataloging within stipulated time [pic] 6. 7. 3.For cataloging of foreign language materials [pic] 4. Lack of staff [pic] 5. Lack of time [pic] 6. Reducing cost in cataloging [pic] 7. Periodical subscription 6. 8. 1. Lack of time with library staff [pic] 6. 8. 2. To reduce burden on periodical subscription and follow-ups tasks [pic] 6. 8. 3. To concent rate on core services/functions [pic] 8. Reference/e-reference Services 6. 9. 1. Due to increasing of inquiries from users of library [pic] 6. 9. 2. Due to opening Distance education centres [pic] 6. 9. 3. TO increase number of working hours (late evening and early morning) [pic] 4. Lack of professional staff in library [pic] 5.Due to increasing research projects in institute [pic] 6. 10. Indexing 1. Lack of staff to perform the task [pic] 2. To complete backlog of periodical articles indexing within stipulated time [pic] 3. TO uses standard terminology while indexing of periodical articles. [pic] 4. TO concentrate on core services/functions of library [pic] 10. Translation Service 1. Lack of translator in library [pic] 2. Due to increasing demand of translation among library user [pic] 3. Lack of translating skilled and subject’s knowledge in library staff [pic] 4. Translation job is non-library activity and it should be performed by translator pic] 11. Photocopying 1. Due t o increasing price of photocopier machine [pic] 2. To reduce burden of maintenance [pic] 3. To reduce risk of technology that becomes obsolete [pic] 4. Lack of quality if it performed in-house by library staff [pic] 5. To reduce operational and capital cost [pic] 12. Stock verification 1. It is labourious and non-routine (once a year)job. [pic] 2. Library does not want to use its staff in this job [pic] 3. TO avoid burden of staff recruitment for this job [pic] 13. Computer Desktop related functions 1. Lack of skill or knowledge of computing functions [pic] 2.Lack of computers, equipments, softwares and hardware in library [pic] 3. To concentrate on core areas of library [pic] 4. Lack of staff [pic] 14. Automation 1. Lack of expertise on this area in library staff [pic] 2. Lack of time [pic] 3. Lack of library staff [pic] 4. Lack of resources, equipments and technology in library [pic] 5. Concentration on core services/functions of library [pic] 6. Increasing efficiency in library s taff [pic] 15. Digitization 1. To get good qualities in digitized work [pic] 2. Lack of knowledge/expertise in digitization work [pic] 3. To complete digitization in stipulate time pic] 4. To complete the backlog [pic] 5. Lack of knowledge of standard of digitization [pic] 6. Lack of software, Hardware and other equipments with library [pic] 7. To concentrate on core services/functions of library [pic] 16. Retrospective Conversion of Records 1. To convert the data (backlog) from one system to another (e. g. Libsys to KOHA) [pic] 2. Lack of manpower [pic] 3. Lack of knowledge of concern software/system [pic] 4. Lack time with library staff to convert data form one system to another [pic] 17. OPAC/Bar Coding/RFID 1. To resolve trouble shooting in library software [pic] . Barcoding, labeling etc are laborious jobs [pic] 3. Library staff has not enough knowledge to maintain RFID [pic] 4. To make stock verification (automatic) process fast [pic] 18. Webpage Designing/Library Portal Creat ion 1. Lack of knowledge in webpage designing with library staff [pic] 2. To give professional touch to the library portal [pic] 3. To concentrate on core service services/functions of library [pic] 19. Data Server/Data Storage 1. To reduce risk of the software, hardware that become obsolescence [pic] 2. Lack of skilled or expert persons in Library [pic] 3.To gain benefits of resources, investment and expertise of agency [pic] 20. Digital Archival Management/Institutional Repository 1. Lack of knowledge of software among library staff [pic] 2. Lack of time to create digital library [pic] 3. To reduce risk of media, hardware, software become obsolescence [pic] 4. Lack of knowledge of international standards to create metadata [pic] 21. Entire Library/Library Management 1. To reduce responsibility of administration works [pic] 2. To concentrate on core services/functions of library [pic] 3. To reduce burden of employee related issues [pic]

The Human Genome Project essays

The Human Genome Project essays At the beginning of the project, the Human Genome Project was compared to the Manhattan Project or the mission to put men on the moon. It was considered so broad and so complex that the funding could only come from the government. The Human Genome project is now in the hands of private labs. Those labs have forced the Human Genome Project into a rush to finish first. The Human Genome Project is a task that wishes to document all of the genes (over 100,000 of them) in the human body. From these genes, scientists want to find out specifically what their function is and they want to find out what malfunctions in the genes may trigger diseases such as cancer or heart disease. Scientists began the project about 10 years ago and they hope to finish around 2003 with a rough draft around 2001 instead of the 2005 predication several years ago. The reason for moving up the date is the rapid competition of the private labs. The problem with the competition is that these labs want to patent the genes that they have discovered. It is not as if they want to patent the process to sift flour, they want to patent the flour! Did the guy who first found the gallbladder in a human, patent the gallbladder? No, he did not! No one person should be able to have ownership over some information that every single human being has, nor should he/she be able to make money by selling it. If a lab were to own part of a gene, no independent scientist could use the information if he did not have sufficient funds to buy the information. All future control in anything dealing with genes would go to large research teams at labs. Until recently, most scientists were independent and they contributed to the whole, bringing in different ideas and theories from everyone. If only a few laboratories could control the information in genes, the basis of science as we know it will be gone. When the Human Genome Project gets to a point where every person c...

Battle of Kwajalein in World War II

Battle of Kwajalein in World War II The Battle of Kwajalein occurred January 31 to February 3, 1944 in the Pacific Theater of World War II (1939-1945). Moving forward from victories in the Solomons and Gilbert Islands in 1943, Allied forces sought to penetrate the next ring of Japanese defenses in the central Pacific. Attacking into the Marshall Islands, the Allies occupied Majuro and then commenced operations against Kwajalein. Striking at both ends of the atoll, they succeeded in eliminating the Japanese opposition after brief but fierce battles. The triumph opened the way for the subsequent capture of Eniwetok and a campaign against the Marianas.   Background In the wake of the American victories at Tarawa and Makin in November 1943, Allied forces continued their island-hopping campaign by moving against Japanese positions in Marshall Islands. Part of the Eastern Mandates, the Marshalls were originally a German possession and were awarded to Japan after World War I. Considered part of the outer ring of Japanese territory, planners in Tokyo decided after the loss of the Solomons and New Guinea that the islands were expendable. With this in mind, what troops were available were shifted to the area to make the islands capture as costly as possible. Japanese Preparations Led by Rear Admiral Monzo Akiyama, Japanese forces in the Marshalls consisted of the 6th Base Force which initially numbered approximately 8,100 men and 110 aircraft. While a sizable force, Akiyamas strength was diluted by the need to spread his command over the entirety of the Marshalls. In addition, many of Akiyamas troops were labor/construction details or naval forces with little ground combat training. As a result, Akiyama could only muster around 4,000 effectives. Believing the assault would strike one of the outlying islands first, he positioned the bulk of his men on Jaluit, Mili, Maloelap, and Wotje. In November 1943, American airstrikes began whittling down Akiyamas air power, destroying 71 aircraft. These were partially replaced over the next several weeks by reinforcements flown in from Truk. On the Allied side, Admiral Chester Nimitz originally planned a series of assaults on the outer islands of the Marshalls, but upon learning of Japanese troop dispositions through ULTRA radio intercepts altered his approach. Rather than strike where Akiyamas defenses were strongest, Nimitz directed his forces to move against Kwajalein Atoll in the central Marshalls. Armies Commanders Allies Rear Admiral Richmond K. TurnerMajor General Holland M. Smithapprox. 42,000 men (2 divisions) Japanese Rear Admiral Monzo Akiyamaapprox. 8,100 men Allied Plans Designated Operation Flintlock, the Allied plan called for Rear Admiral Richmond K. Turners 5th Amphibious Force to deliver Major General Holland M. Smiths V Amphibious Corps to the atoll where Major General Harry Schmidts 4th Marine Division would assault the linked islands of Roi-Namur while Major General Charles Corletts 7th Infantry Division attacked Kwajalein Island. To prepare for the operation, Allied aircraft repeatedly struck Japanese airbases in the Marshalls through December. This saw B-24 Liberators stage through Baker Island to bomb a variety of strategic targets including the airfield on Mili. Subsequent strikes saw A-24 Banshees and B-25 Mitchells mount several raids across the Marshalls. Moving into position, US carriers began a concerted air offensive against Kwajalein on January 29, 1944. Two days later, US troops captured the small island of Majuro, 220 miles to the southeast, without a fight. This operation was conducted by the V Amphibious Corps Marine Reconnaissance Company and 2nd Battalion, 106th Infantry.    Coming Ashore That same day, members of the 7th Infantry Division landed on small islands, dubbed Carlos, Carter, Cecil, and Carlson, near Kwajalein to establish artillery positions for the assault on the island. The next day, the artillery, with additional fire from US warships, including USS Tennessee (BB-43), opened fire on Kwajalein Island. Pummeling the island, the bombardment allowed the 7th Infantry to land and easily overcome the Japanese resistance. The attack was also aided by the weak nature of the Japanese defenses which could not be built in depth due to the islands narrowness.   Fighting continued for four day with the Japanese mounting nightly counterattacks. On February 3, Kwajalein Island was declared secure. Roi-Namur At the north end of the atoll, elements of the 4th Marines followed a similar strategy and established fire bases on islands dubbed Ivan, Jacob, Albert, Allen, and Abraham. Attacking Roi-Namur on February 1, they succeeded in securing the airfield on Roi that day and eliminated Japanese resistance on Namur the next day. The largest single loss of life in the battle occurred when a Marine threw a satchel charge into a bunker containing torpedo warheads. The resulting blast killed 20 Marines and wounded several others. Aftermath The victory at Kwajalein broke a hole through the Japanese outer defenses and was a key step in the Allies island-hopping campaign. Allied losses in the battle numbered 372 killed and 1,592 wounded. Japanese casualties are estimated at 7,870 killed/wounded and 105 captured. In assessing the outcome at Kwajalein, Allied planners were pleased to find that the tactical changes made after the bloody assault on Tarawa had bore fruit and plans were made to attack Eniwetok Atoll on February 17. For the Japanese, the battle demonstrated that beachline defenses were too vulnerable to attack and that defense in-depth was necessary if they hoped to stop Allied assaults.

Strategic Management Essay Example | Topics and Well Written Essays - 1000 words

Strategic Management - Essay Example An anchor company can supply ships to marine wholesalers, they can supply anchors to marine wholesalers. In addition to this they can also supply steel plates, metal fabrications, plastic injection modeling so on and so forth. Structural steel frames and bases are also included in these services. As far as the case study is concerned, it is known that Albatross only supplies hooks and snags to its clients. Breaking Even: â€Å"Break-even analysis is a technique widely used by production management and management accountants. It is based on categorizing production costs between those which are "variable" (costs that change when the production output changes) and those that are "fixed" (costs not directly related to the volume of production).† (Break-Even) The sales volume required by a business to make profits is called a breakeven point; the following answer will present the breakeven point of Albatross. Breakeven point comes into the picture when a pricing strategy is being d eveloped. This pricing strategy can be a part of either the marketing plan or the business plan. The best option between A and B would be selected giving a just explanation. Fixed Cost per unit= Total fixed cost/ Volume of Production In this case it is x=$500,000/5000 X=$10 (Fixed cost per unit in process A) Case B= $12 Anchor and Process Process A Process B a Fixed Cost per Anchor $10 $12 b Total no of Anchors to Attain Break-Even 50000 Units 62500 Units I would recommend process A because the break-even would require only 50000 units whereas in process B it would require 62500 Units. The sooner the break-even is reached the better. So process A is recommended considering that it would take much lesser time to sell 50000 units than 62500 units. One very important long term change would to invest heavily in latest technology, the second long term change would be to buy more land to effectively manage the needs of the company. One short term change would be to access more shipping op tions; the second option would be to choose the most effective shipping option. The technology that is being used in the company is without a doubt obsolete, they have to invest in new machines. They can never expect growth should they keep using the same obsolete machinery. The company needs to invest in technology; the use of outdated technology can never facilitate growth. New machines will produce better products and at a good speed, this will make the company much better than ever. This will also bring down the cost of production, the old machines require much maintenance, and this would be much different in the case of new machines. Ergonomics: Ergonomics aims at two most important things, they are health and productivity. When an employee is unwell, he will never be able to produce what is expected of him and the organization will suffer because of his lack of productivity. Easy to use machines should be bought by an organization so that the employees never get affected and t heir productivity is never hampered. The organization must not buy anything that will affect the health of the employees. In this particular case Albatross

Modern China Essay Example | Topics and Well Written Essays - 2000 words - 1

Modern China - Essay Example Oftentimes, the economic model of development propagated by China today is described as â€Å"authoritarian capitalism† (Gat, 2007, 33). China has recently taken cautious steps towards the embrace of market-oriented principles and while capitalism and entrepreneurship remain relatively new concepts, these concepts are starting to take hold. How has China developed over the past century? What is the recent history of China and how does this history explain the model of development which it has decided to pursue? How has the Chinese economy grown under globalization and has the ideological underpinnings of socialism in China evolved or simply withered away? These questions, and many more, will be addressed in this exploration of China and its cautious embrace of capitalism and entrepreneurship today. An ancient civilization with an extensive tradition of dynastic and centralized rulers, China was been ruled by the Communist Party of China (CCP) since the successful overthrow of the Nationalist government in 1949. Establishing a socialist form of government through the creation of the People’s Republic of China, the Communist Party of China is avowedly socialist and sought to impart communist teachings throughout this vast country. Accordingly, the communist leaders initially saw capitalism through a skeptic’s lens and implemented profound overhauls of the economic structure of Chinese society. Thus, the implementation of a series of top-down economic initiatives such as a series of Five Year Plans, the Great Leap Forward and the often-times violent Cultural revolution, all paved the way for the establishment of a socialist society in which economic matters were dictated by the state and implemented accordingly. Significantly, socialism provided the ideological impe tus for the Communist Party of China to govern. Thus, while implementing an economic overhaul of the country, the socialist credentials of

Implementation, Strategic Controls, and Contingency Plans Essay - 2

Implementation, Strategic Controls, and Contingency Plans - Essay Example It is due to this reason I choose to venture in the education sector but in a different venture. The business venture is the Online State of the Art Educational Portal. The venture can also be referred to in personal state of the art educational portal. With parents with the thirst of interactive education for their children this venture aims to prove a quench of that. This approach is unique and provides the best quality form of education. To add to its advantages, the approach involves the integration of parents who outline the weaknesses and strengths of a child. Additionally, the approach a rectangular circulation and interaction of tasks. It provides a child-parent-teacher interaction basis. This mode of interaction lacks in most educational systems. With current trends taking over in the society, parents need to be part and parcel of their children growth and this approach provides the best medium of interaction. The implementation of this approach however must come with its shortcomings. It is this logic assumption that makes it possible to have a business environmental analysis. Both the internal and external environment factors can affect this venture. With the environmental analysis, there is a clear picture of shortcomings and the possible ways to dealing with them (De Wit, 2003). Apart from the external environmental analysis there is the need for a SWOT analysis. The SWOT analysis provides the entrepreneur with a picture of their strength and weaknesses. It is satisfied by one maximizing on their strengths and avoiding and dealing with their weaknesses. Additionally, the analysis tends to provide warning to an organization on which parts to cushion to prevent heavy losses caused by misfortunes. External environmental factors are factors which are not in the capacity of the institution to deal with. However, they must be considered since they affect the operations of the institutions.