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What is the difference in knowledge of the participants about the intervention to improve or prevent bullying before and after the professional development has been implemented?

Task 1: Prospectus

Capstone: Bullying in Schools

PART A: Bullying Impacts students’ academic Performance

A study done by the Barrington (2018) shows that bullying exists in almost every school bout private and pubic and the main effect it has on students is the decline of their academic performance. In the research that involved 200 students from the grades 4 to 12 showed that the academic bullying affected their performance by 19% since they started being bullied. The results also show an interesting effect on the academic performance of the bullies which shows that the bullies’ academic performances are affected by a 3.8% change when involved in bullying activities. Academic performance is also affected indirectly by bullying because it is because it leads to lack of engagement in class discussions or missing school sessions altogether. It is therefore evident that bullying has an adverse effect on performances.

This is a problem for school administrators because those affected by bullying tend to miss classes and due to the lack of a proper learning environment in school. As Barrington (2018) explains, 10% of all those who are bullied end up dropping out of school. The problem that this presents to the administrators is that students fail to achieve their full potential while in school. School administrators are responsible for ensuring that students have an environment where they can learn peacefully and perform well in their studies. Administrators should create programs that will stop bullying because bullying deters students from realizing their full academic performance and it is also because of bullying that 10% of students drop out of school. To prevent this from happening school administrators need to be vigilant in creating a learning environment that will serve the students effectively.

 

PART B:

Problem Statement

Bullying affects students’ academic performance and is one of the major reasons students struggle in school, exhibit low self-esteem, perform at a lower level and in some cases, drop out of school. The problem of bullying affects the local school setting by negatively impacting the school environment making it harder for administrators to provide a conducive learning environment for their students.

Problem Explanation

Bullying refers to the use of force and threat to intimidate others. The study done by UCLA shows that students who are frequently bullied report lower academic performances and less involvement in school activities (Oliviera et al, 2018). Barrington (2018) also shows that bullying is a leading cause of dropouts in school. Bullying is can be caused by a possible number of elements such as depression, behavioral change from students and mental health issues.

The propagation of bullying in the school is caused by the lack of proper governance from school administrators. School administrators need to create proper reporting systems and anti-bullying programs to mitigate bullying. Bullying is also caused by the lack of school administrators’ involvement. Bullying requires stringent policies and school administrators to place systems that will deter such activities.

Solution

The solution here is to educate staff about how to identify students who are bullies, and those who are victims, how to respond to them, who to report to and what to report, and how to become an advocate to both instigative students and victims, ultimately reducing bullying and creating a more conducive learning environment. This will all be accomplished through a professional development training.

Proposed Research

The research will utilize the feedback from 20 educators, staff and counselors that interact with students daily. These staff members will vary in gender, age, race, and number of years of experience in education. 16 of the 20 will be female and 4 will be male. 5 of the 20 are under the age of 30. 6 of the 20 are between the ages of 30-50, and 9 of the 20 are over the age of 50. All 20 are Caucasian. 10 of the 20 have less than 5 years of experience in education. 3 of the and 20 have between 5-10 years of experience in education, and 7 of the 20 have more than 10 years’ experience in education.

Research Questions

There are two research questions, and they will be measured and defined before and after the professional development that will be implemented.

Quantitative – What is the difference in knowledge of the participants about the intervention to improve or prevent bullying before and after the professional development has been implemented?

Qualitative – What is the difference in knowledge of the participants about the intervention to improve or prevent bullying before and after the professional development has been implemented?

Answering the Research Questions

Quantitative – I will be issuing a Likert format 5-7 question survey via Google Forms, whereas all questions will be relative to the professional development. This will be given to the staff pre-training and post-training.

Qualitative – I will be issuing a questionnaire with 2-3 open ended questions with narrative response answers via Google Forms. The questions will be relative to the professional development. This will be given to the staff post-training only.

Data Analysis

Quantitative – I will be using a descriptive statistical analysis approach. I will take the average of each question pre professional development and compare to the average of each question post professional development. I will then use a positive or negative compare and a positive or negative contrast difference. I will report this data using a chart or graph.

Qualitative – I will be using a descriptive narrative analysis approach. I will take the responses for each question and categorize them into common themes and similar responses. Once that is done, I am then going to look for the most predominant response and use that for the response to the question. I will report this data using a simple table.

References

Oliveira, F. R., de, M. T. A., Irffi, G., & Oliveira, G. R. (January 01, 2018). Bullying effect on student’s performance. Economia, 19, 1, 57-73.

Barrington, K. (May 01, 2018). How Does Bullying Affect a Student’s Academic Performance? Public School Review.

Shetgiri, R. (November 01, 2017). Bullying and Children’s Academic Performance. Academic Pediatrics, 17, 8, 797-798.

 

 

 

 

 

 

 

 

Demonstrate knowledge of a range of frameworks of strategy and creativity appropriate for the evaluation of complex situations in organisations.

What am I required to do in this assignment?
This assignment builds on the analysis undertaken for the company in assignment 1.
You should use the analysis from assignment 1 in order to produce a report that identifies strategic options that are available to the
company and recommends and justifies one of these options as the preferred choice of strategic direction.
Your report on the company should use appropriate frameworks to develop at least two strategic options for the company. The options
should consider the potential strategic directions for the company and include recommendations about which markets and product categories
it could potentially focus on. Based on your analysis you must recommend which strategic option the company should take and explain why
this is the preferred option.
Submit assignment
Submission Deadline Marks and Feedback
Before 10am on:
10/01/2020
20 working days after deadline (L4, 5 and 7)
15 working days after deadline (L6)
10 working days after deadline (block delivery)
Click or tap to enter a date.
Unit title & code Strategy and Innovation – BSS029-2
Assignment number and title Assignment 2 – Report
Assessment type Analysis
Weighting of assessment 60%
Size or length of assessment A report that is a maximum of 2,500 words
Unit learning outcomes 1. Demonstrate knowledge of a range of frameworks of strategy and
creativity appropriate for the evaluation of complex situations in organisations
2. Use appropriate methods to analyse an organisation and its context in order to generate
coherent, innovative strategic options and choice
Marks and feedback
Completing Your Assignment
2
In the process of developing strategic options you should consider the company’s resources and capabilities, competitive advantage and
industry evolution and change.
Reminder: The company which this assessment is focused on is: https://www.realfitcentre.co.uk It is a local fitness centre.
Notes:
• Assignment submission is individual
• Where hard data is not available the use of assumptions with the inclusion of supporting rationale is permissible
• You must include appropriate appendices that support your analysis
• You must NOT contact the company directly in any shape or form as part of this assignment
Where hard data is not available the use of assumptions with the inclusion of supporting rationale is permissible
This assignment assesses your ability to critically analyse the operating environment of a small company and identify future strategic options
that it may take. This task assesses your ability to critically evaluate the usefulness and relevance of a company’s strategic objectives and
capabilities in the light of industry developments. Being able to use appropriate analysis to understand the key challenges and make decisions
relating to strategy is one of the key skills of strategic thinking.
What do I need to do to pass? (Threshold Expectations from UIF)
• Deliver a report that includes a detailed analysis
• Analysis requires you to demonstrate an understanding of how key trends and developments are likely to affect the industry
segment and the company’s current strategy
• Develop and support your analysis by ideas and techniques drawn from academic theory and up to date research
• Ensure your arguments are backed up by evidence
How do I produce high quality work that merits a good grade?
We will be filling this section in together in class onmake sure you have downloaded/printed out the Assignment Brief and bring it to the
session with you.
How does assignment relate to what we are doing in scheduled sessions?
Key concepts and frameworks needed to support this assignment will be covered as part of the unit teaching schedule
3
How will my assignment be marked?
Your assignment will be marked according to the threshold expectations and the criteria on the following page.
You can use them to evaluate your own work and consider your grade before you submit.
3rd Class – 40-49% Lower 2nd – 50-59% Upper 2nd – 60-69% 1st Class – 70%+
1
Use of appropriate
evidence and
references
(Weighting 10%)
Use of evidence from
largely generally reliable
sources. Possible over
reliance on a limited
range of sources.
Referencing is present in
all areas of the report.
Use of evidence from
reliable sources.
Accurate referencing
is present in all areas
of the report.
Use of evidence from
reliable sources. A wide
range of sources is used.
Accurate referencing is
present in all areas of
the report.
Evidence is drawn from
a wide range of
complementary and
sometimes
contradictory sources.
Referencing is
comprehensive and
accurate throughout the
report.
2
Selection and use
of appropriate
tools and
frameworks
(Weighting 20%)
Tools and frameworks
are used and the
selection is related to
the appropriate
purpose. The
effectiveness of the use
of tools and frameworks
is reasonable and some
insight is gained from
their use.
Tools and frameworks
are used and the
selection is related to
the appropriate
purpose. The
effectiveness of the
use of tools is good.
Attempts are made to
link tools and
frameworks and this
reveals some depth in
analysis.
Appropriate tools and
frameworks are
selected. They are linked
in a way that leads to
insight in all areas.
Excellent selection and
linked use of tools and
frameworks leads to
clear understanding of
the strategic issues.
These are used as the
basis of some original
argument.
3
Identification and
justification of
target market and
product categories
Target market and
product categories have
been identified.
However, there is
limited supporting
Fairly good and
reasonably wellpresented
analysis of
target markets and
products. Supporting
Good and wellpresented
analysis of
target markets and
products. Solid
Excellent and wellpresented
analysis of
target markets and
products. Compelling
Marks and Feedback
4
(Weighting 30%) justification/evidence.
There is a tendency to
rely on opinion.
Application is too
generic.
justification and
evidence is adequate
but could have been
more extensive.
supporting justification
and evidence.
supporting justification
and evidence present.
4
Recommendation
and supporting
rationale for the
preferred strategic
option
(Weighting 30%)
Limited supporting
rationale for the choice
of preferred strategic
option.
Fairly good
supporting rationale
for the preferred
strategic option.
Competitive
advantages and
industry changes
could have been
more broadly
considered.
Good supporting
rationale for the
preferred strategic
option. Competitive
advantages and industry
changes have been well
considered.
Excellently thought out
analysis and reasoning
behind the chosen
strategic option and
how it can directly
benefit the company.
Competitive advantage
and industry changes
have been very
thoroughly considered.
5
Structure and
referencing
formatting
(Weighting 10%)
Poor structure with
many grammatical and
spelling errors. Poor
sources used and poor
formatting of
references.
Poor structure with
grammatical and
spelling errors. Some
errors in formatting
referencing.
Good structure with
some grammatical and
spelling errors. Some
errors in formatting
references.
Excellent structure with
very few grammatical
and spelling errors.
Good referencing using
Harvard referencing
style both within the
text and in the
reference list.

Describe barriers to advancement that currently exist in your state and explain how nursing advocates in your state overcome these barriers.

Review the IOM report, “The Future of Nursing: Leading Change, Advancing Health,” and explore the “Campaign for Action: State Action Coalition” website. In a 1,000-1,250 word paper, discuss the influence the IOM report and state-based action coalitions have had on nursing practice, nursing education, and nursing workforce development, and how they continue to advance the goals for the nursing profession.

Include the following:

Describe the work of the Robert Wood Foundation Committee Initiative that led to the IOM report, “Future of Nursing: Leading Change, Advancing Health.”
Outline the four “Key Messages” that structure the IOM Report recommendations. Explain how these have transformed or influenced nursing practice, nursing education and training, nursing leadership, and nursing workforce development. Provide examples.
Discuss the role of state-based action coalitions. Explain how these coalitions help advance the goals specified in the IOM report, “Future of Nursing: Leading Change, Advancing Health.”
Research the initiatives on which your state’s action coalition is working. Summarize two initiatives spearheaded by your state’s action coalition. Discuss the ways these initiatives advance the nursing profession.
Describe barriers to advancement that currently exist in your state and explain how nursing advocates in your state overcome these barriers.
You are required to cite to a minimum of three sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and relevant to nursing practice.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.

 Specifically, what positive behavior are you anticipating to achieve that is currently an EI Interference?

*ASJ SUPPORT FOR LOGINS*
My Ebooks

 

M3. Discussion-Thinking About Emotions

M3 Leadership Adapting Styles

https://www.youtube.com/watch?v=vkadAhDnPYk

 

Listen and take notes on the following video.  Thinking about your personal EI leadership style, how have you learned new ways to think about the integration of emotional and thinking (EI) that leads to higher leader performance.  Give examples. 150 words I length

M4.2 Conditions of Worth Results

Please complete the “Conditions of Worth” assessment located on (page 107) of your course book. Then total your results (page 108); and read about the Releasers from the condition (page 108-110). Conditions of Worth Template .

Next place your totaled results in the attached slide template and place your top 3 (highest scored totals) to the right of your results in the slide.  Be sure to place the releaser words that you read in this assignment for your given 3 categories.

please include analysis of findings/ interference and provide improvement actions

M5. Personal EI Reflectiveness

Looking for the roots of where your primary ‘interferences’ where they were shaped and then reinforced up to today.

There are 4 activities in this assignment You will use words and pictures to describe the shaping events and your responses.  At the conclusion, you will have greater insight into tapping the roots of your interferences and rethinking the events in new contextual meaning that will ‘unravel’ the binding forces of your interferences.

My Timeline:

My Lost History:

My Interference Roots:

Rewriting My Story:

  1. Refer to your EI Sparrow and Knight (2009) book (pages 171-172) “Your Timeline and Lost History”.
  2. Create 4 slides; labeled 1) “My Timeline”; 2) My Lost History”; 3) “My Interference Roots”; and 4) “Rewriting My Story”
  3. Slide 1:   Create Your Time Line (refer to page 171) for more details.
  4. Slide 2:   Identify Your Lost History (refer to page 172) for more details.
  5. Slide 3:   From slide 1&2 activity, do you see themes in your shaping of your interferences throughout your lifetime?  Describe them; can you identify the root (where it began; and the sub-roots of where the interference was reinforced?)  Capture these thoughts on slide 3
  6. Slide 4:   Now think about what you have identified as ‘interference roots’ from slide 3.  Create words and pictures of how you can rewrite your story themes from the past that build you up; versus create those conditions of worth shaping messages.  Now place that content in the slide 4.
  7. Submit these slides with a cover page

M6. Discussion 6: 21 Days EI Commitment

  1. Prior to start your 21-Days EI Change Activity, it is important from an EI perspective to set your “EI Commitment Goals”.  Specifically, what positive behavior are you anticipating to achieve that is currently an EI Interference?
  2. Refer to your Conditions of Worth Assessment findings (top 3 EI Interferences) that you identified; you will be picking one to work on improving for 21 days.  Therefore, you will write your commitment statement toward ONE of your top 3 EI Interference.
  3. Download the 21-days Change Plan Template attachment.  Complete the first portion of the 21-days plan by “Writing Your Commitment Statement” for higher EI; and then evaluate your current and anticipated behavior you wish to achieve.
  4. Submit ONLY all of the paper (even though there are 21-days of other activities listed in tables below your section).  This will form the basis of your next 3-weeks work for improving your EI competencies.

M6. WK 1 EI Change Activity

Submit EI 21-Days Template; with Commit Statement Added and current and goal behavior you desire.

This week you will submit the SAME document; except you have added the Wk1 EI Change Activities (Complete each Day’s Block and Answer ALL Questions for Each Day).

M7. WK 2 EI Change Activity

Please be sure you are submitting your accumulated content (e.g., commitment statement, current behavior/goal behavior, Wk1, Wk2).

Continue Wk2 daily journaling of EI activities, answering all questions for each day.

 

M8. WK 3 EI Change Activity + Summary

Please be sure you are submitting your accumulated content (e.g., commitment statement, current behavior/goal behavior, Wk1, Wk2, Wk3 AND SUMMARY ANALYSIS PAGE.

Be sure to submit your final paper with EI experience analysis (after Wk3) in the SAME document

M6 Colin Powell and Leadership

Please access and review Colin Powell’s 13 Leadership Qualities (Links to an external site.)

Then thinking about what EI scales you have studied in this course content, write your own 13 EI Leadership Qualities (drawing upon the Sparrow and Knight scales for higher EI performance).  Put in your own words!

 

What internal and external factors affect the effectiveness of school-based curricula?

IDENTIFYING THE IMPLICATIONS OF DIVERSE METHODOLOGIES AND METHODS

Identifying the Implications of Diverse Methodologies and Methods

Introduction

The proposed topic is “The development of project plan to support implementation of school wellness.” It is critical in the advancement of plans and policies that ensure the overall improvement of school-based curricula. Furthermore, the analysis of play-based learning vs traditional in early years will allow the researcher to identify the potential areas of improvement in the designing of future curricula by determining how the two approaches can be merged together to develop a more advanced syllabus (Barnhardt et al., 2016). The professional relevance of the given research topic will be through interaction with teachers, students and other relevant stakeholders.

Research Questions

  1. What internal and external factors affect the effectiveness of school-based curricula?
  2. What roles do teachers play in the improvement of school-based curricula?
  3. What methodologies are applied in the selection of modes of learning in schools?

The given research questions were developed based on the research topic and the existing literature review. As such, the investigation of existing knowledge and texts in educational research play a key role on how a researcher develops their research questions based on a specific topic. Sandberg and Alvesson (2011) provide that the available methodological principles also play a role in answering the questions. It may be explained by the fact that they enable the researcher to understand the research topic and consequently guide the research process. Therefore, it is critical to establishing intertextual coherence and problematisation while determining the research questions (Sandberg and Alvesson, 2011). These aspects allow for clear determination of the research’s position and determination of the most appropriate methodology of the study.

Possible Research Designs and Methods

Mixed method will be the best approach for answering the research questions as it involves the collection and analysis of both quantitative and qualitative data. Diller (2016) determines that this type of research allows the combination or mixing of the two approaches in a specific manner. The fundamental rationale for this type of research design is that the researcher can learn more about their topic. Since the three questions need to be answered through both quantitative and qualitative approaches, mixed methods provide the integration of the strengths of the two methodological paradigms.

Withams (2016) refers to this aspect as the fundamental principle of mixed methods research. However, Fletcher (2016) argues that to achieve reliable and accurate findings, it is important to combine them in a manner that achieves complete complementary strengths and non-overlapping weaknesses. This logic will ensure that the researcher is able to apply the quantitative methodology in the conceptualization of variables, the profiling of dimensions, determining the existent of relationships and formalising comparisons (Fry, 2016).

On the other hand, the qualitative research allows the investigator to achieve the strengths of sensitivity to meaning and context. Moreover, the great methodological strength of this approach enhances the ability to study process and change. Therefore, quantitative methods can be of advantage in areas where quantitative methods are weak and vice versa (Jackson, 2016). This approach is the best for this methodological study as at will allow the investigator to determine what internal and external factors affect the effectiveness of school-based curricula, what roles do teachers play in their improvement, and what methodologies are applied in the selection of modes of learning in schools.

Ethical Considerations

During the collection of data on the development of project plan to support implementation of school wellbeing, various ethical considerations may arise. First, before commencing the collection of data, the investigator will need to gain consent from the study participants. Punch (2009) provides that this action prevents the participants from feeling compelled to participate in the study. As such, the BERA guidelines state that a consent form is provided allowing the researcher to collect data from each subject.

Furthermore, the investigator is obliged to keep all the collected information confidential by maintaining a strict chain of command to protect the subjects in the study. Finally, there is need to ensure that no harm, both physical and emotional is done to the subjects while participating in the study. This factor means that the dignity of all subjects must be respected at all times. These concerns will be addressed by following the stipulated standard operating procedures while interacting with the research participants. Any type of communication relating to the research should be done with honesty and transparency by avoiding all forms of misleading information as well as representing the collecting data in an unbiased manner. This concern is addressed by using the appropriate data analysis technology and approaches to provide accurate findings.

Evaluation of Contrasting Methodological Approaches

Qualitative Research Design

In educational research, qualitative design mostly concentrates on the evaluation of human behaviour and other and social life. Jackson (2016) argues that its richness and complexity mean that there exists other means of analysing social life such as education, an element that presents multiple perspectives and practices in the collection and analysis of the data. Qualitative research provides an alternative approach to the analysis of the research questions.

In the determination of what external and internal factors affect the effectiveness of school-based curricula, this type of methodological design would be the most appropriate as it provides the contextualisation of the theoretical insights that are needed to understand the significant elements that affect education in this regard (Lund, 2019). Thus, qualitative methodology provides not only faster but more effective means of answering the research questions at hand through the application of interviews and case study research to provide an in-depth insight in regards to the elements affecting the school-based curricula.

This type of methodological approach would also be appropriate for determining what methodologies are applied in the selection of modes of learning in schools. This research question is relevant in the determination of the standard operating procedures that are applied in the establishment of school-based curricula and the subsequent modes of learning (Pugsley, 2001). Through the use of interviews with educators and other relevant stakeholders, the researcher is able to gather relevant data in regards to how modes of learning are selected and how these approaches can be utilised in the provision of school wellbeing programs.

The analysis of qualitative data will need the application of coding to assign names, labels, and tags to the collected data. As such, the researcher is able to assign meaning to each piece of data while still indexing it and providing the basis for storage and retrieval (Robertson, 2018). However, there must be clear links between data indicators and the conceptual labels that are given to it as they enable the investigator to check and test the reliability of each code before giving out the final findings.

A qualitative research design provides a rich and detailed analysis of why people act in a certain manner and how these actions affect the final outcome. Sych (2018) argues that this type of approach allows a researcher to evaluate attitudes, feelings and behaviours. Furthermore, qualitative approach creates openness in the sense that it encourages people to expand their response thus leading to more in-depth information. Techniques such as interviews have been shown to stimulate individual’s experiences allowing the research to gather insights that would be otherwise impossible with other techniques (Sych, 2018).

However, studies show that qualitative research design has its own share of disadvantages. The approach is generally more time consuming than quantitative methodology, an aspect that reduces the number of study participants. As such, due to the reduced number of research participants, it becomes difficult to generalise the findings (Hay et al., 2015). A researcher is unable to make systemic comparisons and the accuracy usually depends on the skills of the researcher.

Quantitative Research Design

The use of surveys in the collection of data in educational research has over the years proven relevant when reliability needs to be maintained (Sych, 2018). The use of questionnaires in determining what roles teachers play in the improvement of school-based curricula allows the investigator to gather factual information and provides an effective means of measuring participants’ attitudes, opinions and beliefs. However, Yoo, Jang and Park (2018) argue that the development of the different parts of a survey should depend on the types of measurements involved. As such, it is critical for the investigator to design the questions and approach the respondents professionally in order to ensure that accurate data is gathered.

Quantitative methodological approach allows for a broader study that provides for an increased number of research participants. This element ensures greater objectivity and accuracy of results by allowing few variables and extended cases (Sych, 2018). Thus, personal bias can be avoided as the findings are based on the response of the subjects and not the investigator’s conclusions.

However, quantitative methodology has been found to collect much narrower and sometimes superficial datasets making the results limited as they provide less elaborate accounts of human perception rather than the detailed narrative (Barnhardt et al., 2016). Also, the development of standard questions by investigators has been found to contribute to structural bias which subsequently leads to false representation.

References

Barnhardt, C., Reyes, K., Vidal Rodriguez, A. and Ramos, M. (2016). A Transformative mixed methods assessment of educational access and opportunity. Journal of Mixed Methods Research. 12(4), pp.413-436.

Diller, H. (2016) Literature and the learner: Methodological approaches. System. 20(1), pp.99-101.

Fletcher, A. (2016). Applying critical realism in qualitative research: Methodology meets method. International Journal of Social Research Methodology. 20(2), pp.181-194.

Fry, E. (2016). Research tools: Instrumentation in educational research. Review of Educational Research. 30(5), p.513.

Hay, J., Puckeridge, M., McDonald, R. and Kelly, M. (2015). Ermington family learning centre: Breaking the cycle of disadvantage through parents and children learning together. Children Australia. 20(1), pp.13-17.

Jackson, E. (2016). Quantitative methods in educational research: The role of numbers made-easy. Journal of Mixed Methods Research. 12(3), pp.358-359.

Lund, T. (2019). Combining qualitative and quantitative approaches: Some arguments for mixed methods research. Scandinavian Journal of Educational Research. 56(2), pp.155-165.

McKim, C. (2016). The value of mixed methods research. Journal of Mixed Methods Research. 11(2), pp.202-222.

Pugsley, L. (2001). The researcher experience in qualitative research. Qualitative Research. 1(1), pp.120-122.

Punch, K. (2009). Introduction to research methods in education. British Journal of Educational Technology. 40(6), pp.1149-1150.

Robertson, S. (2018). The qualitative research process as a journey: Mapping your course with qualitative research software. Qualitative Research Journal. 8(2), pp.81-90.

Sandberg, J. and Alvesson, M. (2011) Ways of constructing research questions: Gap-spotting or problematization? Organization. 18(1) pp.23-44.

Sych, T. (2018). Methodological approaches in research of education management problems. International Scientific Journal “Internauka”. 10(50), pp.51-54.

Withams, S. (2016). Ethical guideline reviews need time. Nursing Standard. 10(34), pp.11-11.

Yoo, Y., Jang, J. and Park, S. (2018). A study on the analysis of the current status of applying CPTED project to school. Korea CPTED Association. 9(1), pp.180-210.

IS HUMAN SECURITY MORE IMPORTANT TO SOCIETY THAN NATIONAL SECURITY? WHICH IS A GREATER KEY TO PREVENTING VIOLENCE?

ECOCIDE &
ENVIRONMENT
SESSION FOURTEEN
12/9/12
Last week we looked at how people have resisted violence
in society- sometimes through non-violent means like
leaving anonymous letters and messages of rebellion, or
direct action like burning draft cards and sabotage, or even
fighting back through armed uprisings.
Increasingly, changes to the environment can cause stress
factors to societies like drought, famine and crop failure.
Overfishing by foreign companies caused Somali fisherman
to move into piracy after there were no longer enough fish
left to sell or feed their families. After the international
community successfully suppressed piracy in the Horn of
Africa, many former pirates were recruited by the terror
group Al-Shabaab, who offered food, money and jobs. The
situation in Yemen now poses the largest cholera crisis in
history- and started with water scarcity that led to a
collapse in food prices, mass migration to urban areas and
political unrest as infrastructure failed to support a
populace with enough water, or rights.
READ: https://www.theguardian.com/environment/2019/oct/21/what-isenvironmental-
injustice-and-why-is-the-guardian-covering-it
HUMAN (IN)SECURITY
Global security used to refer to the relationship between global superpowers during the Cold War, and the idea
that as Russia and the United States tried to make themselves more secure (by developing and stockpiling and
nuclear weapons, for example), it could only do so by posing a bigger threat than the other side, making their
opponent- and by extension, the rest of the world- less secure.
By the end of the Cold War and the start of the 1990s, more conflicts were within countries- civil wars,
genocides, political uprisings and coups- than between countries. The United Nations suggested a new
understanding of security- one that focused less on nations and more on the people within them. This became
known as HUMAN SECURITY, and argued that if we focus on freedom from want (like food, healthcare and
education) and freedom from fear (voting without fear of reprisals, or torture) then there will be less war and
conflict, by taking care of the things that cause it. This led some governments, like Norway and Japan, to call
for more money to be invested in humanitarian aid than military expenditure, hopefully preventing war than
paying for it later. This is known as human development.
THE SEVEN AREAS OF HUMAN SECURITY
As defined by Mahbub ul Haq in the UN’s 1994 Human Development Report
ECONOMIC- basic income, either from employment or a social safety net. Only ¼ of the world is currently considered
economically secure. Unemployment can be a stress factor in political tensions, leading to enrollment in terror groups,
militias and gangs. Many Americans are unable to afford a $400 emergency without going into debt- a big risk when you
consider the cost of healthcare and the number of people without it.
FOOD- the United Nations has evaluated that the world has enough available food, but it is not distributed fairly or
equally affordable. With climate change, global food supplies may be at risk, at least at the rate of demand and
unsustainability now- conflicts have already erupted in Mexico over the surge in popularity and demand for avocados.
HEALTH- infectious and parasitic diseases are a major cause of death in developing countries, with children and rural
populations at highest risk globally. Malnutrition and lack of clean water contribute to epidemics, as well as access to
health services. Reliance on cheap medicines- rather than specialized care- is now causing high rates of MRSA and other
dangerous medically-resistant ‘superbugs’ across the world.
ENVIRONMENTAL- this refers to both natural events and man-made threats in nature, like air pollution and tainted
water. Global warming has increased the frequency and severity of hurricanes/typhoons and wildfires, which can cause
people to lose their homes, livelihoods, and put their health and access to food/clean water at risk.
PERSONAL- the protection of people from physical violence- whether from the
state/police/government/army, or domestic abuse, or violent crime
COMMUNITY- traditional communities and ethnic minorities are often at risk, especially indigenous
peoples- for example remote tribes still living in the Amazon whose homes and safety are under threat
from illegal logging and exposure to modern pathogens
POLITICAL- political security is also the security of human rights, and whether people live in a society
where they are free from political repression, torture, disappearance or arbitrary punishment and
electoral violence/suppression. During periods of political unrest human rights violations are more likely.
THE SEVEN AREAS OF HUMAN SECURITY
As defined by Mahbub ul Haq in the UN’s 1994 Human Development Report
Often these areas overlap- for example, economic insecurity might effect someone’s
health. Environmental insecurity might threaten your economic security if it hurts your
job, or personal/communal security if you live in an area where companies hire militias
or armed security, such as loggers in the Amazon. On the next slide you will see some
examples.
1. Educational/public
announcement murals on
ebola in Liberia
2. Police beating voters in
Spain during the Catalan
independence referendum,
Iraqi women voting,
Alabama state troopers
attacking protesters in Selma
3. Smog in Beijing, water
samples from Flint MI, and
floods in Peru
“The first man who, having fenced in a piece of land, said
‘This is mine’, and found people naïve enough to believe him,
that man was the true founder of civil society.
From how many crimes, wars, and murders, from how many
horrors and misfortunes might not any one have saved
mankind, by pulling up the stakes, or filling up the ditch, and
crying to his fellows:
Beware of listening to this impostor; you are undone if you
once forget that the fruits of the earth belong to us all, and
the earth itself to nobody.”
-Rousseau, Discourse on the Origin of Inequality (1754)
The ‘Beaver Wars’ raged across the Great Lakes region of America and Canada
between 1629 and 1701. The demand for beaver pelts by colonists saw
European nations sponsor and encourage warfare between Native American
groups, selling guns to their chosen groups. The French supported the
Algonquin (Huron, Erie and Shawnee) in the northeast while the English and
Dutch sponsored the Iroquois’ efforts to expand territory. Natives caught in
the middle were often slaughtered or captured, entire villages burnt to the
ground and those fleeing forced to leave food, firewood and shelter, becoming
refugees on their own land as the beaver supply got smaller and trade got
more competitive to fulfill demand from Europe.
The fashion for beaver fur in Europe led to whole populations to be wiped out
and forced off their land on the other side of the world, and changed the
presence of some tribes in North America and Canada forever.
At one point over 30 million buffalo/bison roamed North America. Considered
sacred by many Native American tribes, peoples like the Plains Indians relied
on bison for food, clothes and other materials. The expansion of European
settlers in the 19th Century saw white colonists move farther into native
lands, hunting bison and building railroads that allowed quick transport and
sale of bison goods. Roughly 4-5 million bison were killed in just three years
and the species was almost driven to extinction.
As major resource, the loss of bison changed the ways of life for Native
Americans across the Plains, North West and Rockies. Under new laws, many
Natives were not allowed to leave reservations to find new work, nor borrow
credit to find other forms of trade. The effects are still felt today.
“Give me a home where the buffalo roam”
MODERN EXAMPLES ABROAD
The rise in globalization has seen international companies mine, harvest and manufacture across the world, often
at a great cost to local populations. While we learned about the violent methods used by the Belgian empire to
force the collection of rubber in the Congo, the demand for rubber only grew across the world during the 20th
Century. The ‘Rubber Boom’ in Latin America saw indigenous communities enslaved, forced to work in rubber
plantations far from home, recruiters going out to ‘hunt’ for them across Peru, Ecuador, Colombia and Brazil.
Workers were flogged or killed for failing to harvest enough rubber for a company registered and run in London.
Indigenous people in the Amazon were again under threat from foreign companies during an effort to bring
Chevron to justice for failing to clean oil fields it bought in the Amazon, toxic waste and crude oil spilling into the
rainforest and water supplies and affecting 30,000 residents across five tribes causing cancer and birth defects.
WATCH: https://youtu.be/duFXuRnd2CU
Court cases have also been brought against Coco-Cola, Chiquita, Shell and Union Oil. In Sinaltrainal v Coca-Cola
(2009) union workers in Colombia accused the company of using paramilitaries to target and execute union
members at a bottling plant. Chiquita has also been accused of directly paying militias and terrorist groups in
Colombia and Costa Rica. Kiobel v Royal Dutch Petroleum (, Sarei v Rio Tinto and Doe v Unocal were all cases in
which oil and mining companies were taken to court by Nigerian, Papua New Guinean and Burmese victims and
activists, accused of human rights abuses and funding government actions against those that protested the
companies. Some of these cases were settled out of court,or moved to a different domestic setting after the US
Supreme Court ruled in 2013 that the law used to initiate proceedings- the Alien Tort Act- didn’t apply outside of
America.
Increasingly, many groups are trying to fight against irreversible threats to their environment.
WATCH: https://youtu.be/Qe9ZybqKOLg

ENVIRONMENTAL RACISM AT HOME
‘Ecological racism’ focuses on the pollution and epidemics from toxic waste that disproportionately effects
marginalized communities. Many have pointed out that it is not a coincidence that the lead-tainted water crisis
in Michigan took place in one of its poorest towns, Flint. Similarly, the choice to re-route the DAPL oil project
through the Sioux Standing Rock Indian Reservation risking the water supply and sacred burial grounds, was due
to a rejection by the majority-white town of Bismarck, ND over a risk to its drinking water.
When Native American, First Nation and other activist communities came together to stop the pipeline’s
construction in 2016 they were often treated violently by the National Guard and local police, jailing protesters
for ‘civil disorder’ among other things. In contrast, after the occupation of the Malheur National Wildlife Refuge
in the same year by armed white cattle ranchers and militiamen the organizers were acquitted during federal
trial and treated as folk heroes for standing up to the federal government.
North Carolina is currently the second largest pork producer in the United States- but for those who live nearby,
its ‘Heavens 4 Hogs, Hell 4 Humans.’ With a smell so bad residents can’t go outside and farm runoff that
attracts vermin, causes health problems and pollutes water and soil, poor and African-American residents are
the most effected. One local said “how many hog pens have you found next to a country club?” Another said
“this is environmental racism. This is my family land, and I’m sure race played a part when they decided they
wanted to develop this area. It’s my land.” In a majority black town in Louisiana, the risk of cancer is 50 times
higher than the national average due to the runoff from chemical plants along the Mississippi river.
READ: https://www.theguardian.com/us-news/ng-interactive/2019/may/06/cancertown-louisana-reservespecial-
report
READ: https://www.theguardian.com/us-news/2017/sep/20/north-carolina-hog-industry-pig-farms
ECOCIDE
WATCH: https://www.youtube.com/watch?v=tgQ9kVzy1TM
‘Ecocide’ was first imagined as a form of war crime to describe certain types of actions targeting the
environment or ecosystem for destruction, like the intentional arson of oil wells in Kuwait by Saddam’s
troops during the first Gulf War or Agent Orange by the US military during Vietnam, killing both humans
and wildlife while clearing forests as a strategy.
While the Rome Statute of the International Criminal Court Article 8(2/b/iv) describes the following:
“an attack in the knowledge that such attack will cause incidental loss of life or injury to civilian
objects or widespread, long-term and severe damage to the natural environment which would be
clearly excessive in relation to the concrete and direct overall military advantage anticipated.”
Lawyer Polly Higgins later argued for a more defined concept of ‘ecocide’ to be added to the Rome
Statute to describe damage, destruction or loss of ecosystems- by human intention or otherwise,
including individuals, corporations and the state. This creation of criminal responsibility for humancaused
ecological disasters could be key to holding companies accountable, like in slide 9.
QUIZ
DUE MONDAY 16TH AT MIDNIGHT
THIS IS THE LAST ONE!!! NO CLASS/QUIZ NEXT WEEK
1. ON SLIDE 6, IDENTIFY THE HUMAN SECURITY AREAS IN ROWS 1, 2 & 3. KEEP IN MIND
THERE MAY BE MORE THAN ONE- EXPLAIN WHICH YOU CHOSE & WHY.
2. CHOOSE A NEWS LINK FROM SLIDE 2 OR 11 AND COMPARE TO THE SYLLABUS READING ON
THE BISON. MAKE AN ARGUMENT WHETHER YOU AGREE OR DISAGREE THAT
ENVIRONMENTAL DESTRUCTION IS A FORM OF VIOLENCE.
3. BASED ON SLIDE 12 & THE READING ON ECOCIDE (SEE SYLLABUS), DO YOU THINK IT
SHOULD BE CONSIDERED A CRIME UNDER INTERNATIONAL LAW, SIMILAR TO GENOCIDE OR
WAR CRIMES?
***BONUS QUESTIONS- WORTH FIVE POINTS EACH (PURELY OPTIONAL):***
READ THE ROUSSEAU QUOTE ON SLIDE – IS LAND OWNERSHIP THE PROBLEM?
IS HUMAN SECURITY MORE IMPORTANT TO SOCIETY THAN NATIONAL SECURITY? WHICH IS A
GREATER KEY TO PREVENTING VIOLENCE?

Do you expect this economic profit level to continue in subsequent years? Why or why not?

Week 4 – Assignment
Market Structures and Pricing Decisions Applied
Problems
Please complete the following two applied problems:
Problem 1:
Robert’s New Way Vacuum Cleaner Company is a newly started small business that produces vacuum
cleaners and belongs to a monopolistically competitive market. Its demand curve for the product is
expressed as Q = 5000 – 25P where Q is the number of vacuum cleaners per year and P is in dollars.
Cost estimation processes have determined that the firm’s cost function is represented by TC = 1500 +
20Q + 0.02Q2.
Show all of your calculations and processes. Describe your answer for each question in complete
sentences, whenever it is necessary.
a. What are the profit-maximizing price and output levels? Explain them and calculate algebraically for
equilibrium P (price) and Q (output). Then, plot the MC (marginal cost), D (demand), and MR
(marginal revenue) curves graphically and illustrate the equilibrium point.
b. How much economic profit do you expect that Robert’s company will make in the first year?
c. Do you expect this economic profit level to continue in subsequent years? Why or why not?
Problem 2:
Greener Grass Company (GGC) competes with its main rival, Better Lawns and Gardens (BLG), in the
supply and installation of in-ground lawn watering systems in the wealthy western suburbs of a major
east-coast city. Last year, GGC’s price for the typical lawn system was $1,900 compared with BLG’s
price of $2,100. GGC installed 9,960 systems, or about 60% of total sales and BLG installed the rest.
(No doubt many additional systems were installed by do-it-yourself homeowners because the parts are
readily available at hardware stores.)
GGC has substantial excess capacity–it could easily install 25,000 systems annually, as it has all the
necessary equipment and can easily hire and train installers. Accordingly, GGC is considering
expansion into the eastern suburbs, where the homeowners are less wealthy. In past years, both GGC
and BLG have installed several hundred systems in the eastern suburbs but generally their sales
efforts are met with the response that the systems are too expensive. GGC has hired you to
recommend a pricing strategy for both the western and eastern suburb markets for this coming season.
You have estimated two distinct demand functions, as follows:
Qw =2100 – 6.25Pgw + 3Pbw + 2100Ag – 1500Ab + 0.2Yw
for the western market and
Qe = 36620 – 25Pge + 7Pbe + 1180Ag – 950Ab + 0.085Ye
for the eastern market, where Q refers to the number of units sold; P refers to price level; A refers to
advertising budgets of the firms (in millions); Y refers to average disposable income levels of the
potential customers; the subscripts w and e refer to the western and eastern markets, respectively; and
the subscripts g and b refer to GGC and BLG, respectively. GGC expects to spend $1.5 million (use Ag
= 1.5) on advertising this coming year and expects BLG to spend $1.2 million (use Ab = 1.2) on
advertising. The average household disposable income is $60,000 in the western suburbs and $30,000
in the eastern suburbs. GGC does not expect BLG to change its price from last year because it has
already distributed its glossy brochures (with the $2,100 price stated) in both suburbs, and its TV
commercial has already been produced. GGC’s cost structure has been estimated as TVC = 750Q +
0.005Q2, where Q represents single lawn watering systems.
Show all of your calculations and processes. Describe your answer for each item below in complete
sentences, whenever it is necessary.
a. Derive the demand curves for GGC’s product in each market.
b. Derive GGC’s marginal revenue (MR) and marginal cost (MC) curves in each market. Show
graphically GGC’s demand, MR, and MC curves for each market.
c. Derive algebraically the quantities that should be produced and sold, and the prices that should be
charged, in each market.
d. Calculate the price elasticities of demand in each market and discuss these in relation to the prices
to be charged in each market.
e. Add a short note to GGC management outlining any reservations and qualifications you may have
concerning your price recommendations.
Carefully review the Grading Rubric (http://ashford.waypointoutcomes.com/assessment/3739/preview)
for the criteria that will be used to evaluate your assignment.
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chat with a live tutor. It is free and here to help you now.
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Waypoint Assignment
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submit your assignment.
1. Click on the Assignment Submission button below. The Waypoint “Student Dashboard” will open
in a new browser window.
2. Browse for your assignment.
3. Click Upload.
4. Confirm that your assignment was successfully submitted by viewing the appropriate week’s
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What would you recommend to companies on how to handle their shift to digital?

GE: How an Industrial Leviathan
became a Digital Giant
An interview with
Transform to the power of digital
Beth Comstock
Vice Chair of GE
Beth Comstock
Vice Chair of GE
Beth Comstock
The Journey So Far
What have been the key
milestones in your digital
transformation journey?
We started our journey about five years
ago. We were already picking up a lot
of signals between 2008 and 2011 and
understood that digital disruption was
going to impact the industry in a big
way. We started by incubating digital
expertise via our technology group. We
embedded a software analytics team at
our global research center for example.
It was around 2013 when we decided to
meld the best of our digital capabilities
with the best of our physical capabilities.
Hardware and advanced materials
science have always mattered a great
deal in our business, but we started
focusing on the intersection of the two
and began digitizing the manufacturing
process, not just the things that we
made. The vision started to coalesce
around a digital transformation, from
This is a long journey
for us. I think we are
about a third of the
way in our digital
transformation.
We have a billion dollar
run rate investments so
far into our
digital efforts.
designing to producing to shipping and
in-the-field services. Our biggest impact
today has been on our service business
because you are suddenly selling
everything as a service.
Where is GE now in its journey
towards a digital industrial
company?
This is a long journey for us. I think we
are about a third of the way in our digital
transformation. We built an industrialstrength
cloud to power all of the data
needs that our industries are going to
have. We have really great use cases,
especially in the energy sector and in
transportation.
Can you give us an idea of the
level of investments you are
making in digital across the
business?
We have a billion dollar run rate
investment so far into our digital efforts.
And our goal is get $15 billion in revenue
by 2020.
Can you share some examples
of digital initiatives you have
launched?
A great example is our “Digital Wind
Farm”1, which connects the embedded
sensors and controls in the actual
wind turbine, providing connectivity
across multiple layers. The blades
of the turbine are able to sense the
environment. Using technologies such
as radar and lidar2, they know where
the wind is coming from and motors
shift the pitch of the blade to react to
the wind. So, the whole wind farm is
orchestrating and communicating and
optimizing for that specific environment,
even for microclimates that may be
different within the wind farm. They are
then able to send information about the
cost and the quality of the energy being
generated to the utility company. This
way, the utility can plan to not use other
energy sources, such as coal or gas,
when wind is more efficient. It’s all done
with Predix, our cloud-based platform
for the Industrial Internet, which provides
a digital infrastructure for the wind farm,
enabling collection, visualization and
analysis of unit- and site-level data.
GE’s Predix Platform
– The Cornerstone Of
GE’s Digital Strategy
Predix is very much at the core of
your digital transformation. Can
you explain the concept of Predix
and why you want to become a
platform company?
If you think of the range of industries
that GE is in – energy, transportation,
healthcare – you realize that some of the
basic capabilities are similar. You want
to connect your machines, know how
they are performing and predict failure
and maintenance. That’s the vision.
We needed a platform
that would ingest,
analyze, and predict a
vertiginous volume of
industrial data with the
right kind of security
capability. It hadn’t
really been built at
industrial scale, so it
needed to be.
With Predix, we are
creating a network
effect and an
intelligence effect.
The more people you
have on the platform
contributing, the
smarter the whole
system gets.
The creation of our new
GE startup, Current,
powered by GE, is an
example
of us launching
Greenfield operations.
Beth Comstock
To do that, we needed a platform that
would ingest, analyze, and predict a
vertiginous volume of industrial data
with the right kind of security capability.
It hadn’t really been built at industrial
scale, so it needed to be.
You mentioned technology that’s
industrially scalable. How does
Predix scale up with increasing
data volumes?
We have created the concept of a
“digital twin”, where we simulate in the
cloud every piece of machine we make.
As data comes in, the cloud constantly
runs simulations to make the models
that will one day predict service needs.
They will predict things before they
become catastrophic or before it costs
a lot of money.
We have invested in startups from a
venture perspective and are also using
their technology as a part of our offering.
So, as they grow, we grow.
Why did you decide to open up
your platform?
The more people that can be building
and contributing non-confidential data
to the stack, the better the outcomes
are. This is why we have opened up our
Predix platform to our customers – and
even competitors – to enable them to
write applications on the platform. We
already have 11,000 developers at this
stage.
So you wanted to create a
network effect?
With Predix, we are creating a network
effect and an intelligence effect. The
more people you have on the platform
contributing, the smarter the whole
system gets.
Implementing The
Strategy: Building,
Acquisitions Or
Greenfield
How do you operationalize
GE’s digital strategy? Investing,
Greenfield or acquisitions?
I think we have done a little bit of all.
What we have done especially well
is investing in digital startups that we
can embed in our technical stack. An
example is Maana, which acts like a
search engine for the Industrial Internet.
The creation of our new GE startup,
Current, powered by GE – which
focuses on energy efficiency, energy
management, and on-site power – is
an example of us launching Greenfield
operations. It can be a pretty profound
shift for a 140-year-old business. Our
startup goes to market in a different way.
The measurements for the organization
are different, as is the way we drive our
commercial strategy.
In the past, GE
grew a lot through
acquisitions. Recently,
we have focused on the
organic route. When
something is new, you
have to grow it. You
can’t buy everything.
Beth Comstock
While we have focused less on
acquisitions, we recently announced
the acquisition of Daintree Networks,
which leads the market in smart building
control, sensing, and enterprise IoT
applications. Together, we will make
buildings of all sizes smarter, more
energy efficient, and be the gateway
to new services that create value for
customers both in energy and beyond it.
In the past, GE grew a lot through
acquisitions. Recently, we have focused
on the organic route. When something is
new, you have to grow it. You can’t buy
everything. We invested in technology
and innovation to grow from within – to
grow ourselves.
In the fast-moving digital
environment, how can you build
quickly enough?
Partnerships have helped us advance
our capabilities really rapidly. We
are now working with Cisco, Intel,
Pivotal and many startups. A lot more
partnerships are happening at GE and
it doesn’t always require an ownership
stage.
Partnerships have
helped us advance our
capabilities really
rapidly.
The new formula of
success is that you don’t
do it all yourself – you
have to know what you
have to be uniquely
good at.
You still need to have
a vision of where
you want to go or
understand your
differentiation. But
you have to be much
more adaptable.
We told our employees
– “We are going to hold
you accountable for
being faster”.
With technology evolving so fast, is
it still possible to have a long-term
strategy? Do you still have three- or
five-year strategy plans?
You still need to have a vision of where
you want to go or understand your
differentiation. But you have to be much
more adaptable. Maybe your vision
stays the same, but how you get there
may change faster than you could have
imagined. So, I think the three- to fiveyear
plans are more vision setting. They
are more like scenario planning that tells
you what the world might look like.
Culture
GE is well over a century old. How
did you adapt GE’s culture to the
digital world?
We had to get leaner, more agile and
react faster. We told our employees –
“We are going to hold you accountable
The new formula of success is that
you don’t do it all yourself – you have
to know what you have to be uniquely
good at. We may partner with some
companies helping us do some of the
simulation and machine learning. These
can be things that are not necessarily
core to our capabilities but which are
important for the stack.
We launched FastWorks, our lean
startup method, which is all about
launching something in a minimally
viable way. The key principle is that
you only fund what you need to get
to the next stage of development. It’s
like having our business leaders act
like venture capitalists – funding things
earlier and faster, killing things quicker.
How do you encourage people
to experiment and accept a very
iterative process?
We did a massive overhaul of GE’s
incentive structure to better reflect
what we are trying to do. We are also
changing how we fund projects –
implementing this seed/ launch/ growth
stage gate funding. Business units in the
past might have said, “I made $5 million
in five years.” Now, we would have a
series of iterative questions instead.
For example, “What can you do with
$50,000 in five weeks to validate that
this is even a need in the marketplace?”
And “What can you do with $150,000 in
three months to validate that we even
have the technology that’s going to be
required?”
We have not figured it all out but that’s
the transformation that’s happening
real-time here.
for being faster. You can try something.
It doesn’t have to be perfect every
time.” Of course, this does not apply
to everything that we do – we want a
perfect flight for a jet engine. But for
some of the other things, perfection is
not required.
Beth Comstock
Industrial Leviathan to Digital Giant
2011
when GE started its digital
transformation
(source: https://www.ge.com/digital/sites/default/files/predix-platform-brief-ge-digital.pdf)
-Beth Comstock
GE’s DIGITAL JOURNEY in NUMBERS
year old company
140
We are about a third of the way
in our digital transformation
1 billion USD run rate
investments so far into
digital efforts
Objective of
15 billion USD
in digital revenue by 2020
11,000 developers
already writing
applications on Predix
50 million data
elements of industrial
assets secured and
monitored everyday
Greenfield
GE startup “Current,
powered by GE”,
focusing on energy
efficiency
Acquisitions
Daintree Networks,
smart building
control/ enterprise
IoT
amongst others
Investing Organic Growth
MAANA
Current,
powered by GE
Daintree
Networks
Pivotal
Microsoft
Oracle
Intel
in digital startups – Cisco
Maana, a search
engine for the
Industrial Internet
Partnerships
Beth Comstock
We invested in
technology and
innovation to grow
from within
GE’S DIGITAL STRATEGY
Beth Comstock
What is the culture you would like
for GE? How would you define it?
I think the company has to be more
collaborative, more open and react
even faster. We want to instill a culture
of permanent iteration – a culture
obsessed with constant improvement; a
culture of perseverance.
We did a massive
overhaul of GE’s
incentive structure to
better reflect what we
are trying to do.
The company has to
be more collaborative,
more open and react
even faster.
Just get started – don’t
over-analyze things.
We have Chief Digital
Officers (CDOs) for
each line of business
and they are all part of
the centralized digital
unit.
Does the move of GE’s HQ to
Boston play a role in this change
of culture?
Yes, I think it’s a great manifestation of our
new culture and the acknowledgement
that we are a much more distributed
company. We have turned our
headquarters into centers of expertise
that are connected to the outside
world. The role of our headquarters
is now more about bringing in new
models from the outside and finding
ways to adapt and translate them for
our business units. Boston is also a city
where there is a lot of Industrial Internet
capability development going on.
Governance
You created GE Digital. What was
the rationale behind creating this
new unit?
We needed to get to scale fast. You
can’t have five different businesses
building five different technology stacks
and clouds. It does not make sense.
We centralized the digital capabilities
until we felt confident we had the heft
we need while at the same time creating
that connectivity to the business unit
and the market. So, it’s a tension. It’s
neither central nor distributed, and you
are constantly toggling back and forth.
Is there a dual reporting structure?
We have Chief Digital Officers (CDOs)
for each line of business and they are all
part of the centralized digital unit. They
report in to our head of digital and their
business units. We need to have that
dual oversight to make sure the business
needs are represented, but also the
digital needs are not underwhelmed.
Our CDOs have revenue numbers and
productivity numbers. Those roll up to
the business leaders’ P&L. So, they
have accountability in both places.
They’ve got to get it built, and they have
to make sure it gets rolled in a way that
the customer finds value.
The Future
How do you see GE evolving in the
next ten to twenty years?
We will still be selling hardware. You
can’t fly a plane without an engine. You
can’t create electricity without some
kind of electricity power generation.
These industries will continue to exist.
But more and more of our revenue will
be coming from new service models,
from “as a service” and not just from the
pure hardware.
Can you give us some examples of
these new service models?
Let me give you an example of a new
service we are incubating – inspection
done by drones. Drones surveying oil
rigs in the sea and wind farms. There
will be new applications, new kinds
of mash-up of the hardware and the
software. But GE will continue to remain
in its core industries, perhaps looking at
being more of a system partner than just
a machine partner.
What would you recommend to
companies on how to handle their
shift to digital?
Just get started – don’t over-analyze
things. Pick an area to get smart. The
more you do, the smarter you get. I also
think partnering with others who have
the expertise is the fastest way to get
there.
Rightshore® is a trademark belonging to Capgemini
Capgemini Consulting is the global strategy and transformation
consulting organization of the Capgemini Group, specializing
in advising and supporting enterprises in significant
transformation, from innovative strategy to execution and with
an unstinting focus on results. With the new digital economy
creating significant disruptions and opportunities, our global
team of over 3,600 talented individuals work with leading
companies and governments to master Digital Transformation,
drawing on our understanding of the digital economy and
our leadership in business transformation and organizational
change.
Find out more at:
http://www.capgemini-consulting.com/
With more than 180,000 people in over 40 countries, Capgemini
is one of the world’s foremost providers of consulting,
technology and outsourcing services. The Group reported 2015
global revenues of EUR 11.9 billion. Together with its clients,
Capgemini creates and delivers business, technology and
digital solutions that fit their needs, enabling them to achieve
innovation and competitiveness. A deeply multicultural
organization, Capgemini has developed its own way of working,
the Collaborative Business ExperienceTM, and draws on
Rightshore®, its worldwide delivery model.
Learn more about us
at www.capgemini.com.
About Capgemini
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
© 2016 Capgemini. All rights reserved.
Vice Chair of GE
Beth Comstock is the first female vice chair of GE. She leads the organization’s Business
Innovations unit, which seeks to accelerate growth from new service models. Prior
to her current role, Beth served as GE’s chief marketing and commercial officer, and
before that was President of Integrated Media at NBC Universal, where she oversaw
the company’s digital efforts, including early development of hulu.com, Peacock Equity,
and acquiring ivillage.com.
GE is a highly diverse business and a venerable 140-year-old organization that
occupies a significant place in the US’ corporate history. How did this corporate giant
take such giant strides in its digital transformation to position itself as one of the top ten
software companies globally by 2020? Capgemini Consulting spoke to Beth Comstock
to understand more about GE’s strategy for shifting from industrial leviathan to digital
giant. Incubating state-of-the-art technology, investments in startups, and strategic
partnerships are some of the ingredients GE has used to propel its digital transformation.
Beth Comstock
Contacts: Didier Bonnet, didier.bonnet@capgemini.com, Jerome Buvat, jerome.buvat@capgemini.com
Beth Comstock

How do the share arrangements in the contract work and can different share arrangements promote different behaviours?

1
Exam Preparation (QSP7CAP) for the period of Sep 2019
Week 6
Question:
It is possible to have a target price contract under the main options in the NEC ECC, but target price contracts are not possible under the JCT SBC or the FIDIC Red Book contracts.
Critically evaluate why this is the case and discuss the main effects that a target price contract will have on the role of the parties and the contract administrator when compared with a contract based on a lump sum price or a bill of quantities.
Hints:
In writing your answer for this exercise, you might like to pose the following questions to yourself:
 Is it the risk sharing nature of target contracts that employers who use traditional forms of contract avoid?
 JCT does have the provision for target contracting in its constructing excellence (CE) contract
 Will target arrangements help the parties to work together more collaboratively?
 True target contracting requires the contractor’s site accounts to be open for inspection
 Can the use of a target contract allow for earlier contractor involvement in the project?
 How do the share arrangements in the contract work and can different share arrangements promote different behaviours?
Consider various sources in your answer.
Week 7
Question:
Critically analyse the ways in which the Employer and the contract administrator, under the standard forms of contract, can engage with and influence the supply chain on a large construction project, which has been awarded to a single main contractor.
Hints:
Points to consider
In writing your answer for this exercise, you might like to pose the following questions to yourself:
 Can there be any direct contractual link from the employer to a subcontractor?
 The contract administrator’s role in approval/acceptance of subcontractors
 Named lists and nomination
 Framework agreements
Consider various sources in your answer.
2
Week 9
Question:
The assessment of extensions of time is an important aspect of the role of the contract administrator.
Critically discuss this statement, paying attention to the causes of extensions of time and how these would be assessed by the contract administrator under the NEC ECC and, either the, JCT SBC or the FIDIC Red Book form of contract.
Hints:
Points to consider
In writing your answer for this exercise, you might like to pose the following questions to yourself:
 What is the main benefit to the Contractor of an extension of time?
 What is the significance of the contract programme in assessing extensions of time?
 Can the Society of Construction Law Delay and Disruption Protocol be used to assist the assessment?
 Do the different forms of contract treat extensions of time differently?
Consider various sources in your answer.
Week 10
Question:
Critically discuss the significance of change in a construction contract and explain the distinction between voluntary change and involuntary change.
Hints:
Points to consider
In writing your answer for this exercise, you might like to ask yourself some questions which could include:
 Is change in a construction contract inevitable?
 Why are construction contracts more prone to change than contracts for factory-produced products?
 Which party is more likely to benefit from change to a construction contract?
 Is there a connection or correlation between the amount of change during the contract administration and the type of contract chosen through the procurement stage?
 Do forms of contract that actively promote a partnering relationship increase or decrease the amount of change that takes place in a construction contract?
Consider various sources in your answer.
3
Week 11
Question:
Discuss how standard forms of contract provide for the management of any changes that take place during the construction phase of contracts. Critically analyse the responsibilities of the parties and the contract administrator in managing contract change and describe any significant differences in the provisions of the different forms of contract.
Hints:
Points to consider
In writing your answer for this exercise, you might like to ask yourself some questions which include:
 Change in construction contracts is almost inevitable
 What sorts of change might take place?
 Some change is forced on the contract by events outside the control of the parties
 Other change might be imposed on the contract by a party or by mutual agreement of the parties
 What are the possible effects of different types of change?
 Who finally decides on the effects of a change?
 Do the different standard forms of contract produce different outcomes for change?
Considering various sources in your answer.
Week 12
Question:
Critically discuss the role of insurance in construction contracts. Use scenarios or examples to illustrate and support your essay.
Hints:
Points to consider
In writing your answer for this exercise, you might like to ask yourself some questions which could include:
What insurances are commonly bought for construction contracts?
Who provides the cover?
What activities are uninsurable?
What are the essential aspects of an insurance contract, and how do these apply to insurance for construction?
4
Week 13
Question:
The regular and timely payment of instalments of the contract price is a key element of the administration of a construction contract; providing funding for the Contractor’s work. However, the payment of money before the contract is completed is also a possible risk from the Employer’s point of view.
Critically assess the various administrative provisions in the standard forms of contract, which provide for timely payments to the Contractor, together with the ways in which the Employer can cover the financial risk of paying out money before the project is completed.
Hints:
Points to consider
In writing your answer for this exercise you might like ask yourself some questions, which could include:
 The importance of timely payments for cash flow and in reducing financing charges for the contractor
 In the UK, the provisions of the Construction Acts. Are there similar statutory provisions elsewhere?
 Can advance payments be made?
 What security does the employer have on the money paid before completion of the works?
 How do bonds work and do they provide extra security?
Week 14
Question:
Critically analyse how the contract administrator can anticipate and manage potential disputes between the parties under the standard forms of contract.
Hints:
Points to consider
In writing your answer for this exercise, you might like to ask yourself some questions which could include:
 The distinction in contract law between a disagreement and a dispute.
 Who are the potential disputes between?
 What is the contract administrator’s role in settling disputes?
 Are these different under the different standard forms of contract?
 What other skills are necessary in the contract administrator’s role?
 What happens if a dispute is not avoided?

What are its impacts on household assets and financial stability?  What are its intended and/or unintended consequences?

The Paradox of Wealth and Poverty

Guidelines for the Final Paper

 

We have examined a variety of different policy and programmatic responses that address widening inequality and/or the difficulties faced by many poor and working-class people in the U.S. and around the globe.  We have also discussed their strengths and weaknesses, evaluating their potential effectiveness. For this assignment, we ask that you delve deeper into an issue that you are interested in investigating further.

 

Please select one specific example of a policy or programmatic response targeting inequality (e.g., living wage, state EITC, educational initiatives, voucher programs, housing initiatives, community capacity project, asset building project, unionization campaign, etc.). Class lecture, discussions, and readings have presented a variety of possibilities for exploration, however, you are welcome to choose an alternative. Your policy/program need not be one we went over in class, but should work within the context of course themes.

 

Please construct an 8-11 page case study of your particular example. Your paper should address the following:

  • Document, describe and frame the specific problem your policy/program addresses
    • Outline your policy/programmatic response in detail and evaluate it in light of all that you have learned this semester – what does it do and how? Why is it important?
  • Establish how this initiative is an effort to assuage the problem/ inequality
  • Marshal evidence to support your claims and establish trends throughout. You may use course materials and outside sources to back up your points and suppositions.

Please consider all aspects of the question and be clear, concise, well organized. Use your classmates as a resource- you can brainstorm with each other!

 

Note that papers should be double spaced with 1 inch (top, bottom, left and right) margins, have page numbers, 12-point font and be between 8-11 pages in length (excluding bibliography) and be free of typos/spelling errors and grammatically correct. Include a bibliography/references page in addition to citations in text based on a standard and consistent format for references (Chicago, APA, MLA).

 

 

 

 

 

Final Paper Tips

Suggested Structure of Paper:

  1. Introduction (1/2 page):
    1. name and BRIEFLY describe the problem and your policy solution
    2. state your overall evaluation (remember, it can have several parts to it, e.g. the policy helps in some ways but has unintended consequences that cause harm)
    3. state the 3-4 points you are going to make about it that support your overall evaluation
  2. Problem description (1 ½-2 pages – approx. 1/5 of paper):
    1. describe the problem and how your policy seeks to address it
  3. Policy description (approx. 1 page):
    1. Describe the policy and how it works.  What is the policy supposed to do?  How is it supposed to do it?
    2. Provide context: the policy/program history, intent/goals, how it works
  4. Critical analysis (6-8 pages) Supporting Points
    1. Your evaluation using the themes from the course as a lens
    2. Is the policy doing what it is supposed to be doing?  In what ways?
    3. In light of the themes we have discussed in class, consider these questions:
  1. Is the policy an effective tool to address inequality? or to create opportunities for mobility?
  2. Does it dismantle the barriers to mobility we have discussed in class? Does it create more barriers to mobility?
    1. Use DATA to show the actual impacts of the policy!  Data can be quantitative or qualitative or both.  Your use of evidence to support your claims is the most important part of your paper.
    2. Underlying mechanisms – engage themes and concepts from the class
    3. What works/what doesn’t/how would you change the policy
  1. Conclusion (1/2 page): summarize your paper and, if you want, add in any of the following:
    1. Your idea of how to fix the policy so that it works the way it is supposed to
    2. An area of research around the policy that has not been looked at yet

 

While writing your papers, you may want to consider the following list to make sure that you have the following items covered:

 

  • Clear definition of a policy or issue or program related to inequality, poverty, etc.
  • History of the policy/issue/program
  • Goals of the policy/issue/program
  • What are its impacts on household assets and financial stability?  What are its intended and/or unintended consequences?
  • Distributive consequences (intended or unintended) – have some people been helped or hurt more than others?
  • Demonstrated understanding of themes and concepts discussed in the course.
  • Relationship between policy or issue and the main themes and concepts of the course.
  • Use of data/examples from research to support argument
  • Overall clarity and organization
  • Works cited (sufficient sources, correct use of citation style)

 

 

For Review: Engage themes and concepts of the course:

  • Major theme of class: how policy can create or address inequality
    1. Part I: Introduction
      1. Using data to measure poverty, inequality, quality of life
      2. Link between structure barriers and individual agency in driving poverty
      3. Effects of inequality
      4. Increasing inequality
    2. Part II: Ain’t No Making It
      1. Social mobility vs. reproduction
        1. Intra/intergenerational
        2. Role of the habitus
        3. Meritocracy
      2. How policy can create or perpetuate inequality
        1. Education
        2. What data do we need to answer the question?
        3. Intent v. Impact
      3. Forms of capital
        1. Social
        2. Financial
        3. Human
        4. Natural
        5. Cultural
        6. Political
      4. Structure, culture and agency
  • Part III: South Africa & Globalization
    1. How policy is used to create and redress inequality deliberately
      1. Apartheid, TRC
    2. Not if but how
      1. What kind of labor market do you want?
        1. Parking tickets example: technology vs. employment
      2. Role of policy in creating global markets and regulating them
        1. World Bank, IMF, trade agreements
      3. Part IV: Wealth, Toxic Inequality
        1. Leveraging assets as tool for social mobility
          1. Housing
        2. Legacy of racialized policy in the past – how it is implicated in present inequality
          1. Legacy of Slavery; Jim Crow
          2. Redlining
          3. Drug Policies (AKA “The New Jim Crow”)
        3. Contemporary policies and practices
          1. Residential segregation
          2. Estate tax
          3. Home mortgage interest deduction
        4. Part VI: Policy solutions
          1. Fiscal & Monetary Policy
          2. Asset policy
            1. Children’s savings accounts
            2. IDAs
          3. Minimum wage
          4. Living wage
          5. EITC