Saturday, December 28, 2019

Watson Surname Meaning and Origin

Watson is a patronymic surname meaning son of Watt. The popular Middle English given names Wat and Watt were pet forms of the name Walter, meaning powerful ruler or ruler of the army, from the elements wald, meaning rule, and heri, meaning army. Watson is the 19th most common surname in Scotland and the  76th most popular surname in the United States. Watson is also popular in England, coming in as the 44th most common surname. Surname Origin:  Scottish,  English Alternate Surname Spellings:  WATTIS, WATTS, WATTSON, WATS  See also WATT. Where Do People with the WATSON Surname Live The last name Watson is common in Scotland and the Border Country, according to WorldNames PublicProfiler, most especially the northeast English counties of Cumbria, Durham, and Northumberland and the Lowlands and East of Scotland, especially in the area around Aberdeen. Surname distribution data from Forebears concurs, placing the surname at the turn of the 20th century as most common in Aberdeenshire, Angus, Fife, Lanarkshire and Midlothian in Scotland, and Yorkshire, Lancashire, Durham, Northumberland, and Cumberland (a parent county of present-day Cumbria) in England. Famous People with the WATSON Surname John B. Watson: American psychologist, best known for his role in the development of behaviorismJames Watson: American molecular biologist and geneticist, best known as one of the co-discoverers of the structure of DNAJames Watt: Inventor of the modern steam engineEmma Watson: English actress and feminist advocate, best known for playing the role of Hermione Granger in the Harry Potter film franchiseTom Watson: American professional golfer Clan Watson The crest of Clan Watson is two hands coming from the clouds holding the trunk of a sprouting oak tree.  The Watson clan motto is Insperata floruit which means It has flourished beyond expectation. Sources Cottle, Basil. Penguin Dictionary of Surnames. Baltimore: Penguin Books, 1967. Menk, Lars. A Dictionary of German Jewish Surnames. Bergenfield, NJ: Avotaynu, 2005. Beider, Alexander. A Dictionary of Jewish Surnames from Galicia.  Bergenfield, NJ:  Avotaynu, 2004. Hanks, Patrick, and Flavia Hodges. A Dictionary of Surnames. New York: Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. New York: Oxford University Press, 2003. Hoffman, William F. Polish Surnames: Origins and Meanings.  Chicago:  Polish Genealogical Society, 1993. Rymut, Kazimierz. Nazwiska Polakow.  Wroclaw: Zaklad Narodowy im. Ossolinskich - Wydawnictwo, 1991. Smith, Elsdon C. American Surnames. Baltimore: Genealogical Publishing Company, 1997.

Friday, December 20, 2019

Application Submission For Child Welfare Specialist

As the Step-Two decision maker for your grievance I spoke with you on Monday, March 21, 2016. I also spoke with Gary Hampton, Human Resource Manager; Patricia Nelson, Applicant Services Manager, Human Capital Management (HCM); Gene Gissandaner, Administrative Field Analyst; and Dustie Elkins, Administrative Assistant II; reviewed your grievance paperwork and the additional information you submitted to Mr. Hampton. The issue presented in your grievance comprised of your disagreement of Mr. Hampton’s assessment of your application submission for Child Welfare Specialist II (CWS II), H23B; announcement #151230-H23B-H36. Mr. Hampton determined your education and experience met the qualifications for the Child Welfare Specialist I (CWS I),†¦show more content†¦You will be notified once your application has been reviewed.† Human Resource Management (HRM) Employment Services Unit (ESU) is authorized by delegation agreement with HCM, to review and certify that a candidate meets the necessary job qualifications of a classification in the classified service for the purpose of allowing that candidate to be appointed to a position in that class. Your application for announcement #151230-H23B-H36, was reviewed on January 21, 2016, by ESU Specialist, Chelsea Hunnington. Ms. Hunnington determined your education and experience met qualifications for the CWS I. Your name was added to the internal applicant list as meeting qualifications for the CWS I, based upon the information provided in the duties section of the application and the indicated job title. Based upon the conversation with Mr. Gissandaner, he indicated, when you were hired as a temporary, you assisted with backlog for a brief time, however; he informed the District Director at the time, Cindy Bryson; you were not to perform CWS work as a temporary. Mr. Gissandaner also stated you were performing translation duties during this time as well however; those duties and the skill base pay were removed. According to the HCM job family descriptor for the CWS II, requirements at this level consist of a Master’s Degree; or a Bachelor’s Degree and one year of experience in professional social work. The HCM Qualification Standard defines Professional Social Work as the

Thursday, December 12, 2019

Professional Issue of IT for Employees - myassignmenthelp.com

Question: Write about theProfessional Issue of IT for Employees. Answer: Employees are not free to leave the usability test as they have agreed to the terms and conditions specified in the contract. In accordance with ACS values, employees expected are expected to have an objective position on their professional work [1]. Leaving the test would violate this value as the employees are bound by the terms of the contract. In this case, an objective stance implies remaining in the team until the usability test is completed and they are no longer bound by the contract. With regards to professionalism, the employees are expected to refrain from action in their role that may negatively impact the image of the IT profession. Leaving the usability test despite having agreed to the terms of the contract is an inappropriate action that tarnishes the image of the IT profession. Employees who leave the usability test without a valid profession devalue ACS and act in an unprofessional way that can affect their professions as testers. Additionally, the employees have to protect professionalism in ICT which implies upholding integrity in their work and adhering to the rules established. Overall, employees cant just leave the usability test as they agreed to work based on terms outlined in their contract. Effective persuasion The speakers starts by recognizing Aborigines as the indigenous people which is a key attention grabber in his speech. This statement is somehow dramatic as it indicates the status accorded to indigenes by the majority White population. In the speech, the speaker emphasizes his link to the audience. His statement focus on the Australian identity which shows that he and the audience have something in common. He further shares an emotional connection with the audience by referring to the crimes committed by whites against the aborigines. His emphasis on the wrongdoings of his predecessors indicates collective guilt of the White population which is key in persuading the audience. The speaker uses ethos and pathos to persuade the audience [2]. His emphasis on the responsibility of the Australian citizens in working together to build the nation appeals to the morals of the audience. He uses on pathos by presenting statements about the suffering that the aborigines have gone through under the settlers which appeals to the emotions of his audience [3]. The two persuasive approaches are effective in delivering the intended message of the speech. Additionally, the speaker concludes with a call to action which reminds his audience of the key points of the system and makes it clear what they should do next. Linguistic devices that advance the speakers argument and the emotions. Various linguistic devices are used in the speech to reinforce the arguments made and appeal to audiences emotions. The devices include emotive language, imperatives, and alliteration. Various statements made in the speech evoke emotive language which attract the audiences attention and arouse strong feelings [4]. For example, the statement, For the pain, suffering and hurt of these stolen generations, their descendants and for their families left behind, we say sorry., raises strong emotions about the atrocities committed against the indigenous people of Australia. Such statements enable the speaker to express regret for the wrongdoings of his predecessors. Imperatives are used in the speech to appeal directly to the audience and ensure the message is delivered in a clear manner [5]. The statement Let us turn this page together: indigenous and non-indigenous Australians is an example of an imperative gives instructions to the audience. Additionally, the speech integrates alliteratio n to reinforce the argument made by the speaker [6]. In the last paragraph of the speech, a similar letter is used to start several words to grab the attention of the audience. Procrastination Procrastination is the behavior of postponing things. People who procrastinate tend to puft off doing something until a future time [7]. An example of procrastination is having three works to do an assignment and waiting until the last day to complete it. As a student, I find myself procrastinating which tends to affect my studies negatively. One procrastination ordeal happened this year, I was to submit an assignment on May. The assignment accounted for about 40% of my total subject marks ate the end of the semester hence it was a big deal. I knew the due date since February had about 3 months to work on the assignment. I wanted to complete it on time but I kept postponing the work until the last week. While I was able to complete the work before the deadline, I did not have the time to review it before submitting. As a result, the assignment was submitted with several errors and earned me a lower score than I expected. Reflective report Time Management Week 1-3 Learning Describe Most of the times, I failed to achieve my deadlines which led to me lag in my coursework. Often, I would submit my assignments after deadline which earned me several warnings. In one lab session, we were given an assignment to write a lab report which was supposed to be delivered at the end of the day. Due to the short deadline given, I had to reorganize my schedule and work with fellow students to complete the assignment. As a result, I was able to complete and deliver the assignment on time. Explore The short deadline given was both good and bad. During that day, I had scheduled to perform some activities but I couldnt due to the pressure of the work. However, the short timeframe forced me to reorganize my schedule and put off unnecessary things in order to have time to work on the assignment. Evaluate From the event, I gained an insight into how I could manage my time. By developing an action plan and schedule, I could complete any assignment or work on time. Instead of waiting until the last deadline, with a plan, I could complete any assignment. Overall, I learned how to manage my time and build an effective schedule. Plan Based on lessons gained from the event, Ill focus on creating a daily schedule that incorporates all necessary things that I have to do. This can help me to achieve most of the things I want irrespective of the timeframe allocated. References Book [7] Burka, J. B., Yuen, L. M. (2008).Procrastination: Why you do it, what to do about it now. Da Capo Press. [4] Macagno, F., Walton, D. (2014).Emotive language in argumentation. Cambridge University Press. [5] Aarts, B. (2013).English syntax and argumentation. Palgrave Macmillan. Journal Article [3] Higgins, C., Walker, R. (2012, September). Ethos, logos, pathos: Strategies of persuasion in social/environmental reports. InAccounting Forum(Vol. 36, No. 3, pp. 194-208). Elsevier. [2] Shao, Y. (2013). Ethos, logos, pathos: Strategies of persuasion in social/environmental reports.Social and Environmental Accountability Journal,33(3), 179-180. [6] Lindstromberg, S., Boers, F. (2008). The mnemonic effect of noticing alliteration in lexical chunks.Applied Linguistics,29(2), 200-222. E-Journal Article [1] ACS, ACS Code of Professional Conduct, 4 April 2014. [Online]. Available: https://www.acs.org.au/.../acs/acs.../ACS%20Code-of-Professional-Conduct_v2.1.pdf.

Wednesday, December 4, 2019

Understanding of a Business Model

Question: Discuss about the Understanding of a Business Model. Answer: Introduction Having the objective of successful business practice and revenue generation, a business organisation develops its business models. It can thus be said that a business model is the framework that is created in order to ensure strong business strategies on which a business is run. Modern day business analysts have changed their concept of ideal business models (Dudin et al., 2015). Earlier business models were based on the achieved net profit. However, digitalisation in business sector has shifted the trend of analysing net business profit to recognising the value of gross profit. Calculation of gross profit is done by subtracting the cost of the products from total revenue. This has been helping the analysts in understanding the current mode of cash flow in the market as well as in the business (Saebi Foss, 2015). The flow of cash is directly proportionate to the increase in gross profit in a business. The following essay is going to examine and then comprehend the actuality of busin ess model through analysing the same. The proposed business model has been designed by Mitsuru Kodama. The suggested business model is based on the Japanese business firms (Birasnav, 2014). Kodama theorises that the concept of business model can be comprehended through the practical orientation and activity based systems. He does not support the theoretical practice of the business model that may result in superficial activity of business analysis (Becerra-Fernandez Sabherwal, 2015). In his paper Boundaries Innovation and Knowledge Integration in the Japanese Firm, Mitsuru Kodama has designed a new frame work which has been termed as knowledge integration model. Knowledge integration model is quite distinctive in terms of business analysis is quite distinctive to the firms of Japan. The researcher of this paper, Kodama has theorised that there are four primary components in knowledge integration. These components are internal knowledge of the firm, creation and generation of new knowledge in the business and market arena that is directed by external knowledge networks. External knowledge is capitalised by the external stakeholders of an organisation. They are the exter nal partners and the customers. The analyst has designed the model in order to understand the conceptions of new boundary. The idea of new boundary is further conceptualised by creativity and dialectic views. New knowledge creation is fostered by the concept of dynamic human networks and structure and shape of knowledge integration process. Kodama has validated the sub-models through the innovation of boundaries. Justification of the business model has two basic discernments. These are: Vertical value chain model Co-evolution model The following diagram shows the business model designed and proposed by Kodama. Fig 1; Kodamas Knowledge Integration Model Source: Kodama, 2009 Knowledge integration is all about the implementation of knowledge process in business management. Since most of the firms are run based on the current market trends, it has two fold impacts upon the structure of their business model. Knowledge related concepts are to be advanced while running a successful business (Caridi?Zahavi, Carmeli Arazy, 2015). The immanent notion of the firms in terms of their boundaries designs the basis of the entire framework for business strategies and model. The researcher of the case has put vital emphasis on the value chain analysis as it is the foundation of total business (Wang, Noe Wang, 2014). The entire components of the business such as the infrastructure, technological advancement, availability of strong and skilled workforce, established supply chain management are the core and innate determinants for the success of a business (Hsiao, Neuhold Sacks-Davis, 2014). An ideal business model, according to Kodama, is expected to improvise strategies to extend the boundaries of value chain of a firm (Holsapple, 2013).. Kodama has categorised the boundaries of a firm in two segments. These are the vertical and horizontal boundaries (Hasanali, 2015). Vertical boundaries of a firm create the value chin activities whereas the horizontal boundaries of it create the opportunities for expansion and integ ration of different technologies. Having gone through the business model structure by Kodama, it can be clearly stated that it is designed on the basis of external and internal network foundation of a firm (Hislop, 2013). In case of the creation of knowledge in a business firm, two spheres are taken from the knowledge integration. These are New boundary conceptions Dynamic human networks- structure of the process of knowledge integration. The process of knowledge creation flows through different working genres. In the beginning, the knowledge is created from both the internal and external factors. The main focus remains on the external workforce. Horizontal specialisation in Japanese business model is quite different from that of the Western business model. In case of Japanese business environment, the firms realise that vertically integrated networks are exploited by the new products. Kodama has exemplified a Japanese telecommunication firm, NTT DoCoMo and its product i-mode that has created a unique business model influenced by vertically integrated value chain associated with the external networks. Kodama further emphasized on the collaboration of the internal and external stakeholders in a business thus creating a synergy and helping construct a strong business model. In case of knowledge integration model the researcher has developed an idea of knowledge sharing. He elucidated that human networking system is the prime advantage for a business to develop. Kodama has used a word- Coherence. Coherence refers to the integration and collaboration of knowledge based activities within a firm. Structural development of a business is directly proportionate to the structural development of the workforce (Hollensen, 2015). Dynamic participation of multiple practitioners brings the qualitative expertise of the stakeholders as it extends the boundary of working. Hence most of the business firms now tend to incorporate various concepts of acquiring potential workforce as well as the idea of extending the strong business boundaries. Therefore, the basic modular concept of Kodamas business structure is that the business firms need to strengthen the workforce integration through vertical network integration. It implies creation of professional and emotional bond among the existing workforce in a company. Moreover, the knowledge of integration can be strengthened through the extension of the business boundaries of the firms. It is associated with implementation of advanced technologies. The other dimension of this proposed model is the coherence of the external and internal stakeholders of accompany. These stakeholders may be the suppliers of products that a specific business firm procure from them or may be the business partners of the main business wing. In order to relate the conceptualised business model of Kodama, the essay looks into the business strategies of McDonalds. McDonalds is one of the largest fast food =chain networks in the world. It has several wings around the world covering almost fifty countries. McDonalds broad business boundary can be related to the Knowledge of Integration model. Since the business of McDonalds is based on the franchises, the network and boundaries can be the major concern of the company. Though the company has different business model and strategies of its own, t can be easily related to the model designed by Kodama. Kodamas model prefers the integration of the stakeholders and the relation of the value chain process with its final product. Innovation of the business boundaries is highly recommended to the business like franchise networking system of McDonalds or any other fast food chain business organisations in the world. Since the head branch of the company is located far away from the divi sional franchises, boundary development model can be implemented upon the business strategies of it. Reference: Becerra-Fernandez, I., Sabherwal, R. (2015).Knowledge management. Routledge,. Birasnav, M. (2014). Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership.Journal of Business Research,67(8), 1622-1629. Caridi?Zahavi, O., Carmeli, A., Arazy, O. (2015). The Influence of CEOs' Visionary Innovation Leadership on the Performance of High?Technology Ventures: The Mediating Roles of Connectivity and Knowledge Integration.Journal of Product Innovation Management. Dudin, M. N., Kucuri, G. N., Fedorova, I. J. E., Dzusova, S. S., Namitulina, A. Z. (2015). The innovative business model canvas in the system of effective budgeting. From, C. P. N. R., Rules, A. E., Employers, U. F., Stands, R. V., Threats, D. F., Its, B. A. E., Judge, N. L. R. B. (2015). In a Landmark Decision, Board Radically Expands Definition of Joint Employer. Hasanali, F. (2015). Critical Success Factors of Knowledge Management (2002). Hislop, D. (2013).Knowledge management in organizations: A critical introduction. Oxford University Press. Hollensen, S. (2015).Marketing management: A relationship approach. Pearson Education. Holsapple, C. (Ed.). (2013).Handbook on knowledge management 1: Knowledge matters(Vol. 1). Springer Science Business Media. Hsiao, D. K., Neuhold, E. J., Sacks-Davis, R. (2014, May). Knowledge based integration of heterogeneous databases. InInteroperable Database Systems (DS-5): Proceedings of the IFIP WG2. 6 Database Semantics Conference on Interoperable Database Systems (DS-5) Lorne, Victoria, Australia, 16-20 November, 1992(Vol. 25, p. 155). Elsevier. Saebi, T., Foss, N. J. (2015). Business models for open innovation: Matching heterogeneous open innovation strategies with business model dimensions.European Management Journal,33(3), 201-213. Wang, S., Noe, R. A., Wang, Z. M. (2014). Motivating knowledge sharing in knowledge management systems: A quasifield experiment.Journal of Management,40(4), 978-1009.