Rodrigo Duterte’s Early Presidency

Christian B. Mendoza Speech 30 THX-3 2018 – 00308 Prof. Mary Jannette Pinzon A Duterte Reader: Critical Essays on Rodrigo Duterte's Early Presidency by Nicole Curato (editor) Philippine political landscape is always subject to change, with the emergence of conflicting political ideologies embodied and practiced by former and current political leaders. One of the defining beacons in the Philippine history was the 1986 EDSA People Power Revolution––a nonviolent mass demonstration that sought to overthrow the dictatorial regime of Ferdinand Marcos. Since then, governance in the Philippines has been consistent with â€Å"the reformist, albeit elitist, narrative of the liberal democratic regime† (Teehankee, 2016), as opposed to the authoritarian regime of Marcos. A shift to another form of government, however, does not necessarily mean that the country's condition would be improved in all aspects. In fact, people in authority have failed to deliver on their promises of initiating much needed reforms to conceive remarkable socioeconomic and political transformations. Therefore, the public's petition to bring about drastic solutions to the ills of the country was fulfilled by the sweeping electoral triumph of a former prosecutor and long-time mayor of Davao City, Rodrigo Roa Duterte, who now serves as the 16th and current president of the republic. Written by several scholars in academic disciplines, A Duterte Reader endeavors to understand the type of regime that the country now faces under the Duterte administration. It seeks to establish the factors that led to Duterte's landslide electoral victory in the 2016 presidential elections, and to examine the origin and level of support that the public has for his deadly â€Å"war on drugs,† which he vehemently declared to be the most pressing issue in the country. Moreover, the book sheds light on the legacy of American Imperialism in the country, and how it became a catalyst or one of the immediate causes to ignite a revolution among Filipino people, who have long been subject to systemic oppressions triggered by the machinations of the ruling class and the culture of elitism that it has instituted. The most striking parts of the book are the obvious manifestations of Duterte's presidential campaign slogan: â€Å"Change is coming.† Since his inauguration as the 16th President of the Philippines last June 30, 2016, these manifestations have surfaced in ways that prompted the public to engage in political discourse over all forms of social media. The driving force behind the citizens' political participation is that there is someone who finally recognizes their repressed anger towards social, economic and political injustices from which they have been suffering since the prevalence of elitism emanating from liberal democracy. To counter these injustices, Duterte has acutely focused on the obliteration of the illegal drug trade in the country through his controversial â€Å"war on drugs.† The rampant extrajudicial killings executed by corrupt police officers and vigilantes, who have no regard for the victims' human rights, are being justified by Duterte's portrayal of drug trade as something that poses a major threat to society and national security. Meanwhile, a certain chapter in the book was interesting to read in a sense that it is constantly encountered by people who use various social media platforms. Written by Cabaà ±es and Cornelio, The Rise of Trolls in the Philippines discusses the emergence of online political trolls, and its impact to promoting a democratic media in the country. This chapter also introduces Mocha Uson, a key figure in contemporary Philippine social media, who has branded herself as the voice of the ordinary people. The opportunity to enumerate the times when she has deliberately spread ‘fake news' in social media (Arias, 2017) was neglected by these two contributors. A Duterte Reader enables the readers to be mindful and critical of the affairs unfolding before their very eyes, especially in an era where the proliferation of disinformation, or commonly referred to as â€Å"fake news,† has hindered netizens from objectively engaging in political discourse online (Bueno, 2017). The book gives a panoramic view of the Philippine political history, starting from the historic EDSA Revolution to an impending shift to a federal system of government under the Duterte regime, which would certainly leave a long-lasting impact to the country's political landscape. In addition, the book allows the readers to scrutinize the reasons why some people constantly extend their support for Duterte, or why they should not turn a blind eye to how Duterte intends to solve these issues. Between the pages of the book is a message––similar to the one that went viral online last March 2018––for the readers to ponder on: â€Å"Kapag namulat ka sa katotohanan, kasalanan na ang pumikit,† roughly translating to: Once you've opened your eyes to the truth, it's a mistake to close them again. Based from the plethora of insights that the contributors have provided in this book, the readers should be able to discern this message. The book was written from a third-person point of view since the contributors wanted to discuss the factors affecting the politics of Duterte in an objective manner; thus, presenting both sides of the matter accordingly. The readers could somehow agree with what the contributors have stated regarding the several affairs of the country. They could observe the relevance of the information contained in the book when Duterte delivered his third State of the Nation Address (SONA) last July 23, 2018. He discussed the topics about different sectors such as businesses, conditions of the OFWs, his â€Å"War on Drugs,† foreign relations, agrarian sector, and tax reforms (Ranada, 2018). Some of the root causes of the points highlighted in his speech––persistent intervention of the American government in domestic political and economic affairs, and the incompetence of the previous administrations––have been thoroughly analyzed by the contributors. Moreover, it is important to recognize the contribution that the book offers to the public since everything they have included in the book is a product of Duterte's persuasive public speeches, which hinge on the three primary elements of Aristotle's Model of Communication: ethos, pathos and logos (Timonera, 2018). As each chapter is written through comprehensive research, coupled with an array of trustworthy references, the book could be included in the auxiliary reading materials for students of various academic fields, specifically students of politics; or could be used by authors and researchers as their reference material when writing about certain issues that the book failed to include. Nevertheless, the book is certainly for anyone who wants to fathom this confounding event in the history of Philippine politics. References:Arias, J. (2017). A list of Mocha Uson's fake news posts. Preen. Retrieved from http://preen.inquirer.net/58185/a-list-of-mocha-usons-fake-news-postsBueno, A. (2017). The anatomy of ‘fake news.' CNN Philippines. Retrieved from http://cnnphilippines.com/life/culture/politics/2017/10/12/fake-news-anatomy.htmlRanada, P. (2018). Quick point-by-point summary of Duterte's SONA 2018. Rappler. Retrieved from https://www.rappler.com/nation/208050-duterte-sona-2018-philippines-summaryTeehankee, J. C. (2016). Weak state, strong presidents: Situating the Duterte presidency in Philippine political time. Journal of Developing Societies, 32(3), 1-29. doi: 10.1177/0169796X16654594Timonera, P. G. (2018). The rhetoric of President Duterte's speeches and the Aristotelian conception of the rhetoric and public sphere.Paper presented at 25th World Congress of Political Science, Brisbane, Australia. Retrieved from https://wc2018.ipsa.org/sites/default/files/ipsa-events/wc2018/papers/paper- 101491-2018-07-01t111647-0400.pdf

The Effect of Retention Interval on the Confidenceâ€Accuracy Relationship for Eyewitness Identification

Law Hum Behav (2010) 34:337–347 DOI 10. 1007/s10979-009-9192-x ORIGINAL ARTICLE The Effect of Retention Interval on the Confidence–Accuracy Relationship for Eyewitness Identification James Sauer ? Neil Brewer ? Tick Zweck ? Nathan Weber Published online: 22 July 2009 O American Psychology-Law Society/Division 41 of the American Psychological Association 2009 Abstract Recent research using a calibration approach indicates that eyewitness confidence assessments obtained immediately after a positive identification decision provide a useful guide as to the likely accuracy of the identification.This study extended research on the boundary conditions of the confidence–accuracy (CA) relationship by varying the retention interval between encoding and identification test. Participants (N = 1,063) viewed one of five different tar- gets in a community setting and attempted an identification from an 8-person target-present or -absent lineup either immediately or several week s later. Compared to the immediate condition, the delay condition produced greater overconfidence and lower diagnosticity.However, for choosers at both retention intervals there was a meaningful CA relationship and diagnosticity was much stronger at high than low confidence levels. Keywords Eyewitness identification Confidence–accuracy Retention interval Calibration Criminal justice systems often use eyewitness identifica- tion evidence when assessing the likely guilt of a suspect or defendant. Yet, the likelihood of eyewitness identification error is well documented by laboratory- and field-based research demonstrating that, when presented with a lineup J.Sauer N. Brewer (&) T. Zweck N. Weber School of Psychology, Flinders University, GPO Box 2100, Adelaide, SA 5001, Australia e-mail: neil. [email  protected] edu. au Present Address: J. Sauer Department of Psychology, University of Portsmouth, Portsmouth, UK and asked to make an identification decision, witnesses sometimes (a) misidentify innocent lineup members as the culprit or (b) fail to identify the culprit when (s)he is present in the lineup (Cutler & Penrod, 1995; Innocence Project, 2009; Pike, Brace, & Kynan, 2002; Wells et al. , 1998). Such dentification errors divert investigative attention from the actual culprit and are likely to under- mine the effectiveness of the criminal justice system. Their impact has motivated a substantial amount of research aimed at identifying markers capable of discriminating accurate from inaccurate identification decisions. Eyewitness confidence is one possible marker of iden- tification accuracy that has been used by forensic decision makers. Not only has confidence been endorsed by the U. S. Supreme Court as one of the criteria to be considered when assessing the likely accuracy of identification evidence (Neil v.Biggers, 1972) but there is also a substantial literature demonstrating that eyewitness confidence influences assessments of likely identification accuracy made by police officers, lawyers, jurors, and jury-eligible samples (e. g. , Bradfield & Wells, 2000; Brewer & Burke, 2002; Cutler, Penrod, & Stuve, 1988; Deffenbacher & Loftus, 1982; Lindsay, Wells, & Rumpel, 1981). Moreover, there are sound theoretical grounds for pre- dicting a meaningful confidence–accuracy (CA) relationship for eyewitness identification decisions, which are a form of recognition memory decision.A number of theories of decision making and confidence processing—such as signal detection theory (Egan, 1958; Green & Swets, 1966; Mac- millan & Creelman, 1991) and accumulator models of decision making and perceptual discrimination (Van Zandt, 2000; Vickers, 1979)—suggest a shared evidential basis for response and response confidence in recognition memory tasks. Both classes of theory hold that confidence stems from the same evidence that drives the decision-making ? 123 338 Law Hum Behav (2010) 34:337–347 ?process and, consequentl y, conditions facilitating accurate responding (e. . , long exposure durations, focused atten- tion, short retention intervals) should also produce high confidence. Conversely, conditions that hinder accurate responding should also lead to decreased confidence. Although there have been repeated demonstrations of weak or, at best, modest, CA correlations (e. g. , Bothwell, Deffenbacher, & Brigham, 1987; Sporer, Penrod, Read, & Cutler, 1995), empirical support for the diagnostic utility of eyewitness identification confidence—under certain con- ditions—has grown (e. g. Brewer & Wells, 2006; Juslin, Olsson, & Winman, 1996; Lindsay, Nilsen, & Read, 2000; Lindsay, Read, & Sharma, 1998; Sauer, Brewer, & Wells, 2008; Sauerland & Sporer, 2009; Weber & Brewer, 2004). Continued research interest in the CA relationship has been stimulated by two lines of enquiry suggesting that the early correlational work underestimated the CA relationship. First, Lindsay et al. (2000, 1998) arg ued that the homo- geneity of encoding and testing conditions (e. g. , exposure duration, witnesses’ attention to the target stimulus, retention interval, etc. evident in most correlational investigations of the CA relationship for eyewitness iden- tification tasks restricts variation in the quality of participants’ memories for the target. Thus, variations in accuracy and confidence are constrained, and the CA relationship underestimated. Lindsay et al. demonstrated substantial CA correlations across participants making a positive identification when witnessing conditions were varied to produce changes in the quality of the witness’ memory for the target.Second, Juslin et al. (1996) argued that the point-biserial correlation provides only a limited perspective on the CA relationship, whereas an alternative approach—calibra- tion—provides (a) a more detailed representation of the CA relationship and (b) more forensically useful information. The cal ibration approach compares the objective and sub- jective probabilities of a response being correct, determining the proportion of correct responses at each confidence level (typically measured on 0–100% scale).Perfect calibration is obtained when, for example, 100% of all responses made with 100% confidence are accurate, 90% of all responses made with 90% confidence are accurate, etc. This informa- tion is typically plotted on a graph, with the resulting calibration function compared to the ideal function, to assess the CA relationship. In addition to visual inspection of the curve, the calibration approach incorporates a number of statistical tools for assessing the CA relation. First, the cal- ibration (C) statistic indexes the degree of correspondence between the subjective assessment (i. e. confidence) and the objective probability (i. e. , accuracy) of correct recognition, and varies from 0 (perfect calibration) to 1. To calculate the C statistic, the difference between proportion correct and confidence level is computed, and squared, for each confidence level. These values, each multiplied by the number of judgments at the respective confidence level, are then summed and divided by the total number of judgments in the sample. Second, the computation of an over/under- confidence (O/U) statistic indicates the extent to which participants are, generally, more or less confident than they are accurate.The O/U statistic is calculated by subtracting the mean accuracy from the mean confidence of the sample. The O/U statistic can range from -1 to 1, with negative and positive scores indicating underconfidence and overconfi- dence, respectively. Finally, resolution (like the CA correlation) assesses the extent to which confidence dis- criminates correct from incorrect decisions. The Normalized Resolution Index (NRI) ranges from 0 (no discrimination) to 1 (perfect discrimination).The forensic utility of the cali- bration approach, when compared to correlati on, lies in its indication of probable accuracy for each level of confidence. As Juslin et al. (1996) note, the knowledge that the CA correlation is, for example, . 28 does not help assess the accuracy of an individual identification made with 80% confidence. On the other hand, knowing that 80% (or 70, or 90%) of identifications made with 80% confidence are cor- rect provides a guide for assessing the likely reliability of an individual identification decision.Studies using the calibration approach have not only provided detailed information on the CA relationship but, in so doing, have also demonstrated robust CA relation- ships when participants positively identify a lineup member as the culprit (e. g. , Brewer & Wells, 2006; Juslin et al. , 1996; Sauerland & Sporer, 2009), provided confi- dence is assessed immediately after the identification is made (Bradfield, Wells, & Olson, 2002; Brewer, Weber, & Semmler, 2007). The reason for the poor CA relations typically observed for non- choosers remains unclear.However, it is well understood why delaying the assess- ment of confidence is harmful to the CA relation. As outlined above, the relationship between memory quality, confidence, and accuracy is fundamental to the CA rela- tionship. However, confidence can be shaped not only by memory quality but also by various social, environmental, and meta-cognitive influences (see Wells, 1993). As the influence of these non-memorial factors increases, the degree to which confidence reflects the evidential basis it shares with accuracy decreases and, in turn, the CA relation weakens.Research testing the boundary conditions for CA cali- bration is under way. The difference in CA relations for choosers and non-choosers, and the deleterious effects of delaying assessments of confidence on the CA relationship, are well documented. Brewer and Wells (2006) examined the effects on CA calibration of varying instructional bias, foil similarity, and target-absent base rates, while Weber and Brewer (2003) tested the effect of varying the 123 Law Hum Behav (2010) 34:337–347 339 confidence scale on CA calibration in basic face recogni- tion tasks. The present study further probes the boundary conditions for CA calibration by investigating the effects of varying the retention interval between encoding and the identification test on the CA relationship. Retention interval is a variable of particular interest for three main reasons. First, witnesses to actual crimes com- monly experience delays ranging from hours to months between viewing an event and being asked to make an identification decision. For example, Pike et al. 2002) report UK survey data revealing a median delay of over 10 weeks between police requesting and administering a lineup, although they noted that more conservative esti- mates put the average delay at just over a month. Regardless, it seems safe to assume that the average retention interval for the witness (i. e. , between viewing the c rime and viewing the lineup) is longer. In contrast, retention intervals employed to date in laboratory-based investigations of CA calibration for eyewitness (e. g. , 15 min in Brewer & Wells, 2006) and face recognition memory tasks (e. . , 3–10 min in Weber & Brewer, 2003, 2004, 2006) are considerably shorter and less varied in range. Juslin et al. ’s (1996) CA calibration study provides an exception by employing 1 h and 1 week retention intervals, and their findings are addressed below. The emphasis placed on confidence by decision makers in the forensic setting makes understanding the effect of length- ened delays on the efficacy of confidence in discriminating accurate from inaccurate identification decisions a matter of forensic significance.Second, theories of recognition and recall memory function suggest that, in general, the quantity, quality, and/ or accessibility of information stored in memory decreases over time. This claim is supported by a large body of research literature demonstrating that, across a variety of memory task paradigms, increases in retention interval generally produce decreases in recognition and recall memory performance (e. g. , Deffenbacher, Bornstein, McGorty, & Penrod, 2008; Ebbinghaus, 1964; Schacter, 1999). Thus, variations in retention interval should produce variations in accuracy.While memory strength is the pro- posed basis for both confidence and accuracy (e. g. , Egan, 1958; Green & Swets, 1966; Macmillan & Creelman, 1991) and, hence, variations in memory strength should affect both components of the CA relationship, it is unclear whether the effects on confidence and accuracy will be equivalent. Previous research demonstrates that changes in accuracy are not always accompanied by equivalent changes in confidence (e. g. , Weber & Brewer, 2004) and, further, that various manipulations can influence confi- dence, and the CA association, independent of effects on accuracy (e. . , Busey, Tunnicliff, Loftus, & Loftus, 2000). Investigations of the CA relation for eyewitness recall memory suggest that repeated questioning produces con- fidence inflation (Shaw, 1996; Shaw & McClure, 1996). For recognition memory, providing post-identification feedback, encouraging witnesses to reflect on whether their encoding conditions were likely to facilitate or hinder identification accuracy, and having witnesses consider their behavior during the identification process all produce variations in the CA relation, without affecting accuracy (e. g. , Bradfield et al. 2002; Brewer, Keast, & Rishworth, 2002; Kassin, 1985; Kassin, Rigby, & Castillo, 1991). In sum, it is clear that despite the strong theoretical link between confidence, accuracy, and memory strength, non- memorial factors can lead to CA dissociation. Thus, while the effect of increased retention interval on memory strength (and accuracy) is predictable, the effect of increased retention interval on CA calibration is not. Third, while numero us studies have investigated the effect of varied retention interval on recognition and recall memory accuracy (see Deffenbacher et al. 2008 for a review), studies probing the effect of varied retention interval on the CA relationship are scarce. Lindsay et al. (1998) varied retention interval, but it was manipulated in conjunction with a number of other variables in an effort to exert a compounded effect on memory quality. Further, they assessed the CA relation using correlation and, thus, their findings do not allow specific predictions regarding CA calibration (see also Lindsay et al. , 1981). As men- tioned above, Juslin et al. varied retention interval and found no ifference in CA calibration for identifications made after retention intervals of 1 h and 1 week. However, Juslin et al. ’s investigation is limited in two important ways. First, their manipulation of retention interval exerted a negligible effect on accuracy (correct identification rates were . 69 and . 64 fo r the 1 h and 1 week conditions, respectively). Thus, there is no evidence that participants’ memories were challenged by the additional delay, and these findings are unable to speak to the effect of delay- induced memory degradation on CA calibration. Juslin et al. resented an additional CA calibration curve, based on a different dataset from that described in the article, which (a) combined data from a 1 week and 3 month retention interval condition and (b) suggested a meaningful CA relation in the upper half of the confidence scale. However, for three reasons, this curve is not informative regarding the effect of retention interval. First, the exper- imental methodology and data underpinning this curve remain (to our knowledge) unpublished. Second, the absence of any accuracy data precludes an assessment of any decline in memory associated with the increased retention interval.Third, derivation of a calibration curve given such a small sample required collapsing data acros s retention interval conditions, and no indication was given of the relevant contribution of data from each retention 123 340 Law Hum Behav (2010) 34:337–347 ?interval condition. Thus, we have no way of knowing to what extent this curve reflects the influence of either the shorter or longer of the two retention intervals. Simply put, Juslin et al. ’s initial manipulation of retention interval was not strong enough to affect memory quality, and the introduction of the additional data did not overcome this limitation.Second, after presenting a lineup but prior to making an identification decision, Juslin et al. (1996) had participants rate their confidence that any lineup member was presented at encoding. Brewer et al. (2002) found that having par- ticipants consider encoding conditions prior to rating confidence improved CA calibration. In a similar way Juslin et al. ’s initial rating task may have aided calibration. For example, if a participant rates the likeli hood that a lineup member was present at encoding as high, (s)he is likely to pick and do so with high confidence.Alterna- tively, if (s)he rates this likelihood as low but still chooses, confidence (and accuracy) is likely to be low. This pre- decision rating task may have improved CA calibration. Further, other research suggests that encouraging witnesses to consider confidence prior to making an identification can alter the decision making process and decision accuracy (e. g. , Fleet, Brigham, & Bothwell, 1987). In addition to these two major limitations, two idiosyn- crasies in Juslin et al. ’s (1996) methodology may have affected the CA relation observed.First, Juslin et al. used a target-absent base rate of . 25, rather than the . 50 base rate typical of eyewitness CA calibration research (and used in this research). While there is no reason to assume a . 50 target-absent base rate in the applied setting (with the typ- ically used . 50 target-absent base rate perhaps re presenting a considerable overestimation), differences in the target- absent base rate affect CA calibration (Brewer & Wells, 2006). Second, the researchers provided instructions on calibration and interpretation of the confidence scale.Prior to eliciting confidence estimates, Juslin et al. informed participants that a positive identification accompanied by a confidence estimate of 0% amounted to a contradiction. While this logic may be sound, positive identifications are sometimes made with very low (even 0%) confidence, and this instruction may have influenced participants’ confi- dence estimates and, consequently, the CA relationship observed. Taken together, these differences are sufficient to raise doubts about the generalizability of Juslin et al. ’s findings.Specifically, given that accuracy was barely affected by the manipulation, and that the rating task and lower target-absent base rate may have enhanced calibra- tion and reduced underconfidence (cf. Brewer e t al. , 2002; Brewer & Wells, 2006), Juslin et al. ’s (1996) study does not represent an adequate test of the effect of increased reten- tion interval on CA calibration. CA calibration in Juslin et al. ’s shorter retention interval condition was already strong. Thus, any over-estimation of the CA relation resulting from Juslin et al. s methodology would most likely also manifest in the longer retention interval, increasing the likelihood of obtaining similar CA relations across conditions. CA calibration research in the eyewitness identification area is in its infancy. The paucity of research in this area is understandable given the large number of participants required to generate stable estimates of CA calibration. Indeed, most of what is currently understood in this area relies on laboratory research using a limited range of stimulus materials. Only one study has previously exam- ined CA calibration using a field study methodology (Sauerland & Sporer, 2009).The pres ent research advances understanding of the CA relationship in three main ways. First, we used the CA calibration approach to examine the effect of retention interval on the CA relation, contrasting the CA relation for a virtually immediate identification test with that for one conducted between 3 and 7 weeks after the encoding event (and producing lower identification accuracy). Second, we used five different sets of encoding and test stimuli and, third, we tested the robustness of the CA relation in a field setting that provided varied and more realistic encoding conditions (cf.Lindsay et al. , 1998). METHOD Design A 2 (retention interval: immediate test versus delayed test) 9 2 (target-presence: present versus absent), between- subjects design was used to test the effect of varied retention interval on the confidence–accuracy relationship using multiple target stimuli in a field setting. Participants A total of 1,063 (548 female) participants provided data for this research . Participant ages ranged from 15 to 85 (M = 29. 21, SD = 14. 33). A functional grasp of the Eng- lish language was the only prerequisite for participation. MaterialsPhotographs of the target were cropped to present the individual, from the shoulders up, against a plain white/ gray background, and were approximately 55 mm 9 55 mm in size. Non-target (i. e. , foil) photographs were selected from our laboratory’s large database using a match-description strategy, with foil selection requiring agreement between the researchers and the experimenter from each pair that the foils matched the target’s 123 Law Hum Behav (2010) 34:337–347 341 ?description. In sum, five different sets of target-present and target-absent lineups were constructed.For each target, identical foils were used for target-present and -absent lineups. Target-absent lineups were created by replacing the target with another foil photograph. However, as dis- cussed in the ‘‘Resultsâ€℠¢Ã¢â‚¬â„¢ section, because the designation of individual foils as target-replacements was arbitrary, the target-replacement is not analogous to an innocent suspect. Procedure Ten female, third-year honors psychology students col- lected data as part of a work experience course-component. The 10 students split into pairs with one acting as the researcher and the other as the target.Targets were of either Caucasian or Mediterranean appearance. Data were collected at various locations ranging from on-campus to city streets to parkland areas. While the target remained out of sight, the researcher approached members of the public (individually) and asked if they would like to participate in a psychology experiment. If the individual agreed, the researcher signaled to her partner who moved into the participant’s view, and remained in view for 10 s. Targets were viewed at a pre-measured distance of 10 m, and participants were instructed to attend to the target for the full 10 s.Afte r encoding, participants were allocated to either an immediate or delayed testing condition. Data were obtained from 691 participants in the immediate condition and from 372 participants in the delayed condition (i. e. , only about 55% of participants approached in the delayed condition responded). Participants in the immediate con- dition were asked to perform an identification task. The researcher read the following instructions to the partici- pant: ‘‘I’m now going to ask you to try and pick the person you just saw out of a group of photographs on this sheet†¦ ’ The researcher then presented the participant with a laminated piece of A4 paper displaying eight, clearly numbered, color photographs organized into two rows of four faces. The instructions continued: ‘‘The person may or may not be present in the lineup. If you think the person is not present, please say ‘not present’. Please indicate the number of the person who is the person you have just viewed’’. The researcher then recorded the participant’s response, asked the participant to indicate their confidence in the accuracy of their response on an 11-point scale (0–100%), and collected some demographic information.Participants in the delayed condition provided an email address and were contacted approximately 18–21 days after encoding, and provided with a link to an online data collection system. Actual retention intervals ranged from 20 to 50 days (M = 23, SD = 5). When entered into the system, participant email addresses were matched to the relevant researcher/target pair to ensure that each partici- pant viewed the correct lineup for their target stimulus. Participants accessed the online system and were presented with instructions generally identical to those reported above.However, rather than indicating responses verbally, participants in the delayed condition made identification decisions by either (a) c licking the photo of the lineup member they believed to be the target, or (b) clicking a button labeled ‘‘Not Present’’ at the bottom of the screen. Similarly, participants entered their confidence estimate by clicking one of eleven on-screen buttons representing the levels of confidence indicated above. Participants in the delayed condition were asked for the same demographic information as those in the immediate condition.Target- presence was counterbalanced in both the immediate and delayed conditions to achieve an equal number of target- present and -absent trials. RESULTS Retention Interval and Accuracy Chi-square analyses performed on response accuracy for the delayed and immediate conditions found predictable effects of retention interval for both choosers, v2(1, N = 614) = 11. 59, p . 001, w = 0. 14, and non-choosers, v2(1, N = 449) = 13. 85, p. 001, w = 0. 18.In both cases, accuracy was greater in the immediate condition (62 and 82% for choosers a nd non-choosers, respectively) than in the delayed condition (47 and 66% for choosers and non- choosers, respectively). Thus, the effect of increased retention interval on identification accuracy was consistent with the expected reduction in memory quality. As found by Juslin et al. (1996) and Sauerland & Sporer (2009), accuracy rates for non-choosers were significantly higher than for choosers in both the immediate, v2(1, N = 691) = 32. 24, p . 001, w = 0. 22, and delayed condi- tions, v2(1, N = 372) = 13. 4, p . 001, w = 0. 19. The present non-chooser accuracy and diagnosticity data (see below) lend support to previous research demonstrating that lineup rejections can inform assessments of the likely guilt of a suspect (e. g. , Clark, Howell, & Davey, 2008; Wells & Olson, 2002). Retention Interval and the CA Relation To enhance the stability of the plotted CA calibration functions, confidence data were collapsed from the 11 initial confidence categories (i. e. , 0–100%) t o five (i. e. , 0– 20%, 30–40%, 50–60%, 70–80%, 90–100%) (see Brewer & Wells, 2006; Juslin et al. , 1996).Moreover, because foils are known in advance to be innocent, we excluded target- 123 342 Law Hum Behav (2010) 34:337–347 ?present, foil identifications from our calibration analyses (see Brewer & Wells, 2006). However, as there was no actual police suspect in the target-absent lineups, all false identifications of foils from target-absent lineups were included in calibration analyses, a practice that necessarily inflates the degree of overconfidence. 1 Table 1 presents the distributions of confidence ratings for choosers and non-choosers, in the immediate and delayed conditions, according to identification response.Given the well-documented differences in the CA rela- tion for choosers and non-choosers, we present CA calibration analyses separately for these two groups (see Tables 1 and 2, and Fig. 1). In both retention interval conditio ns, meaningful CA relationships for choosers are apparent. Visual inspection of choosers’ CA calibration functions (Fig. 1) shows increasing accuracy as confidence increases for both retention intervals. Moreover, in the upper section of the confidence scale, the immediate and delayed condition curves are almost identical.While reli- ance on visual inspection may appear to lack rigor, the standard error bars for each confidence interval permit an estimation of the stability of the results obtained. Over- lapping standard error bars (evident for the two highest confidence intervals of the chooser curves) denote non- reliable differences between groups. Table 1 presents the diagnosticity ratios for each con- fidence category. Diagnosticity ratios indicate the likely reliability of an identification decision, in this case, according to the level of confidence expressed.Chooser diagnosticity ratios compare the likelihood that a guilty suspect will be identified to the likelihood that an innocent suspect will be identified. The procedure for separating suspect from foil identifications from target-absent lineups is complex. In contrast to the forensic setting, the labora- tory setting provides no basis for designating any particular member of a target-absent lineup as the suspect (cf. Brewer & Wells, 2006). Accordingly, we calculated target-absent suspect identification rates by dividing the total number of target-absent false identifications by the number of lineup members (i. e. , eight).Non-chooser diagnosticity ratios compare the probability that the witness responds not- present, given the target is not-present, to the probability that the witness responds not-present, given the target is present. Both retention interval conditions show increased diagnosticity at each successive confidence interval. Thus, when a suspect is identified, an increase in witness 1 Including only target-replacement identifications as false identifi- cations from target-absent lineups resulted in only 13 and 6% (in the immediate and delayed conditions, respectively) of all target-absent misidentifications being available for calibration analyses.Split over the five confidence intervals, these data is insufficient to provide stable estimates of calibration. Table 1 Diagnosticity ratios and number of responses (according to response type) for each confidence interval, for choosers and non- choosers in the immediate and delayed testing conditions ? Condition & response Confidence level (%) 0–20 30–40 50–60 70–80 90–100 Overall Immediate—choosers Correct 5 identification Foil identification 1 False identification 9 Overall 15 Diagnosticityratio 6. 68 SEDiagnosticity 2. 71 Delayed—choosers Correct 1 identificationFoil identification 5 False identification 9 Overall 15 Diagnosticity ratio 1. 56 SEDiagnosticity 1. 66 Immediate—non-choosers Correct rejection 6 Incorrect rejection 4 Overall 10 Diagnosticity ratio 1. 01 SEDiagnosticity 0. 57 Delayed—non-choosers 12 40 103 90 250 6 18 12 4 41 13 31 43 18 114 31 89 158 112 405 8. 87 11. 08 18. 74 37. 79 17. 80 2. 40 1. 91 2. 56 8. 61 1. 49 5 16 39 38 99 5 8 9 3 30 11 25 24 10 79 21 49 72 51 208 4. 02 6. 28 13. 63 20. 47 10. 12 1. 83 1. 52 2. 63 6. 23 1. 11 11 42 91 84 234 2 10 22 14 52 13 52 113 98 286 4. 68 3. 91 4. 23 6. 35 4. 44 5. 91 1. 31 0. 89 1. 71 0. 0 Correct rejection Incorrect rejection Overall Diagnosticity ratio SEDiagnosticity 5 10 25 41 27 108 2 9 16 14 14 55 7 19 41 55 41 163 1. 48 1. 01 1. 23 2. 79 2. 87 1. 92 1. 62 0. 35 0. 30 0. 74 0. 76 0. 25 ? confidence is accompanied by an increase in the probability that the identified suspect is guilty. There are, however, some differences apparent between the two retention interval conditions for choosers. A modified jackknife procedure (Koriat, Lichtenstein, & Fischhoff, 1980; Mosteller & Tukey, 1968) was performed on the C, O/U, and NRI statistics obtained for each rete ntion interval condition.The jackknife procedure involves repeated calculation of each of the three statistics above, with each calculation omitting data from a different, individual participant. As many calculations are run as there are participants. This permits the calculation of mean and standard error data (Table 2) for the statistics obtained which, in turn, allows an assessment of differences in the relevant measures between groups. While these jackknife mean and standard error data cannot be subjected to inferential testing, they are intended to allow researchers to ? 123Law Hum Behav (2010) 34:337–347 343 100 80 60 40 20 Table 2 Calibration (C), overconfidence (O/U), and Normalized Resolution Index (NRI) statistics, for choosers and non-choosers, in the immediate and delayed testing conditions Measure Statistic C Value Jackknife SE O/U Value Jackknife SE NRI Value Jackknife SE Choosers Non-choosers Immediate Delay Immediate Delay 0. 01 0. 04 0. 00 0. 01 0. 09 0. 1 9 0. 02 0. 03 0. 10 0. 17 0. 03 0. 05 0. 03 0. 04 0. 01 0. 02 -0. 08 0. 01 0. 02 0. 04 0. 02 0. 02 0. 02 0. 02 ?Immediate Choosers Delayed Choosers 0 0 20 40 60 80 100 n the immediate condition. This produces differences between conditions in three measures of the CA relation: the visual appearance of calibration function, the O/U statistic, and the NRI statistic. First, the calibration curve for the immediate condition flattens out in the lower half of the confidence scale, rather than following the ideal func- tion. Further, the curve for the immediate condition shifts from overconfidence in the higher confidence intervals to underconfidence in the lower confidence intervals, a pattern not observed in the delayed condition.In addition to pro- ducing a visual flattening of the curve, this transition from overconfidence to underconfidence has important effects on two of the statistical measures of the CA relationship. It drives the immediate condition O/U statistic toward its mid-po int (i. e. , 0). Consequently, although the immediate condition curve exhibits noticeable underconfidence and overconfidence at the relevant extremes of the confidence scale, this is not reflected in the O/U statistic for that condition, thereby exaggerating the apparent difference in overconfidence between conditions.Finally, as evidenced by the NRI statistics (Table 2), it reduces the overall level of discrimination provided by confidence in the immediate condition. This discrepancy between conditions at the lower confidence extremes is addressed further in the ‘‘Discussion’’. The second difference between the CA relations for choosers in the delayed and immediate conditions is evident in the diagnosticity ratios reported for each confidence interval (Table 1).Consistent with the reported overall drop in identification accuracy associated with the delayed con- dition, the degree of diagnosticity at each confidence interval is greater in the immediate than delayed condition. Further, although no difference in overconfidence is appar- ent between conditions in the higher confidence brackets, the difference in diagnosticity persists. Nonetheless, as outlined above, the finding of increased diagnosticity with increased confidence is consistent (for choosers) across conditions.In sum, the CA relations observed for choosers in the two retention interval conditions differ in terms of the Confidence 100 80 60 40 20 ?Immediate Non-Choosers Delayed Non-Choosers 0 0 20 40 60 80 100 Confidence Fig. 1 Confidence–accuracy (CA) calibration curves for choosers (upper panel) and non-choosers (lower panel) in the delayed and immediate testing conditions. Error bars represent standard errors draw inferences in conditions where data violate assump- tions of conventional inferential testing techniques (Sheskin, 2004).Because the jackknife means replicated the original values in every case, only the original values are reported. Inspection of the calibration functions, together with the O/U statistics (Table 2), suggests greater overconfidence for the delayed compared to the immediate condition. However, two aspects of the calibration information justify qualification of this general observation. First, for the two highest confidence categories, the standard error bars for the two functions overlap suggesting no meaningful dif- ference in over/underconfidence.The applied value of this similarity at the higher confidence intervals is addressed in the ‘‘Discussion’’. Second, the overall difference in over- confidence between conditions is, in fact, exaggerated by underconfidence in the lower half of the calibration curve 123 % Correct % Correct 344 Law Hum Behav (2010) 34:337–347 ?general overconfidence and discriminability, due primarily to the trend toward underconfidence at low confidence levels in the immediate condition. However, in the upper half of the confidence scale, the conditions pr oduce highly similar calibration functions.For non-choosers, both retention interval conditions produced the typically weak CA relations observed in previous CA calibration research. Further, any variations in diagnosticity between confidence levels were small and unsystematic in both conditions. While this absence of resolution might normally be taken as an indication that a confident rejection should not be given any special status, this needs to be considered in the context of accuracy rates for rejections usually being high. Thus, from an applied perspective, provided the conditions are such that non-chooser accuracy is high (e. . , unbiased lineup instructions, good encoding conditions), it is important to note that a highly confident rejection is as good a guide to (in)accuracy as a confident ID. Importantly also, an unconfident rejection is also likely to be as accu- rate as a confident ID. The CA correlation patterns are generally in line with previous research (e. g. , Lind say et al. , 1998; Sporer et al. , 1995). CA correlations of moderate strength were found for choosers in both the immediate (r (405) = 0. 32, p . 001) and delayed conditions (r (209) = 0. 41, p . 001).While these values lie toward the high end of typically reported CA correlations, the relationships are still only moderate in size. Consistent with previous research, correlations for non-choosers were weak and non-significant in both the immediate (r (286) = . 09, ns) and delayed conditions (r (163) = . 06, ns). DISCUSSION While the dominant perspective in eyewitness identifica- tion research has been that the CA relationship is, at best, a weak one, recent research—underpinned by theoretically motivated changes in design and analysis techniques—has demonstrated meaningful CA relationships when certain pre-conditions are met.The present study extends this research, providing an important test of the boundary conditions of the CA relation. Variation in retention inter val is (a) theoretically linked to variation in memory quality (and, thus, confidence and accuracy), (b) typical in the forensic setting, and (c) atypical in psychological investigations of the CA relation. Further, the emphasis placed on confidence when assessing the reliability of identification evidence in the forensic setting makes the effect of varied retention interval on the CA relationship an issue of applied and theoretical relevance.The most striking feature of our examination of the effect of retention interval on the CA relationship is the consistency of the findings across retention interval con- ditions. Consistent with previous calibration research in the eyewitness and face recognition paradigms (e. g. , Brewer & Wells, 2006; Juslin et al. , 1996; Sauerland & Sporer, 2009; Weber & Brewer, 2003, 2004, 2006), confidence and accuracy were meaningfully related for choosers in both the immediate and delayed conditions, particularly in the upper half of the confidence scal e.Further, both conditions show systematic increases in diagnosticity with increased witness confidence. Compared to the immediate condition, the delayed condition demonstrated an increase in general overconfidence and a decrease in the absolute levels of diagnosticity. However, such differences are equally likely to occur when retention interval is held constant but target stimuli or instructional bias are varied (e. g. , Brewer & Wells, 2006).Of primary importance is the finding that the fundamental nature of the CA relationship, as evidenced by the shape of the calibration functions and the systematic relationship between confidence and diagnosticity, did not vary meaningfully between conditions. As Bruck and Poole (2002) note, albeit it in a different context, when assessing consistency across conditions, patterns of findings are often more informative than individual numbers. While our conclusions may be similar to those of Juslin et al. 1996) in that CA calibration was still e vident when the retention interval was extended, our findings add sig- nificantly to our understanding of the effect of retention interval on the CA relation. Whereas there was no evidence that Juslin et al. ’s retention interval manipulation affected memory strength, our manipulation clearly affected rec- ognition memory performance and yet evidence of CA calibration persisted. Moreover, CA calibration was evi- dent at the longer retention interval in our study, despite the absence of several methodological features contained in Juslin et al. s research that may have buttressed the CA calibration detected at their longer retention interval. This suggests that these idiosyncrasies were not sufficient to affect the CA association. Additionally, by providing data from a field setting using multiple sets of encoding and test materials, our study provides an important pointer to the likely generality of the above conclusions. The improved diagnosticity in both retention interval conditions evident at the upper confidence levels has significant forensic implications.Highly confident identi- fications, when compared to those made with low confidence, are likely to have a greater impact on police investigations and jury decision making. For example, in the absence of other compelling evidence, police are more likely to proceed with a case given a highly confident identification than given an identification made with low confidence. Further, compared to an identification made with low confidence, an identification made with high confidence is likely to be more persuasive in the 123 Law Hum Behav (2010) 34:337–347 345 courtroom, and thus exert a more pronounced effect on juror assessments of likely guilt. Thus, it is reassuring that the identification decisions likely to exert the greatest influence in criminal justice system are those for which (a) diagnosticity is greatest and (b) there was no significant variation in CA relationship associated with inc reased retention interval. We emphasize here, of course, that we are talking only about relationships detected when confi- dence was measured and recorded immediately after the identification, and not when opportunities for influencing confidence judgments had occurred.A potentially interesting difference between the CA relations obtained in the two conditions presents in the lower half of the confidence scale for the chooser curves. As previously outlined, while the immediate condition curve exhibited underconfidence in the lower confidence levels, the delayed condition curve maintained its resem- blance to the ideal function (i. e. , low confidence ratings were accompanied by equivalently poor identification performance). As noted earlier, confidence judgments may be shaped not only by memory strength but also by various non-memorial factors.It may be the case that, because the immediate condition provided virtually no time for the memory trace to degrade, very low confidence esti mates in this condition reflected the influence of misleading meta- cognitive inferences. In contrast, the delayed condition allowed for significantly greater degradation in memory trace, and, consequently, a greater drop in identification accuracy than did the immediate condition. In the delayed condition, very low confidence was perhaps more likely to reflect poor memory quality and, consequently, predict very poor performance.Thus, in this condition, confidence and accuracy corresponded more closely at the lower confidence levels, and the overall level of confidence-based discrimination increased (as evidenced by the NRI statis- tics). The improved resolution associated with the longer retention interval in the present study supports claims made by Lindsay et al. (2000, 1998) that the CA relation (and, in particular, resolution) is likely to be most evident in con- ditions that produce greatest variability in witnesses’ memory strength.However, given the low number of data points for these confidence categories, any conclusions must be tentative. Moreover, from an applied perspective, the data clearly show that low confidence identifications are associated with low accuracy (regardless of the exis- tence of over- or underconfidence). We should note three features of this study that might possibly have influenced the pattern of results obtained. First, despite email reminders to participants in the delay condition, there was still significant attrition.If it turns out that those conscientious enough to respond were also more conscientious—and, importantly, effective—when deter- mining confidence judgments, then it is conceivable that the strength of the CA relation is overestimated in our delay condition. However, we know of no evidence that could sustain an argument either way on this issue. Second, our retention interval manipulation was confounded with method of responding. Participants in the immediate test condition provided their r esponses during face-to-face interactions with the researcher, while delayed condition participants responded via computer.As previously noted, social influence can undermine the confidence–accuracy relationship. However, given (a) the similarity of CA rela- tionships evident between conditions in this experiment and (b) the similarity in CA relationships between the imme- diate condition in this experiment and previous work using similar (i. e. , relatively short though not immediate) reten- tion intervals and non-face-to-face responding (Brewer & Wells, 2006; Weber & Brewer, 2003, 2004, 2006), there is no reason to believe that method of responding exerted a significant effect on the results obtained.Third, for ethical reasons the encoded event in our field study did not involve a crime. Whether this might influence the CA relationship is also not known, though there is no obvious reason why this variable should interact with retention interval. What we do know, of course, is that the most reliable determinant of variations in the degree of over/underconfidence is task difficulty (see Brewer, 2006; Weber & Brewer, 2004), with our various stimuli providing tasks of sufficient difficulty to produce over- rather than under-confidence and, predict- ably, greater overconfidence in the delay condition.In sum, this research asked: Does an increase in retention interval undermine the meaningful CA relationships reported in recent research? These results suggest not, at least not for retention intervals in the range used here. For choosers in both the delayed and immediate conditions, increased confidence was associated with increased proba- ble accuracy. While this finding is encouraging, one important caveat is required. Although retention interval did not affect the CA relationship observed, many factors capable of distorting the CA relation over time in the forensic setting (e. g. confirming feedback/interaction with co-witnesses, repeated post-event quest ioning) were not addressed in our approach. It would be premature to suggest that, in the forensic setting, confidence-based discrimina- tion of accuracy will not ever vary with increased retention interval. Simply increasing retention does not, by itself, seem to dampen the CA relation, but increased retention intervals may be associated with increased exposure to other factors likely to affect the relationship between con- fidence and accuracy. Moreover, it should be noted that retention intervals long enough to reduce identification accuracy to chance levels (i. . , likely much longer than in this study) would constrain variation in accuracy, reducing the extent to which confidence can discriminate accurate from inaccurate identification decisions. 123 346 Law Hum Behav (2010) 34:337–347 ?Acknowledgments This research was supported by grant DP0556876 from the Australian Research Council and a Flinders Research Grant. We are grateful to Monica Beshara, Megan Cant, Danielle Chant, Kelly Ferber, Suzana Freegard, Caitlin Hithcock, Michaela O’Keefe, Lucy Pillay, Carla Raphael, Nancy Whitaker, and Anneke Woods for their assistance with data collection. REFERENCESBothwell, R. K. , Deffenbacher, K. A. , & Brigham, J. C. (1987). Correlations of eyewitness accuracy and confidence: Optimality hypothesis revisited. Journal of Applied Psychology, 72, 691– 695. Bradfield, A. L. , & Wells, G. L. (2000). 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Exam Notes

Chapter 1- PRE MID Study Questions : 1) What are the challenges of working in the new economy 2) What are the organizations like in the new workplace? 3) Who are the managers and what do they do? 4) What is the management pricess? 5) How do you learn the essential managerial skills and competencies? Overview of the 21st century workplace -Organizations must adapt to rapidly changing society -Economy is global and driven by innovation and technology -High performing companies gain extraordinary results from people working for them -Interdependent, knowledge based STUDY QUESTION 1Intellectual Capital- People are the ultimate foundations of organizational performance, it is the collective brainpower or shared knowledge of a workforce that can be used to create value. A knowledge worker adds to the intellectual capital of an organization. Globalization- National boundaries of world business have largely disappeared. Globalization is the worldwide interdependence of resource flows, produc t markets, and business competition that characterize the new economy. Technology- There is an increasing demand for knowledge workers with the skills to full utilize the technology such as (internet computers and information technology)Diversity- Workforce diversity reflects differenes with respect to gender, age, race, ethnicity, religion, sexual orientation, and able bodiednes. Creates a diverse and multicultural workforce but challenges and offers opportunities to employers. Ethics- Code of moral principles, society requires business to operate according to high moral standards. Emphasis today is on restoring the strength of corporate governance. STUDY QUESTION 2 Some Critical skills for success in the workplace are; mastery, contacts, entrepreneurship, love of technology, marketing, passion for renewal.Organization- A collection of people working together to achieve a common purpose. Organizations provide useful goods and or services that return value to society and satisfy cus tomer needs. Organizations are Open Systems- Composted of interrelated parts that function together to achieve a common purpose and interact with their environments. They transform resource inputs into product outputs(goods and services). Environmental feedback tells organization how well it is meeting the needs of customers and society.Organizational Performance- value is created when an organization’s operations ads value to the original cost of resource inputs. Value creation occurs when businesses earn a profit or nonprofit organizations add wealth to society. Organizational Performance -Productivity: an overall measure of the quantity and quality of work performance with resource utilization taken into account -Performance Effectiveness: An output measure of task or goal accomplishment -Performance Efficiency: An input measure of the resource costs associated with goal accomplishmentWorkplace changes that provide a context for studying management; belief in human capital , demise of â€Å"command and control†, emphasis on teamwork, Preeminence of technology, Embrace of networking, New workforce expectations, concern for work-life balance, focus on speed. STUDY QUESTION 3 Importance of human resources and managers; toxic workplaces that treat employees as costs, High performing organizations treat people as valuable strategic assets, managers must ensure that people are treated this way.Manager- a person in an organization who supports and is responsible for the work of others, they are the ones who help those whose tasks represent the real work of the organization. Levels of Management: a)Top Managers- responsible for performance of an organization as a whole or for one of its larger parts. b) Middle managers- in charge of relatively large departments or divisions. c) Project managers- coordinate complex projects with task deadlines d) Team Leaders or supervisors- in charge of a small work group of non-managerial workers.Reponsibilities of te am leaders: Plan meetings and work schedules, clarify goals and tasks, and gather ideas for improvement, appraise performance and counsel team members, recommend pay raises and new assignments, recruit, develop and train team members, encourage high performance and teamwork, inform team members about organization goals and expectations, inform higher levels of work unit needs and accomplishments, co-ordinate with others teams and support the rest of the organization. Types of Managers: a)Line Managers: responsible for work activities that directly affect organizations outputs. )Staff managers: use technical expertise to advise and support the efforts of line workers c) Functional managers: responsible for a single area of an activity d) General managers: responsible for more complex units that include many functional areas. e) Administrators: work in public and nonprofit organizations. Managerial Performance and Accountability- accountability is the requirement of one person to answ er to a higher authority for relevant performance results. Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work.Quality of work life (qwl) – an indicator of the overall quality of human experiences in the workplace. Some indicators are: fair pay, safe working conditions, opportunities to learn and use new skills, room to grow and progress into a career, protection of individual rights, pride in work itself and in the organization. High performing managers: build working relationships with others, help others develop their skills and performance competencies, foster teamwork, create a work environment that is performance driven and provides satisfaction for workers.The organization as an upside down pyramid: each individual is a value-added worker. A managers job is to support workers’ efforts. The best managers are known for helping and supporting. STUDY QUESTION 4 Managem ent is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals. All managers are responsible for the four functions, and they are carried on continually. Functions of management a) Planning – the process of setting objectives and determining what actions should be taken to accomplish them. ) Organizing- the process of assigning tasks, allocating resources and arranging the coordinated activities of individuals and groups to implement plans c) Leading- the process of arousing people’s enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives. d) Controlling- the process of measuring work performance, comparing results to objectives and taking corrective action as needed Managerial activities and roles a) Interpersonal roles- involve interactions with persons inside and outside the work unit b) Informational roles- Involve giving, receiving, and analyzing of information. ) Decisio nal Roles- involve using information to make decisions in order to solve problems or address opportunities Characteristics of managerial work: Managers work long hours, work at an intense pace, work at a fragmented and varied tasks, work with many commutation media, work largely though interpersonal relationships. Agenda setting- Development of action priorities for ones job, includes goals and plans that span long and short Networking- The process of building and maintaining positive relationships with people whose help may be needed to implement ones work agendasSTUDY QUESTION 5 Essential managerial skills: Skill-the ability to translate knowledge into action that results in desired performance Technical skill- the ability to apply a special proficiency or expertise to perform particular tasks* lower level managers have more of this Human skill- the ability to work well in cooperation with others Conceptual skill- the ability to think critically and analytically to solve complex p roblems. * top level managers have more of this Managerial Competency- A skill-based capability that contributes to high performance in a management job.Managerial competencies are implicit in: Planning, organizing, leading and controlling. Informational, interpersonal, an decisional roles. Agenda setting and networking. Chapter 7-PRE MID Study Questions: 1) How is information technology changing the workplace? 2) What is the role of information in the management process? 3) How do managers use information to make decisions? 4) What are the steps in the decision-making process? 5) What are the current issues in managerial decision making? STUDY QUESTION 1Knowledge and knowledge workers provide a decisive competitive factor in today’s economy. Intellectual Capital- shared knowledge of a workforce that can be used to create wealth * irreplaceable organizational resources* Electronic commerce- the process of buying and selling goods and services electronically through use of the internet. Implications if IT within organizations: Facilitation of communcation and information sharing, operating with fewer middle managers, flattening of organizational structures, faster decision making and increased coordination and control.How IT is changing the office: progressive organizations activiely use it to help achieve high performance in uncertain environments. Key developments in networked offices are instant messaging and peer to peer sharing (p2p) STUDY QUESTION 2 Data- raw facts and observations Information- Data made useful for decision making drives management functions Characteristics of useful info: timely, high quality, complete, relevant, understandable. Information system- Use of the latest IT to collect, organize and distribute data for use in decision making.Management Information System (MIS)- specifically designed to meet the information needs of managers in daily decision making. Decision to support syste (DSS)- An interactive information system that allows users to organize and analyze data for solving complex and sometimes unstructured problems. Group Decision Support System (GDSS)- facilitates group efforts to solve complex and unstructured problems. *use groupware Artificial Intelligence (AI)- computer systems with the capacity to reason the way people do. Expert Systems (ES)- Software systems that use AI to mimic the thinking of human experts.Managerial advantages of IT utilizations 1) Planning advantaes- better and more timely access to useful information, involving more people in planning. 2) Organizing advantages- more ongoing and informed communication among all parts of the organization, improved coordination and integration 3) Leading advantages- improved communication with staff and stakeholders, keeping objectives clear. 4) Controlling advantages- more immediate measure of performance results, allows real-time solutions to performance problems STUDY QUESTION 3Performance deficiency- actual performance being less th an desired performance Performance opportunity- actual performance being better than desired performance Problem Solving- the process of identifying a discrepancy between actual and desired performance and taking action to resolve it. Decision- a choice among possible alternative course of action. Programmed decisions- apply solutions that are readily available from past experiences to solve structured problems, these problems are ones that happen often and are familiar.Nonprogrammed decisions- develop novel solutions to meet the demands of unique situation that presents unstructured problems. Commonly faced by higher-level management Crisis Decision making – a crisis involves an unexpected problem that can lead to disaster if not resolved quickly and appropriately. Certain Environment- offers complete info about possible action alternatives and their outcomes Risk Environment- lacks complete info about action alternatives and their consequences, but offers some estimates of probabilities of outcomes for possible action alternatives.Uncertain Environments- Information is so poor that probabilities cannot be assigned to likely outcome of known action alternatives. Systematic v/s intuitive thinking- systematic thinking approaches problems in a rational step by step and analytical fashion. Intuitive thinking approaches problems in a flexible and spontaneous fashion. Multidimensional thinking applies both intuitive and systematic thinking. Effective multidimensional thinking requires skill at strategic opportunism. STUDY QUESTION 4 Decision making ProcessStep 1- Identify and define the problem: focuses on information gathering, info processing and deliberation. Decsion objectives should be established Step 2- Generate and evaluate possible solutions; potential solutions are formulated and more info is gathered, data are analyzed, the advantages and disadvantages of alternative solutions are identified. Step 3-decide on a preferred course of action; classica l decision model managers act rationally in a certain world, managers face clearly defined problems and have complete knowledge of all possible alternatives and their consequences this results in an optimizing decision.OR behavioral decision model; managers act in terms of what they perceive about a given situation, recognizes limits to human information-processing capabilities, they will choose the first satisfactory alternative Step 4- Implement the decision solution; involves taking action to make sure the solution decided upon becomes a reality, managers need to have willingness and ability to implement action plans. Step 5- evaluate results; involves comparing actual and desired results, positive and negative consequences of chosen course of action should be examined.STUDY QUESTION 5 Availability Heuristic- people use information â€Å"readily available† from memory as a basis for assessing a current event or situation Representativeness Heuristic- People assess the like lihood of something happening based upon its similarity to a stereotyped set of occurrences Anchoring and adjustment Heuristic- People make decisions based on adjustments to a previously existing value or starting point. Ethics double check- any decision should follow this ethics rule ask yourself â€Å" how would I feel if my family found out about this decision? â€Å"how would I feel if this was published in the newspaper† *ethical decisions satisfy the following criteria : utility, rights, justice, caring. Chapter 2- POST MID Study Questions 1) what can be learned from classical management thinking? 2) What ideas were introduced by the human resource approaches? 3) What is the role of quantitative analysis in management? 4) What is unique about the systems view and contingency thinking? 5) What are the continuing management themes of the 21 century? STUDY QUSTION 1Classical Approaches to management: 1) Scientific Management-(Frederick Taylor) Decelop rules of motion , st andardized work implements and proper working conditions for every job. Carefully select workers with the right abilities for the job. Carefully train workers and provide proper incentives. Support workers by carefully planning their work and removing obstacles. (The Gilbreths) Motion study, science of reducing a job or taskt to its basic physical motions. Eliminating wasted motions imporves performance. ) Administrative Principles ( Henri Fayol) – RULES OF MANAGEMENT a) foresight- co complete a plan of ation for the future b) organization- tp provide and mobilize resources to implement the plan c) coordination- to fit diverse efforts together and ensure information is shared and problems are solved. d) Control- to make sure things happen according to plan and to take necessary corrective action PRINCIPLES OF MANAGEMENT a) Scalar chain- there should be a clear and unbroken line of communication from the top to the bottom of the organization. ) Unity of command- each person sh ould receive orders from only one boss c) Unity of direction- one person should be in charge of all activities with the same performance objective. MARY PARKER FOLLET Group and human cooperation; Groups are mechanisms through which individuals can combine their talents for a greater good, Organizations are cooperating communities of managers and workers. Mangagers job is to help people in the organization cooperate and achieve an integration of interests.Forward-looking management insights; making every employee an owner creates a sense of collective responsibility (precursor of employee ownership, profit sharing, an gain sharing). Business problems involve a variety of inter-related factors. Private profits relative to public good (precursor of managerial ethics and social responsibility) 3) Bureaucratic Organization (max Weber)- Bureaucracy is an ideal intentionally rational and very efficient form of organization. Based on principles of logic, order, and legitimate authority.Char acteristics of Bureaucratic organizations : clear division of labor, clear hierarchy of authority, formal rules and procedures, impersonality, careers based on merit. STUDY QUESTION 2 Human resource approaches include : 1) Hawthorne Studies – initial tudy examined how economic incentives and physical conditions affected worker output. No consistent relationship found. â€Å"Psychological factors† influenced results. Relay assembly test room studies manipulated physical work conditions to assess impact on output, was designed to minimize the â€Å"psychological factors† of previous experiment.Factors that accounted for increased productivity : group atmosphere and participative supervision. Employee attitutes, interpersonal relations and group processes- some things satisfied some workers but not others, people restricted output to adhere to group norms. Lessons from the Hawthorne Studies: Social and human concerns are keys to productivity, hawthorne effect-peopl e who are singled out for special attention perform as expected. 2) Maslows theory of human needs- a need is a physiological or psychological deficiency a person feels compelled to satisfy.Need levels: physiological, safety, social, esteem, self actualization. Deficit principle- a satisfied need is not a motivator of behavior Progression principle- a need becomes a motivator once the preceding ower level need is satisfied. *Both principles cease to perate at a self actualization level 3) McGregors Theory X assumes that workers: dislike work, lack ambition, are irresponsible, resist change, prefer to be led. McGregors Theory Y assumes that workers are: willing to work, capable of self control, willing to accept responsibility, imaginative and creative, capable of self direction.Implications of Theory x and y : managers create self fulfilling prophecies, theory x managers create situations where workers become dependent and reluctant. Theory Y managers create situations where workes r espond with initiative and high performance * central to notions of empowerment and self management 4) Argyris’s theory of adult personality – classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality.Management practices should accommodate the mature personality by: increasing task responsibility, increasing task variety, using participative decision making. STUDY QUESTION 3 Management science (operations research) foundations – scientific application of mathematical techniques to management problems. Techniques and applications include: mathematical forecasting, inventory modeling, linear programming, queuing theory, network models, simulations.Quantitative analysis today- use of staff and specialists to help managers apply techniques, software and hardware developments have expanded potential quantitative applications to managerial problems. Good judgement and appreciation for human factors must accompany use of quantitatitve analysis. STUDY QUESTION 4 System-collection of interrelated parts that function together to achieve a common purpose. Subsytem- A smaller component of a larger system Open systems- organizations that interact with their environments in the continual process of transforming resource inputs to outputs.Contingency thinking- triest to match managerial respinses with problems and opportunities unique to different situations. * espically indicidual or environmental differences. No â€Å"one best way† to manage. Appropriate way to manage depends on the situation. STUDY QUESTION 5 Quality and performance excellence- managers and workers in progressive organizations are quality conscious. * wuality and competitive anaylsis are linked Total Qaulity Management (TQM) – Comprehensive approach to continupus quality improvement for a total organization, creates context for the value chain.Global Awareness- pressure for quality and performance exce llence is created by a highly competitie global economy. Has promoted increasing intrest in new management concepts: process engineering, virtual organizations, Agile factories, network firms. Adoption of the theory Z management practices. Core Factors of a leraning Organization -mental models -personal mastery -systems thinking -shared vision -team learning In the 21st century managers must be Global strategists, masters of technology, inspiring leaders and models of ethical behaviour.

Philosophy( ethical interview) Essay Example | Topics and Well Written Essays - 1000 words

Philosophy( ethical interview) - Essay Example She is a humanitarian as well as an environmentalist. She recycles every week and is usually inclined to bring in stray cats and dogs when she spots them along the street. Jenny’s L.P.N. position brings her to the aid of many elderly individuals who are incontinent and unable to manage the basics of personal care. Certain aspects of her job place her in a position of having to change diapers or clean up messes involving bodily fluids. This is a task which would cause even the strongest of stomachs. When asked how she is able to stomach such tasks, she says that she is reminded of her elderly grandparents who require similar levels of care. She recalls how they came from such terrible events in history and yet continued on with their lives disallowing the events of the Holocaust from keeping them from living their lives and from being productive human beings. She is so proud of this legacy, that she gleans a sense of perseverance from their attitude. She also tends to see many of her elderly patients as individuals who have been through most of what life has had to offer; and that those individuals deserve our respect and care. Because of this p hilosophy, Jenny is motivated to care for these elderly patients in a way that honors them in a manner of dignity and respect. Jenny tends to work more with elderly citizens at her hospital position more so than with middle age individuals or children. This is a job that many in the nursing field would rather not do. There is certainly a difference between changing the diaper of an infant and the diaper of an elderly person. Because of her feelings on the elderly and her love and respect of them; she is very enthusiastic about being able to care for them on a day to day basis. She often finds herself having to feed them or assist them with their meals and snacks. This is an opportunity she says, to allow them to open up and talk. Sadly, Jenny says

Increae productivity and safety at night shift Research Paper - 1

Increae productivity and safety at night shift - Research Paper Example These problems affect the productivity of the workers working in the night shifts of the manufacturing firm. Physical and mental stress associated with the working in the night shifts increases the possibilities of errors on the part of the workers along with increasing instances of accidents. With the general habits of human beings of being more active during the day hours the performance level of the workers in general deteriorates with a change in the pattern. Moreover the workers of the manufacturing units need to work in different and more than one shift in each day and hence these poorly framed patterns of the shifts also increases the fatigue of the night shift workers. Apart from physical problems several questions have been raised regarding the security of the workers working in the night shifts more prominently for the women workers of the units. Thus study has been made in order to consider the negative effects of night shift working and suggesting possible solutions for t he problems. Both primary and secondary research methods have been used in the study for satisfying the objective. The study reveals that the productivity of the workers decreases in the night shifts with the same worker being able to work more efficiently in some other shifts of the day. Moreover there exists gender discrimination in the manufacturing units with the experienced women workers getting equal to salaries of newly employed male workers of the units. Incidents of accidents are also studied to be more in the night shifts. In regards to the implementations of certain solutions to the problems it has been suggested that the administration needs to be more aware in regards to the provision of proper medical facilities required in emergencies along with proper training to the workers. The supervisors need to be entrusted with proper evaluation of the employees in regards to their safety as well as productivity. Moreover if certain

Planning Alliances Essay Example | Topics and Well Written Essays - 500 words

Planning Alliances - Essay Example The first issue is that the management teams do not have substantial approaches that guarantee comprehensive utilization of these systems. Despite the multiple advancements in technology, particularly in working with distance, management teams do not put in the necessary resources in making the best out of combined efforts in information technology. Definitely, if management focused on utilizing IT in developing strategic alliances among organizations, it would enhance their competition statures. Notably, apart from those management teams that fail in utilizing IT at all in their alliances, there are those that recognize the different management information systems and information reporting systems as essential facets of the alliances but only focus on exploiting the resources of a single organization alone. This is not only a factor of limitation but also affects the utilization factor. Combined resources in form of MISs, work teams and information technology knowledge are more efficient for alliances but management teams overlook the factors of integration and sharing in strategic partnerships. Among the core objectives of strategic alliances is using the difference to come up with an effective compromise on markets, customers, processes and culture (Thomas 2004). This aspect also applies in information technology systems. Most companies that are IT oriented insist on integration of systems and sharing of information; however, the management teams waste a lot of time and attention on approaches to minimize conflict and reach agreement. Instead of focusing on how to make the systems compatible or evaluating the integration as the main issues, the partners focus on the flaws of the opposing systems and reasons why the integration should not happen. The most efficient approach to integration of information technology in strategic alliances is putting commendable focus on execution and maintenance rather than wasting energy and time on the

International economics Essay Example | Topics and Well Written Essays - 6250 words

International economics - Essay Example UK economy has experienced greater growth in the current century as compared to the last few decades of the twentieth century. However, the international trade scenario of UK does not seem promising with a consistent trade deficit although there has been growth in both export and import values. This is because the real value of imports remains far below than the real value of exports. The growth of service exports in developing countries has also affected UK economy as the nation has lost market for service exports in those countries especially China. In the backdrop of globalization no country can survive within the boundary of economics at national level. A country’s economy including industry, service sectors, employment and standard of living is dependant on the association with its trading partners. This association is established with import and export of goods, services, labour, technologies and investments. It is not possible to create national economic policies without considering their effect on the economies of other countries. With a number of factors like the formation of the European Union in the 1950s, the growth of multinational companies in the 1960s, the growing market strength of the oil producing countries, and introduction of euro in the beginning of twenty first century have all paved the way for interdependence of countries worldwide and evolution of a global economy (Carbaugh, 2010, p.1). In the world of business in the current century, business is the key factor in the relationships between differe nt countries. Today any business enterprise even the small and emerging ones consider every nook of the world as market for its products and services, and no business confines its activities within the national boundaries. In many companies, the annual sales level exceeds the gross national product (GNP) of some

Psychology- theorist Essay Example | Topics and Well Written Essays - 2000 words

Psychology- theorist - Essay Example Through the above theories, human behavior will be properly analyzed and illustrated using one character trait that I posses. Human behavior is explained to be the characteristic conscious or subconscious activities that people adopt (Watkins, 1998). For example, I am characteristically judgmental when people do me wrong. I tend to assume that people are totally responsible for their actions and mistakes. This has been a tough issue between me and my acquaintances because I always assume the role of the judge when problems arise even in cases of accidents. The curiosity to understand why I am judgmental prompted me to try and understand the theories that might provide possible solutions to my investigation. The theories include the Freud, Jung, Adler, Erikson, Allport, Cattell & Eysenk, Skinner, Bandura and Mischel, Kelly, Rogers and Maslow, and May  theories (Willingham, 2006). The theories utilize human behavior to analyze the possible and common precursors to the phenomenon. The following paper is an essay describing the various theories, their assumptions and considerations which will try and explain the reasons why human beings adopt certain behaviors while still trying to unravel the reason why I am judgmental. Throughout the past centuries, humans have been credited with different life tendencies and habits which are often considered natural. As described by Watkins (1998, p 92), ‘a person is easily identified by his behavioral trends and habits which are unique’. The reasons why people are different has been investigated and explained in depth in a number of theories. To tackle the issue adequately, certain explanations and theories will be utilized. For starters, the Freud theory that explores the three human factors that surround the human personality. In his theory, Freud had utilized three levels of awareness, namely the conscious, subconscious and the precautious (Claire, 2007). He explains that the conscious includes only our current

The Use of Photography as Historical Evidence Essay

The Use of Photography as Historical Evidence - Essay Example These photographs enhance and elevate the understanding of historians and provide them in-depth information regarding the history and past civilizations and hence, they come up with the enlightening facts regarding the people and societies from the past. The access to important photograph makes possible the sound interpretation and understanding of the historical events and civilizations illuminated by the historian's own knowledge. The historians utilize the photographs conveying a message, specific event, or any facts relevant to historical periods as evidences and proves of the events they point in the course of re-assembling the patches from past life and explicating it to the world. They also use these as evidences to connect or synchronize one historical event or fact to another so as to highlight the causes or significance of an event in the light of a photographed fact and reality. The photographs not only assist the historians in finding out the social events and conditions of the historical era but also elaborate the occupational and work-related situation being confronted by the people of past civilizations.

DQ knolege creathion Essay Example | Topics and Well Written Essays - 1000 words

DQ knolege creathion - Essay Example Can be linked to the work place where it is to be implemented. 4. Solutions to be implemented are found to be efficient in both time taken and overall cost.. It is those who make decisions within an organization who can best take advantage of any research results as this should serve to highlight such things as current and future market trends as well as any possible risks to be considered The maximum benefit from any research undertaken will be achieved if it is based upon most accurate picture of what is actually happening as well as the theories involved, but it can prove to be a difficult task to fit the practical results alongside the theoretical models. The aim for business researchers must be to arrive at knowledge based upon the two complementary aspects of rigour and usefulness. Rousseau ( 2006) and other proponents of a management style based upon evidence believe that this is possible. However , more recently Morrell ( 2008) criticized this picture and questioned whether i t was really possible for management research to be done in this way and yet be rigorous enough. Is such research valid or is it just based upon theories? The topic for research, if it is to serve a useful purpose, must come out of the workplace ad problems faced there Such an example occurred when I worked for KPC Kuwait petroleum. Each month a crude monthly price was issued according to a fixed discount on the Saudi AM price for their crude. This real life practice example was afterwards used as a topic by management researchers. In 2009 Kieser & Leiner said that they thought that it should be easy for practice and theory to come together because good research can unite theory and the practice. For this reason education , whether in business schools or a mainstream university, is able to provide management researchers with the skills necessary to cope with any problems which arise. In 1987, Shrivastava (, p 88) suggested the use of research variables in relation to the goals of an organization and that research findings must be tested in situ with researchers being rewarded , testing research findings in organisational settings and reward researchers based upon the way in which their research can be applied in a practical way. In this way the gap often observed between practice and research will be closed or at shrink to a smaller one., as echoed ( 2005) by Bennis and O’Toole. It was suggested by Rousseau ( 2006, page 266) that the best evidence based research should be linked to work practise and solutions arrived at using a process of cause and effect. The culture of an organization that wants to be successful must allow for intelligent experimentation and possible failure in order the useful knowledge can be created. Rousseau believes that management is such a complex field that metaskills are required to deal with it successfully. Over simplification is a danger to be avoided, because there are no ‘one size fits all’ answers ( page 26 7) Also suggested by the same author is that feedback must flow with ease between educators, managers and researchers. On page 257 ( 2006) decries management gurus such as Jack Welsh and McKinsey who seem to suggest management decisions based upon relatively weak evidence. On the other hand their suggestions are relatively easy to understand as compared to duller and complex academic offerings. Perhaps there needs to be a middle way such as the 2005 article by Bennis and O’Toole in Harvard Business Review, which is a non-academic, non peer reviewed