SCHOOL OF MANAGEMENT NBA5980‚ BEHAVIORAL FINANCE FALL SEMESTER (2ND HALF)‚ 2012 Prof. Ming Huang 401H Sage Hall Phone: 255-9594 Email: mh375@cornell.edu Office hours: Monday 4:30-6:00pm Class Meetings: Section 01: Mon/Wed: 1:25-2:40pm Section 02: Mon/Wed: 2:55-4:10pm Location: Sage Hall B08 COURSE DESCRIPTION Traditional finance theories assume that financial market participants are rational‚ and argue that the financial market is always efficient and prices are always right. Behavioral finance
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Core Competencies Core competencies are the essential capabilities that create a firm’s sustainable competitive advantage. Based on experience‚ knowledge‚ and know-how‚ they are built up over time and cannot be easily imitated. For this reason‚ products and technologies are seldom core competencies. The advantage they provide is short-lived‚ and other companies can readily purchase‚ emulate‚ or improve upon them. Core competencies are more likely to be processes. Processes cut across functional
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Behavioral Economics Cicero Seisdedos PB535 – Business and Financial Literacy Professor: Dr. Nancy Wood‚ PhD December 09‚ 2012 Introduction Behavioral Economics is an extremely important field of psychology; it seeks to expand the current tools that researchers use in economics and finance to introduce new models of human behavior that are adequately founded in psychological research. The Behavior Economics is crucial in business decision making process. The knowledge in Business and Financial
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Dorothy Johnson’s Behavioral Model: Theory Into Practice‚ Plan‚ and Evaluation Linda De Meule Walden University NURS-6125-16 May 15‚ 2011 Dorothy Johnson’s Behavioral Model: Theory Into Practice‚ Plan‚ and Evaluation The behavioral model of care was the result of many years of reflection and study by Dorothy Johnson. The major drive in her publications and teachings validates that nursing is a distinct and separate science from medicine (Parker&Smith‚ 2010). In this she focused
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Competency- Definition A competency is a characteristic of an employee that contributes to successful job performance and the achievement of organizational results. Fig 1 These include knowledge‚ skills‚ and abilities plus other characteristics such as values‚ motivation‚ initiative‚ and self-control. Fig 2 Competency based Recruitment Organizations need to attract and select
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Competency Framework A competency framework is a comprehensive structure which describes different competencies with its specific set of behavioral indicators and measurement criteria. Most of the organizations have their own distinct set of competency framework which is in alignment to their visions and mission and long and short term organizational goals.There are certain clear benefits of the competency framework for the organizations: 1. A common understanding of critical success factors
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Behavioral Expectations The basis of a positive and effective learning environment are centered around the ideas of consistency‚ mutual respect‚ participation and trust. Without these values no classroom‚ work‚ or home environment can function at their true potential. As in any structured atmosphere‚ a classroom must have participation from its students in the procedures and routines set in place by their educator. It is equally as important for the educator to convey his or her expectations
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competitive advantage is through the use and development of core competencies. Core competencies are the value created activities that allows a company to achieve efficiency‚ quality‚ innovation‚ or customer responsiveness (Jones‚ 2010). Two specific core competencies that give an organization a competitive advantage are functional and organizational resources. Functional resources are simply the skills possessed by an organization’s functional personnel. These resources are so vital to an organization’s
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attention‚ following directions‚ or being quiet from time to time‚ but for children with ADHD‚ these behaviors occur more frequently and are more disturbing to the children and those around them. The most conservative estimates suggest that about 3 to 5 percent of children under the age of 18 have Attention Deficit Hyperactivity Disorder (Ingersoll 1). The core problems of ADHD are attention problems‚ difficulty controlling impulsive responding‚ and excessive motor activity (Ingersoll15). Each of
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Functional Conflict Functional conflict within a team can be defined as the process by which diversities and misunderstandings arise in a workplace‚ including the processes to resolve them. These differences cause friction between members and hinder (or completely halt) performance. Functional conflict consists of managing these misunderstandings‚ viewing the areas of collision from another’s perspective‚ compromising on the disagreement and becoming more sensitive to team issues in the future
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