Research Methods in Psychology

‘‘Treat Reporters as Gentlemen’’ is a critical complain from the members of press that scientists’ actions are appalling; therefore not fitting to be role models. Researchers tend to offer modest and abstract information. They are habitually reluctant to divulge more details prompting people to view them as ill mannered.Advertising We will write a custom essay sample on Research Methods in Psychology specifically for you for only $16.05 $11/page Learn More Researchers hardly use public relations divisions to relay information about their work, but instead, arrogantly answer queries posed by reporters with no credible reputation. Some researchers have little experience with reporters treating them ruthlessly and mercilessly. They respond to queries concerning their work with dishonesty. Researchers are extremely selective over what they want printed for public and expert criticism, and are normally unwilling to share conta cts. They usually address their displeasure especially when it is late. Some have inadequate knowledge of science and should upgrade their grasp in science issues so that scientists and editors may nurture the public understanding of science. The article asserts that scientist must learn to acknowledge the importance of information dissemination and disclosure. It is notable that the article only mentions the steps taken as an organization in conducting this research through sending letters to leading scientists and science writers indicating their egotistical nature. It indicates that the research was first published in the scholarly journal ‘‘Bulletin of the Atomic S. The authors wrote letters to leading scientists and science writers elucidating perceived scientists’ behaviors by reporters and editors. They argued that scientists were out of touch with reporters, unwillingness to cooperate, and ill mannered. The authors then received responses from the scientis ts who gave their experiences with the reporters. This research design is correlation since it tends to relate perceptions of the reporters on scientists and their actual behavior by provoking their personalities by sending them harsh judgments. The popular version of this article only dwelt on the research outcomes but not the procedures of attaining findings and conclusions. From the article, it is imperative to know how the original research was formulated, executed and the dissemination of findings.Advertising Looking for essay on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Another crucial aspect is the procedures involved in the development of research background, literature review, study methodology, data collection, analysis, together with interpretation and reporting the results. It is thus vital for the scientists to make a paradigm shift in their actions to erasure the negative perception the reporters and other citi zens place on them. This essay on Research Methods in Psychology was written and submitted by user Macie York to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Battle of Ashdown in the Viking-Saxon Wars

Battle of Ashdown in the Viking-Saxon Wars Battle of Ashdown - Conflict Date: The Battle of Ashdown was fought January 8, 871, and was part of the Viking-Saxon Wars. Armies Commanders: Saxons Prince Alfred of Wessexapprox. 1,000 men Danes King BagsecgKing Halfdan Ragnarssonapprox. 800 men Battle of Ashdown - Background: In 870, the Danes embarked on an invasion of the Saxon kingdom of Wessex. Having conquered East Anglia in 865, they sailed up the Thames and came ashore at Maidenhead. Moving inland, they swiftly captured the Royal Villa at Reading and began fortifying the site as their base. As work progressed, the Danish commanders, Kings Bagsecg and Halfdan Ragnarsson, dispatched raiding parties towards Aldermaston. At Englefield, these raiders were met and defeated by Aethelwulf, the Ealdorman of Berkshire. Reinforced by King Ethelred and Prince Alfred, Aethelwulf and the Saxons were able to force the Danes back to Reading. Battle of Ashdown - The Vikings Strike: Seeking to follow up on Aethelwulfs victory, Ethelred planned an assault on the fortified camp at Reading. Attacking with his army, Ethelred was unable to break through the defenses and was driven from the field by the Danes. Falling back from Reading, the Saxon army escaped from their pursuers in the Whistley marshes and made camp across the Berkshire Downs. Seeing an opportunity to crush the Saxons, Bagsecg and Halfdan rode out from Reading with the bulk of their army and made for the downs. Spotting the Danish advance, 21-year old Prince Alfred, rushed to rally his brothers forces. Riding to the top of Blowingstone Hill (Kingstone Lisle), Alfred made use of an ancient perforated sarsen stone. Known as the Blowing Stone, it was capable of producing a loud, booming sound when blown into correctly. With the signal sent out across the downs, he rode to a hill-fort near Ashdown House to gather his men, while Ethelreds men rallied at nearby Hardwell Camp. Uniting their forces, Ethelred and Alfred learned that the Danes had encamped at nearby Uffington Castle. On the morning of January 8, 871, both forces marched out and formed for battle on the plain of Ashdown. Battle of Ashdown - The Armies Collide: Though both armies were in place, neither appeared eager to open the battle. It was during this lull that Ethelred, against Alfreds wishes, departed the field to attend church services at nearby Aston. Unwilling to return until the service was finished, he left Alfred in command. Assessing the situation, Alfred realized that the Danes had occupied a superior position on higher ground. Seeing that they would have to attack first or be defeated, Alfred ordered the Saxons forward. Charging, the Saxon shield wall collided with the Danes and battle commenced. Clashing near a lone, gnarled thorn tree, the two sides inflicted heavy casualties in the melee that ensued. Among those struck down was Bagsecg as well as five of his earls. With their losses mounting and one of their kings dead, the Danes fled the field and returned to Reading. Battle of Ashdown - Aftermath: While the casualties for the Battle of Ashdown are not known, the chronicles of the day report them as being heavy on both sides. Though an enemy, the body of King Bagsecg was buried at Waylands Smithy with full honors while the bodies of his earls were interred at Seven Barrows near Lambourn. While Ashdown was a triumph for Wessex, the victory proved pyrrhic as the Danes defeated Ethelred and Alfred two weeks later at Basing, then again at Merton. At the latter, Ethelred was mortally wounded and Alfred became king. In 872, after a string of defeats, Alfred made peace with the Danes. Selected Sources Berkshire History: The Legends of King AlfredBattle of AshdownBBC: King Alfred

Specializing On Safety Management Essay Example | Topics and Well Written Essays - 750 words

Specializing On Safety Management - Essay Example Upon studying the PowerPoint presentation entitled â€Å"Goal Setting for Young Professionals†, the first lesson I grasped was on the essence of goals in life. The presentation was rather frank on the areas where individuals waste precious time as they engage in unyielding routine activities such waiting for others (Mark, p5). Upon understanding this perception, the next set of thoughts that were triggered upon reading the presentation is the annual evaluation attributed to a successful individual. The review focused on various topics that define a successful individual, including investment, self utilization and ambition (Mark, p2). This was further stressed by the section that points on the avenues upon which to achieve various goals, inclusive of the appropriate steps of achieving each. These lessons have had a significant contribution to my profession life, especially with regards to issues such as planning and management of issues such as time. Subsequently, they have enabled me to be able to develop a blue print of my goals and ambitions for the next couple of years. This is of significant essence since it enables one lead an organized life that is steered by ambitions and an execution time frame. Apparently, a successful career deserves to incorporate a set of ambitions and beliefs that seek to offer the avenue upon which it subscribes. These factors are anticipated to shape up the path towards apprehending my professional ambitions.

Legal Studies Case Study Example | Topics and Well Written Essays - 3000 words

Legal Studies - Case Study Example The EAT held applying the test in Salmond on Torts. The counsel for the employers argued that the liability for the acts done by the other employees which had the effect of causing physical and verbal abuse to Jones cannot be put on the employers as such acts cannot be taken as having been done 'in the course of employment' under section 32 (1) of the RRA and therefore there is no question of vicarious liability to the employers. The contention of the counsel for the employer arguing that the tortuous acts of the other two employees cannot be held as 'acts done in the course of employment' will not hold ground, as the counsel based his argument on the basis of judgment in the case of Irving v The Post Office1, in which case there is no indication that the court relied on the subsection (1) of section32. Hence the counsel for the employer has based his argument on a wrong footing and hence his argument cannot be held valid under the law. The issue before the Court of Appeal was not to find whether treatment given to Jones can be regarded as a 'racial harassment'. The sole ground of appeal was that the industrial tribunal had been wrong to regard the racial harassment as having been "done by a person in the course of his employment" for the purposes of section 32(1). 4. (i) : Waite L.J was convinced about the representation of the counsel for the employee on pointing out that there are distinctions that greater remedies are available under the law including damages for the injuries to the feelings than those that can be claimed under Tort against an employer under the common law and "the total absence from the concept of vicarious liability in tort of any provision corresponding to the reasonable steps defence under section 32(3)." Waite L.J preferred the argument of Mr. Allen to that of Mr. Buckhaven due to the fact that there are no similarities between the statutory construction and the purposive construction on a plain reading of the section 32 (1) and that the phrase 'course of employment' is subjected to the gloss imposed on it in the context of vicarious liability on the common law context. 4. (ii). Mr. Allen argued substantial differences occur when the vicarious liability for Tort under the common law is considered against the statutory concept of section32. Counsel further submitted that the above position of the employers' liability under claim of Torts is to be contrasted with that under section 32 (1) of the RR Act where every action of a person in the course of employment are attributed to the employer "whether or not ... done with the employer's knowledge or approval." This argument of Mr. Allen is having substance and hence is preferable than the argument of M

Article Review Essay Example for Free

Article Review Essay Resource: Article Review Format Guide located on the student website Locate an article specifically related to the Sarbanes-Oxley Act (SOX Act) of 2002. Write a 350- to 700-word review of the article. Your review should discuss how the SOX Act may affect ethical decision making in today’s business environment, and the criminal penalties for which the act provides. Format your paper consistent with APA guidelines.Article: Why was the Sarbanes-Oxley Act of 2002 created and how does it impact financial reporting today? General Questions General General Questions Resource: Article Review Format Guide located on the student website Locate an article specifically related to the Sarbanes-Oxley Act (SOX Act) of 2002.

Affirmative Action Essay -- essays research papers

Since the beginning of time there has been prejudice and hate. Adam and Eve hated snakes. Jews hated Jesus. Sugar Ray Leonard hated Tommy Hearns. Prejudice is caused by two things: ignorance and hate. Prejudice and mistreatment has existed in this country, first with American-Indians and then later with African-Americans and many other minorities. The selling and trading of slaves is a shadow that has been hanging over the heads of white Americans for two centuries. Some people feel that it is the white-American's duty to pay the black population back. According to Spencer Perkins, co-author of More than Equals: Racial Healing for the Sake of Gospel, in reference to the long-standing racial divisions in America, "It took us 300 years to separate ourselves like this, it's going to take a while to undo that." (Perkins 26) Affirmative action is designed to give minorities, such as blacks, the opportunity to maintain jobs in our prejudicial society. For those who support Affirmative Action they define it as a way to give the disadvantaged a chance at the "American dream." Those who do not support Affirmative Action define it as giving minorities positions that they are not qualified to have. As Mr. Khalenberg, head editor of The New Republic says, "we will still reward those who play the victim" (Khalenberg 27). Just imagine that you have gone through six years of college and have gotten your degree. You go looking for a job and even though they are tough to come by you manage to get an interview with a well-known company. The interviewer tells you that you and one other person are equally qualified and in the running for the job. You get a call later telling you that you didn't get the job because the company had to hire a minority. You would most likely be angry, right? The purpose of this paper is to show the differences in how people feel about the issues involved with affirmative action. This paper was written to give different views on affirmative action. First I will give a little background and general information on the subject. Secondly, I will show how those that are in support of affirmative action feel. I will then balance the arguement out by showing how those who oppose affirmative action feel. I will also explore the minorities that are also against affirmative action. Finally, I will tell what causes the consequences that affirmative... ...America today. Because of the horrid history of this nation, the disgust directed at "White America" is not surprising, however, it does seem surprising to many Americans that there are minorities who are against affirmative action. This country, whether we will admit it or not, was built on the blood and sweat of minorities. Therefore it should not be unexpected that minorities would like a fair share of what this country has the to offer. If this happens, maybe minorities will someday have the opportunity to walk our "streets of gold." Works Cited Fredrickson, George M. Racism : A Short History. Princeton: Princeton University Press, 2002 Kahlenberg, Richard. "Class, Not Race." The New Republic April 3, 1995: 21-27. O’Gara, Juliane. Making Workplaces Work. Washington, DC: Business and Professional Women’s Foundation. 1995 Perkins, Spencer and Chris Rice. More than Equals: Racial Healing for the Sake of the Gospel, Downers Grove, Ill.: InterVarsity Press, 1993. Rosen, Jeffery. â€Å"Is Affirmative Action Doomed?† New Republic 17 Oct. 1994: 25+ Waller, James. Face to Face: The Changing State of Racism Across America, New York: Plenum Publishing Corp., 1998.

Joint Venture of the France Based Company Alcatel

A joint venture, according to Adler and Graham (1989),along with mergers and acquisitions, licensing and distribution agreements, and sales of products and services – critical aspects of all such interorganizational relationships, are face-to-face negotiations. This would mean the interaction between people. In today’s society, as the world becomes much more globalized than we could ever think of, with the fast growth of the internet industry, we are connected with people from another country at an instant. However, business to business deals and negotiations are still at a stage where face-to-face communication is still required. As interpersonal communication is brought onto the table, with the clash of different cultures as companies today all have the tendency to become globalizes and multi-nationalized, the understanding of another’s culture and cultural values plays an important role in the negotiation, and the interactions thereafter. As the proportion of foreign to domestic trade increases, so does the frequency of business negotiation between people from different countries and cultures. To successfully manage these negotiations, businesspeople need to know how to influence and communicate with members of cultures other than their own (Adler and Grahamd (1989)). Through the analysis of the case study on the joint venture of the France based company Alcatel and the U. S. based company Lucent Technologies, issues of cross-cultural management, the weakness and strength of an international joint venture, including the rights and wrongs of the particular case study will be discussed. As Shenkar (2001)said in an article, establishing a measure gauging the â€Å"distance† between cultures has understandably presented an even greater challenge. At the end, recommendations will be provided for future companies seeking joint ventures. Body The major differences between the initial negotiation in 2001 and the final successful negotiation in 2006 was the division of power. In 2001, in the original negotiation, the base company was Lucent, which was based in the US. Because it was a joint venture, the amount of power on Alcatel cannot be decided. Due to this inequality, the joint venture was called off in 2001. In 2006, as this inequality no longer stands between the two companies, it established the final negotiation of the joint venture, and at least in the beginning, both companies were satisfied with the negotiation. According to Barkema and Vermeulen (1997), differences in uncertainty avoidance and long-term orientation cause problems. Differences in how IJV partners perceive and adapt to opportunities and threats in their environment are more difficult to resolve. Cultural differences regarding power distance, individualism and masculinity are more easily resolved because they are mainly reflected in different attitudes towards the management of personnel, something firms can make explicit agreements about before entering the partnership. As Berkema and Vermeulen (1997) already said, issues on power distance, individualism and masculinity are considered to be more easily resolved cultural issues, and realizing the fact that if the joint venture between Alcatel and Lucent Technologies could not even solve the more easy problems, it is pointless to say the success of the negotiation. Since the merger in 2006, it is now the fifth year for the joint venture to be in business. With the resignation of Russo, the company is now led by The company is under the leadership of Chief Executive Officer Ben Verwaayen and the non-executive Chairman of the Board is Philippe Camus. Verwaayen and Camus joined the company in the third quarter of 2008 after Alcatel-Lucent's first CEO Patricia Russo and first Chairman Serge Tchuruk resigned. For 2008, the company posted revenues of â‚ ¬16. 984 billion and a net loss of â‚ ¬5. 215 billion (Alcatel-Lucent (2009)). As Powell and Dent-Micallef (1997) found in their article, ITs alone have not produced sustainable performance advantages in the retail industry, but that some firms have gained advantages by using ITs to leverage intangible, complementary human and business resources such as flexible culture, strategic planning–IT integration, and supplier relationships. The results support the resource-based approach, and help to explain why some firms outperform others using the same ITs, and why successful IT users often fail to sustain IT-based competitive advantages. Alcatel-Lucent has done what it was suppose to do a long time ago, which was to appoint leaders based on expertise, and not nationality. As the entire industry was going downhill during 2006, for the past few years, with the correct leadership of Verwaayen and Camus, the joint venture is in much better shape than it was before. As Tchuruk commented initially that the merger is â€Å"a giant transatlantic experiment in multicultural diversity,† the company has run into some major cross-cultural problems since its merger in 2006. One major issue is the fact that the appointed CEO of the joint venture could not effectively run the business, resulting in six quarterly losses, which led to the restructuring of the company, and a cut of 16,500 jobs in total. As the case study states, it was a poor decision to appoint leaders based on their nationality rather than skills. For the time that Russo was CEO, she struggled greatly to bring together a company that consisted of two entirely different cultures, especially when she has no background knowledge of any French language at all. In addition, because there was a lack of understanding between the cultures, the two companies, although formed as a joint venture, were literally pushed into each other out of desperation because of the down sliding industry. However, more importantly, it was the cultural clash that brought the JV into a poor state initially. As Adler, Doktor, and Redding (1986) wrote in their article, with the growing shift of business from the Atlantic to the Pacific Basin, East-West cultural differences are becoming increasingly significant. Research in developmental psychology, sociology, and anthropology shows that there are major differences among the cognitive processes of people from different cultures. In the era of the global corporation, cultural diversity has to be recognized, understood, and appropriately used in organizations. It is suggested that cross-cultural management would greatly benefit from comparative studies considering the impact of the cognitive aspects of culture on managerial practice. Moving forward as a combined company, the JV faces great competition from low-cost Chinese rivals, and as the internet technology is increasingly changing the industry, Alcatel-Lucent is faced with much deeper challenges as demand in the entire industry is decreasing tremendously. Yet one challenge would also be the challenge to integrate the French culture with that of the American Culture. As Shenkar (2001) pointed out, establishing a measure gauging the â€Å"distance† between cultures has understandably presented an even greater challenge. With the globalization of the firm into the Eastern side of the world, and with the JV servicing clients all over the globe, it is not hard to imagine the importance of cross-cultural management as the firm takes its role onto the global stage. In Ralston et al. (1993)’s research on onvergence/divergence of managerial values, the four Western-developed measures (Machiavellianism, locus of control, intolerance of ambiguity and dogmatism) and the four dimensions of the Eastern-developed Chinese Value Survey (Confucian dynamism, human-heartedness, integration, and moral discipline) were used to find that often times both culture and the business environment interact to create a unique set of managerial values in a country. It is the values of the management, the values of a company, that makes up the success of an industry. Conclusion Soderberg and Holden (2002) defines cross cultural management as a discipline of international management focusing on cultural encounters between what are perceived as well-defined and homogeneous entities: the organization and the nation-state, and offering tools to handle cultural differences seen as sources of conflict or miscommunication. However, in the business world today, with its transnational companies that face the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using global communication technologies. There is the need for an alternative approach which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about organizations and multiple cultures in a globalizing business context. Today’s world has become a big clash of all different types of culture. Not only it is seen in the business world, but this clash of cultures has become part of today’s society, and the whole world. This phenonmenon not only suggests more research topics for scholars, as Thomas and Mueller (2001) said in their study, that the relationship between culture and four personality characteristics commonly associated with entrepreneurial motivation. By demonstrating systematic variation in entrepreneurial characteristics across cultures, we raise important questions about the boundaries of international entrepreneurship research and the challenges of transcending them, in the real world, cross-cultural management is also becoming more important and is discussed and faced by many entrepreneurs in the business world. With the case study of Alcatel from France and Lucent Technologies from United States as an example, it has proven the fact that the importance of understanding the different cultures that one’s engaging in, and the importance of acknowledging cross-cultural management has become a requirement for any company leading to a JV or entering into a foreign country. Everyone country has its own unique culture, and every country has its own set of rules. In order to gain profit, in order to become globalized, one must take the time to learn about the culture, and go by their rules, because ultimately, in the business world, you are never alone.