one of gregor mendels famous hybridization experiments with peas yie.pdf

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one of gregor mendels famous hybridization experiments with peas yielded 580 offspring with 152 of those peas should have yellow pods. Do the results of the experiment differ from Medel\'s claimed rate of 25% by an amount that is statistically significant? Solution 25 percent of 580 is 145 so the amount differes by 7.

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one advantage and one disadvantage of using serial versus disjunctive socialization tactics Solution Serial vs. Disjunctive socialization A serial socialization process refers to experienced members of the organization grooming the newcomers who are about to occupy similar positions within the organization. These experience members essentially serve as role models for the inexperienced newcomers Disjunctive socialization, in contrast, refers to when newcomers are not following the guidelines of their predecessors, and there are no role models to inform new recruits on how to fulfill their duties Advantage The experience of the elder employee its transmited to the new generation Disadvange if you are just following everything the elder employee is telling you there is no room for personal growth, for innovation and change within the organization. source: Bauer, T. N., & Erdogan., B. (2011). Organizational socialization: The effective onboarding of new employees. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization, APA Handbooks in Psychology (pp. 51.

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one hundred tickets,numbered 1,2,3,4,.....,100,are sold to 100 different people for drawing.Four different prizes are awarded,including the grand prize(a trip to Tahiti).how many ways are there to award the prizes if non of the people holding tickets 19,47,73 and 97 wins the prizes? Solution four specific people don\'t win a prize 96 ways to give out thefirst prize 95 ways to give out thesecond prize 94 ways to give out thethird prize 93 ways to give out theforth prize.

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On the basis of global cultures, would people from the United States, Japan, or Chile be more comfortable with a group or team-based approach to work? Solution “There’s a typical default way that we all act in our respective cultures. It is the way that we give feedback, greet people, praise or don’t praise, so all sorts of things would be different across cultures. Multicultural teams offer a number of advantages to international firms, including deep knowledge of different product markets, culturally sensitive customer service, and 24-hour work rotations. But those advantages may be outweighed by problems stemming from cultural differences, which can seriously impair the effectiveness of a team or even bring it to a stalemate. Creating successful work groups is hard enough wherein the global work force is geographically dispersed. When team members come from different countries and functional backgrounds and are working in different locations, communication can rapidly deteriorate, misunderstanding can ensue, and cooperation can degenerate into distrust. This multicultural challenge can be dealt with in four ways – What strategy to follow will depend upon the particular circumstance the manager is into. In general, though, managers who intervene early and set norms; teams and managers who try to engage everyone on the team; and teams that can see challenges as stemming from culture, not personality, succeed in solving culture-based problems with good humor and creativity. They are the likeliest to harvest the benefits inherent in multicultural teams. Sometimes, the level of social distance plays a major role in the success of global teams. The level of social distance means the degree of emotional connection among team members. When people on a team all work in the same place, the level of social distance is usually low. Even if they come from different backgrounds, people can interact formally and informally, align, and build trust. They arrive at a common understanding of what certain behaviors mean, and they feel close and congenial, which fosters good teamwork. Coworkers who are geographically separated, however, can’t easily connect and align, so they experience high levels of social distance and struggle to develop effective interactions. Mitigating social distance therefore becomes the primary management challenge for the global team leader. The fundamental requirement to get such teams on right track is to generate awareness and sensitivity in the team to other cultures and people. The key is to boost their cultural “awareness”- in other words to teach them the skills that transcend mere etiquette. These days the companies are running cultural sensitivity training programs that focus primarily on ensuring internal harmony within the international workforce. The team leader should always encourage open dialogue so that the people from diverse culture can feel comfortable working within the team. Since we are talking about geographica.

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