choose one (1) of the topics covered in class and discuss how that skill is portrayed in a movie, TV show, or real-life situation.

Movie/TV/Real-Life Assignment: Paper 3 The three application papers are designed to give you the opportunity to analyze the use of psychological skills in a movie, TV show, or real-life experience based on your knowledge of sport and exercise psychology. For each section of the class (enhancing health and well-being, enhancing performance, and enhancing sport and exercise environments), you will choose one (1) of the topics covered in class and discuss how that skill is portrayed in a movie, TV show, or real-life situation. For this paper you will choose a topic from Modules 10–12. For a more detailed description of the paper, please go to the Assignment link on Learning Management System .

what strategies from this module would you use to improve your team’s performance?

Discussion 2 We have all been part of a team (or group) in our lives. One of the best ways to discuss team dynamics is through our own experiences. For this discussion, think of a team you were part of and discuss the following: 1. Briefly discuss the background of your team. 2. What issues or problems did your team encounter? Module 10 – Introduction https://de.ryerson.ca/de_courses/templates/m/?c=E8258E5140317FF36C7F8225A3BF9590&m=10&p=135031 8/9 3. If you could go back in time and help your team, what strategies from this module would you use to improve your team’s performance?

Explain the ethical considerations to keep in mind if you were to conduct research on your chosen topic.

While drawing upon the secondary or primary research around LVMH prepare a 500- word report (+/- 10%-word count).(Appendix and references are not included in the word count) around the following question:Explain the ethical considerations to keep in mind if you were to conduct research on your chosen topic.

The slides for the dream frameworks will be attached with this manual, thus review all documents properly

Question:

Using the DREAM framework developed by Prof. , analyze if selected FB (that is LVMH) is a resilient family business? What challenges can the family expect in next 5 years?

What issues does this team have with regards to team dynamics?

Discussion 1

Now that you have an understanding of team dynamics, I would like you to view and discuss a video of Dr. Dan Czech working with a team that has poor dynamics. Please view the video in Activity 7.2 in your online study guide, and then answer the following questions: 1. What issues does this team have with regards to team dynamics? 2. What strategies did Dr. Czech use to help them? 3. Discuss two strategies that he used that you believe were most effective. Why were they effective?

From the point of view of the firm, what decisions criteria have been found relevant in the analysis of production and profit.

4. A firm has the following demand function P = 60 – 0.5Q and its total       cost are defined by TC = 13 + Q. (20 points).

1. Find the maximum revenue.
2. Find the production to optimise the profit.
3. Verify if that the marginal revenue and marginal cost are the same at

the profit maximising production level.

6. From the point of view of the firm, what decisions criteria have been found relevant in the analysis of production and profit. (10 points)

Why is it important to have technology strategy in the context of higher education?

Statement of Research Problem

Technology strategy is an approach that plays a crucial role in the creation of a strategic position of an organization and can be used to establish physical and practical alternative actions. Renes and Strange (2011) suggested the need for a strategic approach, particularly, technology that has potentials for connecting learners to information, providing new channels for active learning, improving student access to peers, experts and learning materials, and expanding participation of students in the process of teaching and learning. Core capabilities of the higher education institutions depend on technology especially in measuring changes in performance and maximising competitive advantage. Kantrow (1980) revealed that technology strategy is an approach that helps to define the different possibilities necessary from a strategic thinking perspective of an organisation.

In December 2019, coronavirus crisis forced majority of people across the world to stay home and start adopting new ways to practice life remotely. Institutions in the education sector shifted from traditional to remote on-line setting. Bashir et al. (2021) argued that COVID-19 disrupted education because many universities, colleges and schools were closed across the world resulting to a dramatic change in teaching and learning and eventually the distinctive rise of e-learning because teaching was carried remotely and on digital platforms. Since the pandemic started, significant surge in the usage of online learning software, video conferencing tools, virtual tutoring and language apps is being experienced and this trend has motivated further research to explain the underlying reasons (Bashir et al., 2021). Furthermore, Ali (2020) there was no readiness in the adoption of these technologies due to little preparation, insufficient bandwidth and lack of training given the rapid and unplanned move to online learning. Remote learning was an emergency response during the early phase of COVID-19 and there is a need to investigate the appropriate strategy that can used to ensure sustained growth of e-learning and e-teaching in the future.

High education is expected to focus on confronting and delivering improved academic programs through the development and use of new teaching and learning strategies because of increasing demands and the growing competition of the global market place (Venkatesh, Croteau and Rabah, 2014). Traditional teacher-centered curricula and pedagogy no longer meets the student expectations and hence, institutions are considering the adoption and use of technology as the instructional resource (Daniela and Visvizi, 2021). Students in the technologically advanced world are viewed as the digital natives that use multiple technologies such as personal computers, video conferencing and on-line learning tools to complete their courses (Kirkwood and Price, 2013). The mismatch between the students need from higher education and what is received necessitates integration of modern technologies with higher education’s teaching and learning to realise positive outcomes both in the short-term and long-term.

Higher education sector in Qatar managed to utilise the different existing technological solutions to deliver remote form of education. Nuaimi, Zainal and Marmolejo (2022) higher education institutions such Qatar University guaranteed continuity of teaching and learning through online delivery whereby the existing education programs were modified to allow effective transitions to virtual learning that replaced face-to-face lessons. However, the higher education in Qatar faced significant challenges in moving to online education due to various reasons including readiness of the educators and the students, availability of the technological platforms, and the content. Heider (2021) stated that sudden shift towards online education during the pandemic was associated with several challenges because the institutions approached and invested in the online sector through a tactical strategy rather than considering the technology strategy. A missing link in the sequence of challenges was experienced given that it is the technology strategy that affects the projects and the contingencies being pursued to enhance teaching and learning. The technology strategy is considered to be the effective plan for enabling effective decision making as well as choosing the right strategic direction for the institutions (Richard, 2009). Therefore, based on this information, the study seeks to explore and investigate the technology strategy in higher education and the role it plays to enhance teaching and learning.

1.4 Research Rationale

This explorative study will establish if there is technology strategy in higher education and its link to teaching and learning. The key issues that explain the context of this research include the crucial role of a technology strategy in organisation and alignment to the institutional overall strategy; adoption of technology and the associated risks; and use of technology as an effective in changing today’s reality especially when a country or the world experiences uncertain times such as the COVID-19 pandemic. The outcomes of the study will focus on how to effectively align the technology strategy with overall strategy of the higher education institution. The reason for conducting this research is to identify the fundamental challenges experienced by higher education in the adoption and use of technology given that researchers such as Pucciarelli and Kaplan (2016) highlighted the need for an appropriate strategy to expand interactions and value co-creation, and enhance teaching and learning. There are opportunities to advance general knowledge and network society, and evolving higher education environment through technology.

1.5 Research Aim

The primary aims of this study are:

1. To investigate the role that technology strategy plays in enhancing teaching and learning in higher education.
2. To provide the researchers, in the field of strategic management in higher education, with a framework that aligns technology strategy with the business strategy.

1.6 Research Objectives

1. To critically assess the current academic and business literature that discuss the alignment of technology strategy with the overall business strategy.
2. To analyse the role of technology strategy in organizations.
3. To evaluate how the technology strategy impact teaching and learning in higher education institutions.
4. To develop a framework that aligns technology strategy with the organisation’s business strategy in higher education.
5. To validate the proposed technology strategy alignment framework, its potential benefits and limitations.

1.7 Research Questions

The research addresses the following questions to achieve its aims and objectives:

• Why is it important to have technology strategy in the context of higher education?
• How is technology strategy aligned with the high-level organization’s strategy in higher education institutions in Qatar?
• How does high-level strategy and technology strategy in higher education institutions impact the teaching and learning?
• How technology strategy enhance teaching and learning in the higher education institutions?
• What are the critical factors on the high-level strategy and the technology strategy that should be considered and integrated in the alignment framework?

Aim should be only one statement combine both

Use the word research not study cross the document

What drives employees to innovativeness?

1.3 Problem Statement

According to Rnningstad (2018), innovation behavior can be defined as an adoption of any new concept, process, or product or a change to existing products and processes that adds value to the existing product or service. Innovation implementation has been difficult for many businesses, particularly in the UAE, where 65 percent of studied businesses said they could generate innovation but failed to execute it (Abuhejleh et al., 2016). While businesses are aware of and capable of innovating, sustaining them over the long term and ensuring that they are effective in attaining the intended goal has proven difficult. According to Rnningstad (2018), one of the primary responsibilities of first-line managers is to convey innovative employee suggestions to upper management in order to influence decision-making. In this regard, first-line managers must be receptive to new ideas and communicate openly with employees in order to comprehend employees’ viewpoints on enhancing operations (Rnningstad, 2018).

However, research such as Alhadhrami (2013) demonstrates that in the United Arab Emirates, the Arabic culture encourages managers to reject direct and open communication from their subordinates, making it challenging for managers to comprehend new ideas from employees. As a result, there is a gap in the research that this study will attempt to fill, as it is acknowledged that open communication is a critical role of first-line managers in fostering innovative employee behavior, but it is ignored in the organizational context of the UAE. Similarly, Hasnat and Philbin (2021) demonstrated that employees’ attitudes influence their innovative behavior. Individuals with good attitudes are more likely to provide proposals to improve the organization’s operations and boost its profitability.

Al-Ali (2018) found that UAE employees had unfavorable views toward their occupations because they do not view their jobs as a source of happiness, resulting in high absenteeism and turnover rates. In this regard, this study addresses how employee attitudes in the UAE might be improved to support innovative behavior. First-line managers play a crucial role in stimulating and implementing innovation through open communication, participatory decision-making, and goal-setting (Kozio-Nadolna, 2020). One way organizations can mitigate innovation challenges is by involving first-line managers, who play a crucial role in stimulating and implementing innovation through open communication, participatory decision-making, and goal-setting. Therefore, this research study aims to provide businesses with insights regarding the crucial role that first-line managers play in the successful, effective, and sustainable adoption of innovation.

1.4 Purpose of the Study

To examine the impact of first-line managers’ roles on innovative employee behavior in oil and gas organizations in the UAE.

1.5 Research Objectives

• To determine first-line managers’ roles in oil and gas organizations in the UAE.
• To determine innovative employee behavior in oil and gas organizations in the UAE.
• To establish the relationship between the roles of first-line managers and employee innovation in UAE oil and gas enterprises.

1.6 Research Questions

• What are the roles of first-line managers in employee innovativeness?
• What drives employees to innovativeness?

Is there a significant relationship between first-line managers’ roles and employee innovative behavior in oil and gas organizations in the UAE?

In the current age of rapid changes, businesses are under increased pressure to engage in innovative behaviors and practices to gain a competitive advantage in the market. Innovation enables firms to be more flexible and adaptable to ever-changing and advancing technologies and the unpredictable and uncertain business environment. However, for businesses to innovate they have to rely on their employees’ innovative behaviors to develop solutions to the problems facing an organization (Elidemir, Ozturen, & Bayighomog, 2020). It is critical to note that employees’ innovative behavior is frequently influenced by the climate in which they work (Theure, Tumasjan, & Welpe, 2020). Given that environment is defined as workers’ impressions of official and informal organizational rules, practices, and procedures, it is reasonable to anticipate that the roles of first line managers can impact the innovative behavior exhibited by employees (Theurer et al. 2020).

The current study will seek to offer insights into the impact of first-line managers’ roles on the employees’ innovative behavior in the organization. The research study will specifically, focus on the oil and gas sector in the United Arab Emirates (UAE) which in the last year has experienced upheavals driven by a considerable drop in oil prices (The National, 2021). The reducing oil prices as well as shifting demand for oil and gas driven by tightening emissions regulations across the world, the rise of electric vehicles, considerable demand growth being driven by countries outside the organization for economic co-operation and development (OECD) and the younger generation embracing the sharing economy thus reducing the demand for oil means that oil and gas companies have to embrace innovation (The National, 2021). Innovation in this case is in pursuit of new efficiencies such as cutting costs to maximize productivity and profits and to produce low hydrocarbon products (The National, 2021).

With the changing price and demand dynamics, a majority of the oil and gas companies in the UAE have responded with innovation initiatives. Abu Dhabi National Oil Company (ADNOC) for example putting in place a 2030 strategy whereby the company aims to transform its business and future success by delivering growth, value creation, and profitability by seeking new ways to suit the current world and the future needs (ADNOC, 2021). However, while it has not been difficult to introduce technology advances and innovations, putting them in place, maintaining them, and keeping them successful over time has proven challenging (Abuhejleh, Dulaimi, & Ellahham, 2016). To ensure successful implementation of technological innovation, there is a need to provide adequate organizational support to employees to ensure they exhibit positive energy and eagerness which motives them to go beyond their defined job responsibilities and exhibit innovative behaviour (Riaz, Xu, & Hussain, 2018). Therefore, this study will determine the impact of first line managers’ role on employee innovative behavior in the UAE oil companies.

In the ever dynamic and competitive contemporary business environment, businesses are always striving for competitive advantage with innovation being earmarked as one of the avenues to help organizations to achieve a larger market share (Alhammadi Tham, & Azam, 2020). Technological advancements, shifts in customer behavior, greater competition, limited resources, short product lifecycles, and changing business models are among the elements that have helped drive the need for innovation in businesses in recent times (Kozioł-Nadolna, 2020). Moreover, internal factors which affect employees’ innovative behavior and the subsequent competitiveness and productivity of the organization include material, intangible, and human resources (Kozioł-Nadolna, 2020). Internal factors role in organizational innovation is informed by the resource-based view (RBV) which implores organizations and management to focus internally and assess assets, capabilities and competencies that can help an organization generate and deliver competitive advantages (Davis & DeWitt, 2021; Kozioł-Nadolna, 2020).

Based on the RBV, employees are one of the most valuable internal resources to organizational innovation (Cruz & Haugan, 2019). Employees create and introduce new ideas and innovations with their attitudes towards innovation playing a crucial role in how an organization perceives problem finding and solutions and determining how effectively an organization can adopt and implement innovations (Paulikas, 2018). Hansen Amundsen, Aasen, and Gressgård (2017) further note that leaders and managers can influence employees’ attitudes towards innovation by being open to new ideas, making the employees aware of the impact of their innovative ideas on the organization, open communication and trusting employee to solve problems. First-line managers, in particular, are critical in influencing employees’ attitudes towards innovation, employee innovative behaviors and innovation implementation since they are the ones who are in constant contact with employees (Fader, 2014; Schultz, 2020). With leaders playing such a crucial role in implementing effective innovation in organizations, several studies have been undertaken to examine the role of managers and specifically line managers in organizational innovation.

A study by Fader (2014) indicated that the role of first-line managers in encouraging employee innovative behavior included recognition and encouragement of innovative behaviors, empowering employees in problem-solving and supporting innovation through participative decision making and openness to new ideas. The views by Fader (2014) showing the important role of first-line managers are supported by Kozioł-Nadolna (2020) who indicated that first-line managers stimulate innovation by incentivizing and rewarding innovative behaviors, openness to new ideas and new ways of doing things and inspiring employees by settings goals and open communication. Despite the above studies indicating that first-line managers have a crucial role to play in implementing innovation in an organization, the managers sometimes lack the necessary skills to achieve the goal. Specifically, Fader (2014) notes that line managers are often not trained and equipped with sufficient knowledge on how to stimulate and implement innovation. In UAE specifically, a survey undertaken by Abuhejleh et al. (2016) evaluating businesses that had participated in a UAE organized World Government summit indicated that only 26% of the participants have successfully generated and implemented innovations. Therefore, while first line managers can play a crucial role in stimulating and implementing innovation, they are usually hampered when it comes to the effective implementation of innovation in an organization. Therefore, this research will seek to solve the issue and research gap by examining the role of first-line manager in stimulating employee innovative behavior, thus helping organizations to better equip line managers with the relevant training and knowledge for effective innovation implementation.

Innovation implementation has proven a challenge to numerous businesses, especially in the UAE where 65% of the firms surveyed indicated that they were able to generate innovation but failed in implementing them (Abuhejleh et al. 2016). While organizations are aware and able to generate innovation, sustaining them in the long term and ensuring that they are effective in achieving the intended objective has proven a challenge. According to Rønningstad (2018), a key role of first-line managers entails passing innovative ideas proposed by employees to top management to shape decision making. In this respect, first-line managers need to exhibit openness to new ideas as well as open communication with employees to enable them understand employees’ perspectives on improving operations (Rønningstad, 2018). However, studies such as Alhadhrami (2013) have shown that in the UAE, the Arabic culture influences managers to not accept direct and open communication from their subordinates which makes it difficult for the managers to understand innovative ideas from employees. As a result, there is a gap in literature which this study will seek to address since it is realized that although open communication is crucial role of first line managers in promoting employee innovative behavior, it is disregarded in the UAE organizational setting.

At the same time, Hasnat and Philbin (2021) explained that employees’ attitudes affect their innovative behavior in which employees with positive attitudes are likely to make suggestions on how to improve the organization operations and increase profitability. However, research by Al-Ali (2018) showed that UAE employees exhibit negative attitudes towards their work since they do not regard their jobs as a source of satisfaction leading to high rates of absenteeism and turnover. In this regard, the gap on how employee attitudes in the UAE can be improved to promote innovative behavior is addressed in this study. One of the ways organizations can mitigate challenges affecting innovation is by involving first-line managers who play a crucial role in stimulating and implementing innovation through open communication, participative decision and settings goals (Kozioł-Nadolna, 2020). However, first-line managers rarely succeed in the effective implementation of innovation due to poor training, insufficient knowledge on how to stimulate and implement innovation and funding. Therefore, this research study will seek to offer insights to organizations on the critical role first-line managers play in the successful, effective and sustained implementation of innovation.

1.3 Purpose of the Study

To examine the impact of first-line managers’ roles on employee innovative behavior in oil and gas organizations in the UAE.

1.4 Research Objectives

• To determine trends of employee innovative behavior in oil and gas organizations in the UAE.
• To determine trends of first-line managers’ roles in oil and gas organizations in the UAE.
• To determine the correlation between first-line managers’ roles and employee innovative behavior in oil and gas organizations in the UAE.

1.5 Research Questions

• Is there a significant relationship between first-line managers’ roles and employee innovative behavior in oil and gas organizations in the UAE?

Who are the stakeholders in this and how might they be affected by Apple’s decision?

Instructions:

https://www-proquest-com.ezproxy.umgc.edu/news/docview/2333999028/6A9FCFA903A74355PQ

Apple and the FBI have two separate incidences where the FBI has asked Apple to break into an iPhone in a terrorist investigation where that phone may contain information that could prevent another terrorist attack.  I have attached a case study that details the incident in 2015 and I have included a link to a New York Times article that details the incident earlier this year.  For purposes of this discussion, you are Tim Cook and you must decide how to respond to the FBI’s latest request.  Falling back on his business studies, Mr. Cook applies utilitarianism to analyze what his decision should be.

• Who are the stakeholders in this and how might they be affected by Apple’s decision?
• What decision benefits the greatest number of these stakeholders?
• Do you agree with the decision that utilitarianism leads you to?  Why or why not?
• Does apply the test in Rights and Duties or Fairness and Justice lead you to a different answer?

You must start a thread before you can read and reply to other threads

Find the marginal cost function.

4. A firm has the following average cost AC = 200 + 2Q – 36. (20 points)

                                                                                Q

1. Find the stationary point and determine if it is a maximum or a

minimum.

1. b. Find the marginal cost function.