Mobile Analytics Design Assignment

Mobile Analytics Design Assignment Instruction

Note:

You need the following materials to complete this assignment:

1. An active IBM Cognos Analytics account.
2. Please download WA_HR_Training.csv file from myLeo Online onto your computer.

Questions

The WA_HR_Training.csv file records information about the costs of HR training courses in a company. The information include in which year a course cost occurs (i.e., the Year column), for which position a course cost occurs (i.e., the Position column), for which department a course cost was spent (i.e., the Department column), etc. Use IBM Cognos Analytics to create a dashboard, and answer the HR manager’s following questions:

1. Summarize the Course Cost spent by Year in a bar chart. Sort the chart in a descending order, and answer in which year most course costs were spent.
2. Build a Pie chart to show how Course Cost is spent among Organizations.
3. Use Organization, Department, Position, Internal Hires, External Hires, and Course Cost to build a Driver analysis. What implications can you get from this analysis? Should the manager use one driver or two driver analysis? Which two drivers should be chosen to predict Course Cost? Why? (Hint: You can find Driver analysis under All visualizations when you Change visualization of the chart.)
4. Add a data player controlled by the Year factor, and dynamically show the changes of three charts you created above over the year. (Hint: You can create a data player of Year, and then change the chart type to Data player under All visualizations when you Change visualization of the chart.)

What to Submit

Create a Word document, and name it as “Mobile Analytics Design Project”. In the Word document, please make screen captures of charts for questions 1, 2, 3, and 4. Write your interpretations of the results given by the charts. Question 4 has a dynamic chart. You only need to make a screen capture of your chart at one time sport. Any time spot will work.

Please submit the Word document to myLeo Online.

Useful Tips for Completing this Assignment

1. Upload data file. You need to upload WA_HR_Training.csv file to Cognos for data analysis. To upload the file, log in your Cognos account. In the lower left corner of the screen, click New, then Upload Files, as shown below. Find the WA_HR_Training.csv file on your computer, and upload it to Cognos.
2. Create dashboard. Once the data file is uploaded, click the three dot icon, then Create dashboard to start the dashboard building.
3. Save dashboard. To save a dashboard, click the save icon in the upper left corner, and then name the dashboard. You can use any name for the dashboard.
4. Link to your dashboard (Optional).

To generate a link to your dashboard, click the share icon in the upper right corner. I just want to show you this function. It is not required for this assignment. When you can access to the paid version of Cognos, you will be able to share your system design with your colleagues via the link.

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Review the 2010 APA Ethics Code.

Research Psychologist A has been conducting a study with human subjects for nearly a year. As a result, A has come to know Participant M quite well. The study is taking longer than expected, and some of the participants are leaving the study. Because of the nature of the working relationship with the participants, Research Psychologist A and Participant M have become interested in an intimate relationship. Since neither one wants to jeopardize the progress of the study, they agree to retain only a professional relationship for the duration of the study, and then to pursue an intimate relationship once the study is completed and the results have been published.

In this assignment, you will address the ethical issues of this case and will present options for resolving the ethical conflict. You will be required to consider individual perceptions as well as the needs, potential, and motivation of the involved parties when positing your resolution.

General Requirements:

Use the following information to ensure successful completion of the assignment:

Review the 2010 APA Ethics Code.

Refer to Pope, K. S. (n.d.). Dual relationships, multiple relationships, & boundary decisions in the course materials for this topic.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

In addition to those listed in the assignment directions, this assignment benchmarks the following writing competencies: C7.1: Produce scholarly academic writing and C7.2: Demonstrate written logic, argument, and persuasiveness.

Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.

You are required to submit this assignment to LopesWrite. Refer to the directions in the Student Success Center.

Directions:

Write a paper (1,750-2,000 words) in which you do the following:

Describe the ethical conflict in the scenario above.

Describe the options for resolving the ethical conflict including the interpersonal perceptions and other considerations that influence the options. (Benchmarks: Relationships, Spirit and Self-Discovery C8.2: Evaluate changes in one’s ability to be perceptive of others.)

Identify the preferred option for resolving the conflict, and explain why it is the best option. How does this option address the needs, potential, and motivations of the involved parties? (Benchmarks: Relationships, Spirit and Self-Discovery C8.3: Synthesize the potential and motivations of self and others.)

Propose steps Research Psychologist A should take to avoid a similar situation in the future.

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Benchmark – Dual Relationship Case Study

Research Psychologist A has been conducting a study with human subjects for nearly a year. As a result, A has come to know Participant M quite well. The study is taking longer than expected, and some of the participants are leaving the study. Because of the nature of the working relationship with the participants, Research Psychologist A and Participant M have become interested in an intimate relationship. Since neither one wants to jeopardize the progress of the study, they agree to retain only a professional relationship for the duration of the study, and then to pursue an intimate relationship once the study is completed and the results have been published.

In this assignment, you will address the ethical issues of this case and will present options for resolving the ethical conflict. You will be required to consider individual perceptions as well as the needs, potential, and motivation of the involved parties when positing your resolution.

General Requirements:

Use the following information to ensure successful completion of the assignment:

Review the 2010 APA Ethics Code.

Refer to Pope, K. S. (n.d.). Dual relationships, multiple relationships, & boundary decisions in the course materials for this topic.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

In addition to those listed in the assignment directions, this assignment benchmarks the following writing competencies: C7.1: Produce scholarly academic writing and C7.2: Demonstrate written logic, argument, and persuasiveness.

Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.

You are required to submit this assignment to LopesWrite. Refer to the directions in the Student Success Center.

Directions:

Write a paper (1,750-2,000 words) in which you do the following:

Describe the ethical conflict in the scenario above.

Describe the options for resolving the ethical conflict including the interpersonal perceptions and other considerations that influence the options. (Benchmarks: Relationships, Spirit and Self-Discovery C8.2: Evaluate changes in one’s ability to be perceptive of others.)

Identify the preferred option for resolving the conflict, and explain why it is the best option. How does this option address the needs, potential, and motivations of the involved parties? (Benchmarks: Relationships, Spirit and Self-Discovery C8.3: Synthesize the potential and motivations of self and others.)

Propose steps Research Psychologist A should take to avoid a similar situation in the future.

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Summary Of Article

Due July-31 at 11AM

2 pages summary

Please check the attachment for instruction

THINK YOU AREN’T QUALIFIED FOR THE JOB? THINK AGAIN

History is filled with people who took on daunting roles and turned them into successes.

A few years ago, after growing several business units, a marketing manager got a huge promotion to CFO. It was a great opportunity, but an incredibly daunting one: The manager didn’t have a background in finance. How in the world, he thought, would he be qualified to helm the company’s finances?

Maybe you have astute tech skills, but not the machine-learning expertise for new role calls. Or maybe you’ve moved from managing two direct reports to overseeing 50. Whatever the deficit, executive coaches say more hiring managers are recruiting and promoting people who may lack complete qualifications, thanks to a tight labor market and low unemployment rates. “There is a war for talent,” says Suzanne Bates, CEO of Bates Communications in Wellesley, Massachusetts.

One study found 60% of new managers underperform in their first two years.

The tussle over good candidates has led companies to promote within at a faster rate than before, and often without adequate training. A survey on career development conducted by the American Psychological Association found only about half of the respondents said they have the opportunity to develop necessary leadership and management skills needed in the future. The result: A study from the Corporate Executive Board found 60% of new managers underperform in their first two years.

With fewer than half of companies offering training programs for new managers, it’s easy to feel overwhelmed and underqualified. Here’s how to change your perspective—and raise your qualifications—for the job at hand.

Listen, listen, listen.

In your new, overwhelming role, it’s important to demonstrate humility and an eagerness to learn. “There’s a difference between seeming confident and seeming cocky,” says Kathy Robinson, founder of TurningPoint, a Boston-based career coaching firm. Begin by spending the first few months focusing on building relationships and doing more listening than talking. Your aim is not to make promises but to pick a lot of brains, looking for insights into what your role should be, what team members and colleagues need from you, how things were run before, and how they could be improved. “You can start to develop a point of view and strategy for whatever area you’re in,” Bates says.

Know what you don’t know.

One of the biggest mistakes made by people who may be underqualified for a job is pretending to have all the skills that were meticulously listed in the job description. That’s because it’s extremely hard in pressure situations to admit what you don’t know. But the more you acknowledge those deficits, the better off you are to learn those skills. “The question is how much work you need to do to fill in the gaps,” Robinson says.

Tap your resources.

Once you figure out what you don’t know, seek ways to get up to speed. You can immerse yourself in relevant conferences or industry events, use your mentors as sounding boards, and ask former colleagues for guidance. It also helps to find a sponsor within your company—someone who advocates for you instead of just advises (which is what a mentor does)—who can bring you in on critical decisions and be invested in your overall career development at the firm. And don’t forget about people who may be below you in the chain of command, particularly if they’ve been with the company for a long time. These individuals often know a great deal about what’s happening on the ground and can offer you different perspectives that will help you see the 360-degree view.

Coaching trumps directing.

The best managers, argue career experts, are those who coach—or help a person maximize his or her performance—instead of merely telling people what to do. What coaching means to managers, though, is often nebulous. In a recent study from executive coaches Julia Milner and Trenton Milner, managers were asked to coach individuals. But many of them actually demonstrated a form of consulting—essentially giving the other person advice or a solution. The researchers realized that most managers didn’t understand that coaching is about pointing out strengths and offering insights, but ultimately “letting the coachee arrive at their own solution.” By doing this, not only do you learn how to be a better manager—you also, ultimately, are helping train the next wave of managers for the future.

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