How to Convert Cubic Meters to Cubic Feet

Cubic feet and cubic meters are both measures of volume, the former in the imperial and U.S. customary system, and the latter in the metric system. The conversion is most easily explained with an example problem: How many cubic feet of space is enclosed by a box measuring 2m x 2m x 3m? Solution Step 1: Find the volume of the box Volume in m ³ 2m x 2m x 3m 12 m ³ Step 2: Determine how many cubic feet are in 1 cubic meter 1 m 3.28084 ft (1 m) ³ (3.28084 ft) ³ 1 m ³ 35.315 ft ³ Step 3: Convert m ³ to ft ³ Set up the conversion so  that the desired unit will be canceled out. In this case, we want ft ³ to be the remaining unit. Volume in ft ³ Volume in m ³ x 35.315 ft ³/1 m ³ Volume in ft ³ 12 m ³ x 35.315 ft ³/1 m ³ Volume in ft ³ 423.8 ft ³ Answer The volume of space, in cubic feet, enclosed by a box measuring 2m x 2m x 3m is 423.8 ft ³ Cubic Feet To Cubic Meters Example Problem You can work the conversion the other way. As a simple example, convert 50.0 cubic feet to cubic meters. Start with the conversion factor: 1 m3 35.315 ft3 or 1 ft3 0.0283 m3 It doesnt matter which conversion factor you use, providing you set up the problem correctly. Volume in cubic meters 50.0 cubic feet x (1 cubic meter / 35.315 cubic feet) The cubic feet will cancel out, leaving cubic meters: Volume in cubic meters is 1.416 m3.

Importance Of Leader And Subordinate Relationship

Running head: THE IMPORTANCE OF LEADER AND SUBORDINATE RELATIONSHIP THE IMPORTANCE OF LEADER AND SUBORDINATE RELATIONSHIP 2 The Importance of Leader and Subordinate Relationship Juan Rodriguez MGMT 496 April 20.2017 Theoretical Framework This chapter explains the theories that are behind the hypotheses. Theories explain why the independent variable leads to the dependent variable in each of the hypotheses. You should find a theory or theories that explain each of your hypotheses. (Often one theory will apply to all hypotheses and you do not need to repeat the same information for each hypothesis.) LMX Leader Exchange theory first appeared in the 1970’s and its focus is the member subordinate relationships. This can†¦show more content†¦Leaders and organizations have vested interests in the performance of their subordinates and will employ means suitable to getting them to achieve a task, i.e., enmbracinng a role expectation scenario. Leaders will, by various means, come to identify and use whatever methods necessary to get their subordinates to fit and perform within their roles. The challenge that leaders have is that they will usually have a number of subordinates under their supervision at a time which can be challenging in terms of getting them all to perform as expected. Formal and standard operating procedures call for a relative form of oppression ranging from simple directives to reprimands and threats of termination to get employees to do their work. However the LMX identifies that subordinates are much more motivated to accomplish these roles with interpersonal exchanges between the leader and the aforementioned employee. LMX Implications to Organizational Members Theoretically, then, the LMX model is about operationalizing as many variables as possible in the role-making approach. As such role-development will inevitably lead to differentiated and varied leader-member exchanges. Leaders must strive to maximize this differentiation within the time constraints that apply to organizational environments versus work efficacyShow MoreRelatedThe Leadership Model : Inclusive Leadership And Organizational Culture Among A Diverse Global Group Of Employees1065 Words   |  5 Pagesleadership is based on leadership that is ethical and all-encompassing driven by the leaders desire to honestly connect to subordinates. Ethical leaders such as Authentic, Servant, and Strategic understand the importance of all subordinates regardless of race, creed, color or national origin play an equally important role in the strategic organizational plan. Such traits allow leaders to effectively engage with subordinates of a wide variety of cultural, demographic, and soci al constrictions. This assignmentRead MoreTheories Of Leadership And Leadership Theory Essay1278 Words   |  6 Pagestraits of leaders, and how they affect subordinates in the workplace. Then came contingency theories, which took into account situational/contextual factors. Newer theories have come up, which introduced the idea that leader-subordinate relationships are individually different. These newer theories are Contemporary theories of leadership. They include Leader-Member exchange Theory, Implicit Leadership Theory and Transformational Leadership Theory. In this paper, I shall examine Leader Member ExchangeRead MoreShoud Spirituality Be Allowed in the Workplace?1148 Words   |  5 Pagesthe 1950’s (p.230). Leader Member Exchange relationship is based on social exchange, reciprocity and role has evolved as a crucial factor in fostering competiveness of most organizations. High quality exchange relationships are more likely to occur when leaders are honest, trustworthy, and concerned about the well being of their followers (Erdogan et al., 2006: Wayne et al., 2002). Ethical leaders are likely to develop high quality exchange relationships with their subordinates through honest andRead MoreInclusive Leadership : Forming A Global Team1114 Words   |  5 Pagesinclusive leadership is based on leadership that is ethical and all-encompassing driven by the leader s desire to honestly connect to subordinates. Ethical leaders understand all subordinates regardless of race, creed, color or national origin play an equally important role in the strategic organizational plan (Cottrill, Lopez Hoffman, 2014). Such traits allow leaders to effectively engage with subordinates of a wide variety of cultural, demographic, and social constrictions. This assignment will addressRead MoreLmx Theory Essay911 Words   |  4 PagesThe LMX theory suggests that when subordinates believe in themselves they become empowered to do better at a given task improving production and job performance. 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HoweverRead MoreEssay on Leaders and Managers982 Words   |  4 PagesLeaders and Managers Leaders and managers are two individual roles with multiple intertwining definitions. In order to be a leader, one must have followers, however; does not everyone under management, follow the managers orders? Therefore, the question arises, are managers leaders? If so, what constitutes as leadership? Obviously, in order to obtain these roles, one must have influence over their subordinates, but does the level of influence fluctuate between a manager’s role and a leaders roleRead MoreLaissez Faire And Transformational Leadership Styles Essay1615 Words   |  7 Pages also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Because of this, researchers have found that this is generally the leadership style that leads to the lowest productivity among group members. 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Being MBE-P my leadership approach is based on the motto of â€Å"if it isn’t broke, don’t fix it.† I am an individu al who will holds his subordinates and peers accountable for their actions if standards aren’t being met. My leadership approach is more reactive than proactive. My leadership style is also defined as being a Team Leader. Being a Team Leader I’m categized as being concern with

Price Discrimination Free Essays

Price discrimination Price discrimination is the practice of charging a different price for the same good or service. There are three of types of price discrimination – first-degree, second-degree, and third-degree price discrimination. First degree First-degree discrimination, alternatively known as perfect price discrimination, occurs when a firm charges a different price for every unit consumed. We will write a custom essay sample on Price Discrimination or any similar topic only for you Order Now The firm is able to charge the maximum possible price for each unit which enables the firm to capture all available consumer surplus for itself. In practice, first-degree discrimination is rare. Second degree Second-degree price discrimination means charging a different price for different quantities, such as quantity discounts for bulk purchases. Third degree Third-degree price discrimination means charging a different price to different consumer groups. For example, rail and tube travellers can be subdivided into commuter and casual travellers, and cinema goers can be subdivide into adults and children. Splitting the market into peak and off peak use is very common and occurs with gas, electricity, and telephone supply, as well as gym membership and parking charges. Third-degree discrimination is the commonest type. Necessary conditions for successful discrimination Price discrimination can only occur if certain conditions are met. 1. The firm must be able to identify different market segments, such as domestic users and industrial users. 2. Different segments must have different price elasticities (PEDs). 3. Markets must be kept separate, either by time, physical distance and nature of use, such as Microsoft Office ‘Schools’ edition which is only available to educational institutions, at a lower price. 4. There must be no seepage between the two markets, which means that a consumer cannot purchase at the low price in the elastic sub-market, and then re-sell to other consumers in the inelastic sub-market, at a higher price. 5. The firm must have some degree of monopoly power. Video Diagram for price discrimination If we assume marginal cost (MC) is constant across all markets, whether or not the market is divided, it will equal average total cost (ATC). Profit maximisation will occur at the price and output where MC = MR. If the market can be separated, the price and output in the inelastic sub-market will be P and Q and P1 and Q1 in the elastic sub-market. When the markets are separated, profits will be the area MC, P,X,Y + MC1,P1,X1,Y1. If the market cannot be separated, and the two submarkets are combined, profits will be the area MC2,P2,X2,Y2. If the profit from separating the sub-markets is greater than for combining the sub-markets, then the rational profit maximizing monopolist will price discriminate. Market separation and elasticity Discrimination is only worth undertaking if the profit from separating the markets is greater than from keeping the markets combined, and this will depend upon the elasticities of demand in the sub-markets. Consumers in the inelastic sub-market will be charged the higher price, and those in the elastic sub-market will be charged the lower price. How to cite Price Discrimination, Essay examples

Performance Management for Coaching and Developing - myassignmenthelp

Question: Discuss about thePerformance Management for Coaching and Developing. Answer: Introduction Performance management is of utmost importance for every organization. It helps in different aspects like goal setting and revising, management and coaching, developing and planning rewards and recognition. All these factors are of utmost importance for the overall performance of all the employees. Moreover, it has to be noted that all these factors can only be dealt with properly if the performance of the employees can be fairly promoted and evaluated. In order to do this, he eight fatal flaws if the performance management has to be identified and removed so that the performance of the employees can be boosted up (Chandler 2016). There are eight main flaws or errors existing within an organization that are responsible for the poor performance of the employees. However it must be noted that often the business organizations ate unable to recognize these flaws that already exist within the organization for a long period of time. As a result of this ignorance, the companies often put forward several efforts that go in vain and are often responsible for misleading the efforts that are put forward by the companies for improving the performance of the employees (Pulakos et al 2015). Hence efforts are to be made by the companies to locate these errors or the eight fatal flaws that are existing within their working environment and find out several methods of dealing with these eight fatal flaws. Research There are eight fatal flaws that have been identified by performance management consultant Chandler. These eight fatal flaws are the result of the age old traditional performance management process that is existing within the company. The traditional procedure of the performance management style has developed since the 1950s and has been incorporated within the company since then. This has created a major gap because the working pattern of the employees has undergone several changes over all these years and this was never reflected in the age old traditional performance ideas. So, there was a gap that was created between the age old traditional performance idea and the modern framework of the performance management ideas. It is due to this disconnection or the gap that there were many flaws created in the performance management ideas. These eight fatal flaws have had serious effects on the overall performance of the employees. Discussions The eight fatal flaws of performance management are A theory without evidence is a bad theory It is just a commonly believed theory that the traditional performance ideas will improve the performance of the employees but this however is not backed by any strong evidence. Hence, it is a vague theory (Pulakos et al 2015). There are companies who are every orthodox in nature and are never ready to accept any new changes (Seuring and Gold 2013). However sticking to these old theories only destroy the performance management as a whole rather than developing it. Eye poking The employees will never be able to render their honest feedbacks and their opinions if the managers constantly keep on interfering. Managers are mostly of the belief that they must always judge their employees in order to improve them (Van et al 2015). However, this constant judging often has a very harmful impact on the performance management. This will never allow the employees to open up easily. They will always be under the fear of being judged. No remembrance of the good work The traditional performance management ideas mainly talk about and criticize the weaknesses or the failure of the employees rather than appreciating the strength. Managers usually find it difficult to remember the good work of the employees but they never fail to remember the bad performances. This is common human instinct (Chandler 2016). However the Employees often feel very de motivated if they get good ratings and are appreciated in the beginning of the year but are resent at the end due to slight errors. If the managers focus only on the past and o on the future development scope of the employees, the performance management will definitely be at stake. No man or woman is an island The performance management mainly focuses on the individual performance of the employees and not the working environment which actually has a major influence on the performance of the employees (Chandler 2016). The traditional performance idea mainly emphasizes on the individual efforts including the improvement and specially the weaknesses rather than emphasizing on the influence of the work ambience as a whole. This must be remembered that the work environment is largely in influential on the way the employees perform. No one is a machine The managers often have a habit of imposing too much pressure on the employees. The employees are constantly asked on improve and attain accuracy. However it must be known to the company that the employees are not machines they are human beings and as a result of this, it is very natural for them to have several biasness or inaccuracy. Hence, the managing committee must address to this (Chandler 2016). The employees are not machines This must be remembered that since the employees are not machines, so they must not depend on any non scientific performance appraisals like succession planning, development goal. Often the important business decisions are made based on the biased employee performance data. Competition It is often seen that the company makes a rule of com paring the employees with one another, because they believe that this will improve the potential of the employees and they will work with their full potential. However, this naturally creates several risks among the employees. This will make it impossible for them to work together as a team (Dumay 2014). Pavlovs Dog The traditional performance management ideas believe that the employees will be motivated to work hard only if there are extrinsic motivators (Chandler 2016). However the modern research method says that rather than following the method of rewarding and punishing the employees, the company must focus on several other aspects like cultural aspects of the employees, shared mission and several other such things. Only paying high salary as a performance reward will not be helpful in every way. Conclusion Thereby it can be concluded that in order to develop the performance management of the employees, the company must be able to give up the old performance management ides and must also be very much open towards the adoption of the new ideas. The company must give up its orthodox attitude and must be able to see that if they are to work as per the conditions of the present day scenario, then they are to adopt the new methods that will motivate the employees to work over themselves and increase their performance. The companies must work upon the eight fatal flaws of performance management and must be able to work over that. The company must identify the new methods of improving the overall performance management of the company. Recommendations Theory without evidence is a bad theory In order to fix this fatal flaw, the company must become open towards the modern and new methods by getting rid of the traditional ones. The company must make sure to identify which is working for them and which is not. The company must very carefully design the solution so that the overall performance of the employees will be improved. Nobody remembers the good work The best way to deal with this problem is to develop several areas of conversation between the manager and the employees. The real time feedback will be very much helpful in preventing the biasness which always develops between the employees and the managers. The managers must also be very much open in welcoming several new employees in the conversation so that the employees also feel very much wanted within the organization. This will also give enough space for peer feedbacks. Competition The managers must make sure that there are no comparisons made between the employees. The managers must give bonuses to the group. This will enable the employees to work together and exchange several ideas with one another. This will also help the employees to grow and develop the team spirit. References Chandler, M.T., 2016.How Performance Management Is Killing Performanceand What to Do About It: Rethink, Redesign, Reboot. Berrett-Koehler Publishers. Dumay, J., 2014. Reflections on interdisciplinary accounting research: the state of the art of intellectual capital.Accounting, Auditing Accountability Journal,27(8), pp.1257-1264. Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change.Industrial and Organizational Psychology,8(1), pp.51-76. Reason, J., 2016.Managing the risks of organizational accidents. Routledge. Seuring, S. and Gold, S., 2013. Sustainability management beyond corporate boundaries: from stakeholders to performance.Journal of Cleaner Production,56, pp.1-6. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015.Performance management in the public sector. Routledge.