Impact of Child Abuse on Academic Performance of Youths in Calabar-South Local Government Area 1OTU‚ Judith E‚ 1USHIE‚ M.A‚ 2DAVID‚ E.O‚ 3IFERE‚ Akase Blossom E 1Department of Sociology‚ University of Calabar‚ Nigeria 2Department of Technical Education‚ Cross River University of Technology‚ Calabar‚ Nigeria 3Department of Educational Foundations‚ Cross River University of Technology‚ Calabar Nigeria ABSTRACT The effect of child abuse on the academic performance of youth and children has become
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Performance Analysis of Cooperative Communication for Wireless Networks by Ramesh Chembil Palat Dissertation submitted to the Faculty of Virginia Polytechnic Institute and State University in partial fulfillment of the requirements of the degree of DOCTOR OF PHILOSOPHY in Electrical Engineering Jeffrey H. Reed (Co-chair) A. Annamalai (Co-Chair) William H. Tranter Steven W. Ellingson Calvin J. Ribbens December 8‚ 2006 Blacksburg‚ Virginia Keywords: Cooperative Communication‚ Relaying
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argue that training and development programs increase the organizations’ performance and effectiveness. Toward a better understanding of the effects of training and development in the workplace‚ this research points out the importance of training and development the workforce‚ determines the major types of training and development programs‚ discusses the relationship between training and the overall organizational performance‚ and offers some guidelines for HR managers to design effective training
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LOVE RELATIONSHIP AS A FACTOR AFFECTING THE ACADEMIC PERFORMANCE AMONG SBSN JUNIORS A Thesis Presented To the Faculty of High School Department of St. Benedict School of Novaliches In Partial Fulfilment of the Requirements of English IV By: John Benedict L. Caliwara 14 November 2012 APPROVAL SHEET The thesis entitled “Love Relationship as a Factor Affecting the Academic Performance of SBSN Juniors” prepared and submitted by John Benedict L. Caliwara in partial
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Question 1. List the three managerial competencies that have led to your success so far in your job. List your strength and‚ for each strength listed‚ determine how that strength might get you into trouble and why is it so difficult to become and effective middle manager? Answer Managerial competencies is defined as sets of knowledge‚ skills‚ behaviours‚ and attitudes that a manager needs in order to be effective in a wide range of managerial jobs and various organizational setting. There were
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Master of Business Administration- MBA Semester 1 February 2012 MB 0042: “Managerial Economics”- (4 credits) (Book ID: B1131) Assignment Set- 1 (60 Marks) ------------------------------------------------- Note: Each Question carries 10 marks. Answer all the questions. Q1. Define Managerial Economics and explain its main characteristics. Q2. State and explain the law of demand. Q3. What is Demand Forecasting? Explain in brief various methods of forecasting demand. Q4. Define
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parties. Interpersonal as the name implies‚ means “between persons” Interpersonal Relationship therefore means a bond‚ connection or association‚ between two people or two groups of people. Online web source Wikipedia defines interpersonal relationship as “an association between two or more people that may range in duration from brief to enduring. This association may be based on inference‚ love‚ solidarity‚ regular business interactions‚ or some other type of social commitment. Interpersonal relationships
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Managerial Ethics How does a manager supervise ethics in the workplace in today’s business environment? What benefits will come of it for leaders and managers? Should a manager/supervisor be concerned with both moral and practical ethics in the work environment? How does a manager “learn” to manage workplace ethical behavior? Is it from examples that managers become better at managing ethics in the workplace? I think that would be a hard lesson learned. If you have read the headlines lately
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The Importance of Interpersonal Skills Hafizhah Chandra The Importance of Interpersonal Skills Hafizhah Chandra Management 16 Management 16 08 Fall 08 Fall Early theorists such as Henri Fayol (1841 – 1925) described managerial role as planning‚ organizing‚ commanding‚ coordinating and controlling. In the early part of 20th century‚ his theory did help managers to manage more effectively (Mind Tools Ltd‚ 1996 – 2013). However‚ Fayol might have overlooked
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MANAGERIAL ROLE: 1. INTERPERSONAL ROLES (i). Figurehead role- In this role a manager performs symbolic duties required by the status of his office. Making speeches‚ bestowing honors‚ welcoming official visitors‚ distributing gifts to retiring employees are examples of such ceremonial duties (ii). Leader- This role defines the manager’s relationship with his own subordinates. The manager sets an example :legitimizes the power of subordinates and brings their needs in accord with those of his
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