2016 International Education Conference

2016 International Education Conference #IECOrlando16

January 3-7, 2016

Orlando, Florida

The deadline for initial submissions and early payment discount is November 18, 2015.

OVERVIEW

Please join The Clute Institute for our 2016 International Education Conference in Orlando. The aim of the conference is to provide an opportunity for researchers to present their ideas, proposals, or completed research. Since 30 to 50 different countries are typically represented, presenting at this conference is a great way to get feedback from researchers with a different perspective. An extensive list of acceptable topics is available on our website. There will be a post-conference tour on Thursday, January 7, 2016 with details to come soon.

CONFERENCE VENUE

This year we’ve chosen the Disney’s Boardwalk Inn. In addition to the International Education Conference, we are also hosting an International Academic Business Conference (including many business education presentations) that will be held concurrently; one registration covering both.

ENQUIRIES

Enquiries: staff@cluteinstitute.com 303-904-4750
Web address:
http://www.cluteinstitute.com/Education-conferences/2016-international-education-conference-orlando/
Sponsored by: The Clute Institute, Littleton, Colorado, USA

The Advantages of Hiring Executives with Fluid Intelligence

"Putamen" by Woutergroen

Executives need intellectual skills beyond their education to navigate a complex business environment. It doesn't matter what school they attended or their personal social connections if they can't solve company problems. Organizations would do better selecting individuals with high fluid intelligence  to ensure they don't get stumped the first time a complex problem hits their desk. 

Fluid intelligence and crystallized intelligence are two different ways in which we use knowledge to solve problems. Fluid intelligence is based on our ability to think logically and resolve issues independent of previous knowledge. Crystallized intelligence taps knowledge in long-term memory gained from going to college or formal training.

Fluid intelligence is more like a sketch pad in which we write down and manipulate information in our short-term memory while crystallized intelligence is more akin to a book we reference to tap previous sources of information. Having a sketch pad and a dictionary is the best way to handle most problems.

Fluid intelligence is important because it allows employees to use logic when solving novel problems while keeping an open mind to new associations. It can detect patterns and utilize abstract reasoning that aids in the discovery of solutions that results in new product designs, the filling of scientific gaps, or greater innovation.

Education defines the depth and breadth of previous knowledge. The more years an employee learns, reads, studies, and attend school, the more knowledge they gain. They can use facts, figures, math, history, and examples to formulate an understanding of a problem. Previous knowledge solidifies our thinking based upon context of the information.

In the workplace there are scores of tasks that must be completed on a daily, monthly, quarterly and yearly basis. According to a study on college student success on activities, fluid intelligence increased performance by 21.88% on tasks that required attention and were time sensitive (Penta, et. al., 2015). Furthermore, stimulating fluid intelligences also reduced outcome errors by a whopping 20%.

Selecting employees with strong fluid intelligences impacts the success of key management positions. Executives should have the ability to manage a larger more complex system and will rely on their fluid intelligence to think through the options to solve difficult problems. Executives who don't have this skill will continue to rely on old methods that often result in lost revenue.

Selection questions for interview candidates should include some unique questions that don't have a previous answer. Something they wouldn't be able to answer solely from previous knowledge. Understanding the process candidates use to tackle problems and determine if that process leads to a solution improves successful hire rates. The company should not look at the specific solution but the application of knowledge in new and unique ways that indicate the presence of fluid intelligence.

Penta, S. et. al. (2015). Enhancing tasks solving efficiency by the stimulation of crystallized and/or fluid intelligence using environmental factors. Romanian Journal of Medical Practice, 10 (1).

International Conference on Trends in Business and Economic Development (TBED-2016) Feb. 2-3, 2016

International Conference on Trends in Business and Economic Development (TBED-2016) Feb. 2-3, 2016 Bali, Indonesia
2nd to 3rd February 2016
Bali, Indonesia

New Papers/Abstracts/Posters Submissions: Oct. 21, 2015 (please see http://mlfe.eaamp.org/ for details)

The Proceedings of the Conference will be published by Emirates Research Publishing (ERPUB). Each Paper will be assigned DOI number from CROSSREF. The papers will be published in the hardcopy of Proceedings as well as conference CD with ISBN number and the same will be provided at the time of the conference. Later, the Proceedings of the conferences will be submitted to ISI Thomson/SCOPUS for review and possible indexing.
Paper Page Limit: Regular Papers: 8 pages

Topics of interest for submission include any topics on Business and Economic Development as well as related topics:
-Arts
-Business and Business Laws
-Business Ethics
-Banking
-Economics and International Economics
-e-Banking, e-Commerce and e-Governance
-Finance
-Human Resources
-Marketing and Advertising
-Management
-Management Information Systems
-Stock Exchange and Money Exchange
-Stock Market
-Trading

SUBMISSION METHODS
1. Electronic Submission System; (.doc/.docx/.pdf formats): http://eaamp.org/paper_submission.php
OR
2. Simply, email the paper/abstract/poster at Email id: ed@eaamp.org

The template can be downloaded using the link: Conference Paper Template DOWNLOAD (.doc): http://erpub.org/ckfinder/userfiles/files/ERPUB%20Template(3).doc

One Excellent Paper will be selected from each oral session. The Certificate for Excellent Papers will be awarded after each session of the conference

Enquiries: ed@eaamp.org
Web address: http://mlfe.eaamp.org/
Sponsored by: Emirates Association of Arts and Management Professionals

VENUE
IBIS Hotel Kuta-Bali
Jl Raya Kuta No 77, Kuta - Bali
80361 - Kuta – Bali (Indonesia)
TEL : (+62)361/756500

Understanding Employees Secret Motivations with Freud's Unconscious and Markov's Hidden Method

Sigmund Freud-Medical Doctor

Employee motivation is something managers find difficult to tap and grow. Those organizations that can keep their highest potential workers motivated and engaged will often find the results superseding their expectations. Each employee comes with certain wants needs and desires that when in alignment with the workplace create higher levels of performance and satisfaction. The discoveries of Sigmund Freud's unconscious motivations and Andrey Markov's mathematical chains help us understand and evaluate latent employee processes.

Sigmund Freud was a medical doctor that believed in three innate structures of the mind that include the conscious, pre-conscious and the unconscious. The conscious is what we are aware of, the pre-conscious can be remembered quickly with priming, and the un-concious is buried.

The un-conscious contains our employees needs, wants, and desires. What we see on the surface is not really the true personality as that which we get a hint of through their unconscious. Frued states, "We are probably far too much inclined to over estimate the conscious character even of intellect and artistic productions"(Freud,1920).

 Each employee has latent or hidden needs  that they may or may not be presently aware of. As they make decisions, choices, and put forward effort their unconcscious needs become apparent to those who are perceptive. Each action is a glimpse to an internal motivations the person uses to make decisions.

Each decision and action can lead to greater insight of the "true" character and ability of the person. As the person navigates his or her environment they leave a trail of decisions, actions, and comments. Some are stand alone but others create a pattern of behavior.

The hidden Markov method can be used to detect and understand these processes better. Hidden means that the initial factor may not be known but the outcome is. In other words, the latent mental process is not known but the actual actions in our environment can be tracked leading to performance predictions.

Andrey Markov-Mathemetician

The hidden Markov mode has been used successfully in smaller scale projects like education and learning. Models can be used to uncover hidden Markov processes using activity logs and data (Biswas, 2010). Over time these create a pattern and reflect deeper metacognitive processes that can reflect future performance and behavior.

The process doesn't need to be as formal as a Markov Method. Companies often engage in psuedo research through observations that take the form of probationary periods, performance appraisals, surveys and employment histories. Each leads to greater insight into which processes the employee is using to make decisions and their likelihood of such performance in the future.

Knowing what motivates your employees is beneficial for designing tasks around their abilities, goals, and knowledge. Creating an alignment between the employee and their environment leads to meaningfulness that takes the form of skill variety, task identity, and task significance (Hackman & Oldham, 1980).

It would be difficult to follow and study individual employees on this level unless they have high value or worth to the organization. However, all managers should have some knowledge of how and their employees think and what they believe in order to motivate them. The impetus of engaging, knowing and understanding people is one of the biggest parts of proper management.  Perception and active listening can get you the basic idea without the need for scientific evaluation.

Biswas, et. al. (2010). Measuring self-regulation learning skills through social interactions in a teachable agent environment. Research & Practice in Technology Enhance Learning, 5 (2).

Frued, S. (1920) Dream Psychology Psychoanalysis for Beginners. NY: The James A McCaan Company.

Hackman, J. & Oldham, G. (1980). Work Design. NJ. Pearson Education.

IABE-2016 Orlando: Winter Conference, March 20-22, 2016

IABE-2016 Orlando: Winter Conference, March 20-22, 2016:

·         Submission Deadline: January 11, 2016

·         Please visit our website www.iabe.org for more information on our refereed journals and the conference.

·         Submit your paper online at www.iabe.org or email it to: Review@iabe.org                                                          

IABE-2016 Florence & Pisa (Italy): Summer Conference, June 16-18, 2016:

• Submission Deadline: April 18, 2016
• Please visit our website www.iabe.eu for more information on our refereed journals and the conference.
• Submit your paper online at www.iabe.eu or email it to: Review@iabe.org                                                                   

Our Refereed Publications:

California Business Review (CBR)
European Journal of Business Research (EJBR)
European Journal of Management (EJM)
International Journal of Business Research (IJBR)
International Journal of Business Strategy (IJBS)
International Journal of Strategic Management (IJSM)
Journal of Academy of Business and Economics (JABE)
Journal of International Business and Economics (JIBE)
International journal of Finance and Economics (JIFE)
Journal of International Finance Studies (JIFS)
Journal of International Management Studies (JIMS)
Review of Business Research (RBR)

We invite you to visit our website www.iabe.org for more information.

Pushing San Diego's Innovative Ability

How do we push San Diego's ability to be a sustainable innovative city? I had the pleasure of reading Rob Litchmen's Opinion piece in the San Diego Tribute entitled, "Innovation group could build a sustainable San Diego" I like the idea of advocating for innovation in San Diego and pushing for sustainable practices.

I have often felt that sustainable practices are investments in our future. The initial costs of some practices can sometimes be prohibitive but can save money over the long term. Other initiatives could turn out to be cheaper and only need to be analyzed and applied.

All societies must push upward in their development. A committee could help in discovering new ideas, research best practices, and then solicit government stakeholders to incorporate new developments. They could work on forming a long-term strategic plan and marrying that plan with city governments.

The group could be part of government as in a formal committee or it could be industry led through volunteerism and corporate sponsorship. Businesses, professors, and specialists would be interested in joining. It would be a way of contributing to the city's development in a significant way.

The biggest advantage such a committee could have is changing people's mind from short-term thinking to long-term thinking. A group could push for sustainable practices that encourages San Diego to take a sustainable leadership position that is increasingly important in an era of climate change.

It could also review the master plans and ideas to further develop neighborhoods for local use. The automobile removed local grocery stores and a sense of community while bikes and public transportation are making them feasible again. Working through this change is important to ensure policies are sound.

I can't say whether such a group would or would not work. I can only say that it depends on its form, interest, political clout, and the public perception. Its power would be more in the way we think and its ability to research and recommend improvements. Rob Litchmen's idea of an innovation committee is important as one perspective on how to improve the local economy and standard of living.

Litchmen (October 7th, 2015). Innovation group could build a sustainable San Diego. The San Diego Union-Tribune. http://www.sandiegouniontribune.com/news/2015/oct/07/innovation-sustainable/

Tapping Your Student's Knowledge in Business Curriculum

 Online education was the latest adaptation but new models will eventually emerge that rest on the new virtual platform. If universities value is based on its knowledge that it provides to students and society is it also possible that collective intelligence will be the next step in university development. Universities are collectors of knowledge and disseminate societal wisdom making furthering that agenda a mater of improving the knowledge collection and dissemination process.

Each student comes with experiences and knowledge that has the potential to improve curriculum. In the case of MBA programs, much of that knowledge is industry relevant and relates directly to theoretical concepts taught in class. The student is an untapped source of information that has real life experience that can further curriculum development.

Virtual classrooms collect masses amount of information but are not effectively using student knowledge to update and adjust models, curriculum and examples. The technology to allow for mass open innovation in solving large problems and updating information is available.

Technology affords the opportunity to leave comments, propose changes in examples, and provide links to other resources by large amounts of people. Collecting, analyzing, and incorporating this information is the same methodology that allows for customer feedback and the customer as co-creator in advanced businesses.

Ultimately all information in college is only beneficial if it is relevant and solves practical problems. It must be applicable to the student and who need or use this knowledge. When seasoned students can update course information and contribute to others knowledge they are able to develop more relevant examples and and more effective resolutions to problems.

The process of collective intelligence also encourages greater motivation among a student body that sometimes views education as something fluid they can jump in and out of.  With co-creation students are not passive learners but actively engage in developing, owning, and advocating for universities where their knowledge made a lasting mark giving them more purpose to stay engaged. Those students are not only graduates but also contributors to the next generation which gives the idea of Alumni a whole new depth.