How to Determine the Equation of a Line

There are many instances in science and math in which you will need to determine the equation of a line. In chemistry, youll use linear equations in gas calculations, when analyzing rates of reaction, and when performing Beers Law calculations. Here are a quick overview and example of how to determine the equation of a line from (x,y) data. There are different forms of the equation of a line, including the standard form, point-slope form, and slope-line intercept form. If you are asked to find the equation of a line and are not told which form to use, the point-slope or slope-intercept forms are both acceptable options. Standard Form of the Equation of a Line One of the most common ways to write the equation of a line is: Ax By C where A, B, and C are real numbers Slope-Intercept Form of the Equation of a Line A linear equation or equation of a line has the following form: y mx b m: slope of the line; m Δx/Δy b: y-intercept, which is where the line crosses the y-axis; b yi  - mxi The y-intercept is written as the point  (0,b). Determine the Equation of a Line - Slope-Intercept Example Determine the equation of a line using the following (x,y) data. (-2,-2), (-1,1), (0,4), (1,7), (2,10), (3,13) First calculate the slope m, which is the change in y divided by the change in x: y Δy/Δx y [13 - (-2)]/[3 - (-2)] y 15/5 y 3 Next calculate the y-intercept: b yi  - mxi b (-2) - 3*(-2) b -2 6 b 4 The equation of the line is y mx b y 3x 4 Point-Slope Form of the Equation of a Line In the point-slope form, the equation of a line has slope m and passes through the point (x1, y1). The equation is given using: y - y1 m(x - x1) where m is the slope of the line and (x1, y1) is the given point Determine the Equation of a Line - Point-Slope Example Find the equation of a line passing through points (-3, 5) and (2, 8). First determine the slope of the line. Use the formula: m (y2 - y1) / (x2 - x1)m (8 - 5) / (2 - (-3))m (8 - 5) / (2 3)m 3/5 Next use the point-slope formula. Do this by choosing one of the points, (x1, y1) and putting this point and the slope into the formula. y - y1 m (x - x1)y - 5 3/5 (x - (-3))y - 5 3/5 (x 3)y - 5 (3/5)(x 3) Now you have the equation in point-slope form. You could proceed to write the equation in slope-intercept form if you wish to see the y-intercept. y - 5 (3/5)(x 3)y - 5 (3/5)x 9/5y (3/5)x 9/5 5y (3/5)x 9/5 25/5y (3/5)x 34/5 Find the y-intercept by setting x0 in the equation of the line. The y-intercept is at the point (0, 34/5).

Organizational Culture Analysis The Rosetta Stone

Bus610 – Organizational Behavior Unit 1 - Organizational Culture Analysis Dr. Charles Nichols Shannon Robertson January 26, 2015 Archaeologists live for curios. As they uncover these sections of the past, a shred of fabric, a silver pot, a disintegrating divider, an ancient keeping in touch while they gradually start, piece by piece, to construct their understanding of a culture long gone. These curios are keys to the past. Without them, we know little or nothing whatsoever of the individuals who went before us. With antiquities, be that as it may, we come to comprehend the convictions, qualities, traditions, and practices of these individuals. To put it plainly, we come to comprehend their culture. As any classicist will let you know, antiques are key in understanding culture. If not for a little curio called the Rosetta Stone, case in point, we may even now be scratching our heads at those clever drawings on Egyptian dividers. Also if not for those clever drawings themselves (i.e., hieroglyphics), we may not know a thing about ancient Egypt. Corporate Culture or Corporate Wish Pretty much as the Egyptians and other ancient civilizations had remarkable cultures, your business has a culture. This culture is comprised of the convictions, qualities, traditions, and practices of your organization s representatives. Corporate culture is a genuine article. The inquiry is not, Do we have a culture?—trust me, you do—but instead, Have we characterized ourShow MoreRelatedEssay on Individual Behavior: Motivational and Learning Systems1368 Words   |  6 Pagespeople in different parts of the world (Mohammed, Angell, 2004). Organizations structures broke the frames of functional departments and business divisions. To survive in contemporary business environment organizations have to radically adapt their cultures, structures, systems and processes to cope with increasing functional and cultural diversity. Whereas teams’ diversity and flexibility can bring added value to the organization, it can also bring challenges as it is extremely important that organizationRead MoreStrategy Management18281 Words   |  74 PagesStudies Association (Founding Member), and the Strategic Management Society. vi rot12737_fm_i-xlvi.indd vi 17/11/11 7:37 PM Confirming Pages PREFACE The vision for this book is to provide students with core concepts, frameworks, and analysis techniques in strategy that will not only integrate their functional course offerings but also help them to become managers who make better strategic decisions. It is a research-based strategy text for the issues that managers face in a globalizedRead MoreFuture Information Security Trends17051 Words   |  69 Pagesfuture information security trends especially from the Finnish viewpoint in the next five to ten years by collecting and analysing specialists’ conceptions and knowledge of the various developments in their professional fields. In order to deepen the analysis, we also specified factors and attributes that affect the realization of the trends. In addition, our objective was to evaluate the need for establishing a separate program for continuous foreseeing activities and provide methodological and procedural

HRMD Free Essays

Training and development activities begin when a new employee enters the organization usually in the form of employee orientation and skills training. Employee orientation is the process by which new employees learn important organizational values and norms, establish working relationships, and learn how to function within their Jobs. The HARD staff and hiring supervisor generally share the responsibility for designing the orientation process, conducting general orientation sessions, and beginning the initial skills training. We will write a custom essay sample on HRMD or any similar topic only for you Order Now Skills and technical training programs then narrow in scope to teach the new employee a particular skill or area of knowledge. Once new employees have become proficient in their Jobs, HARD activities should focus more on developmental activities specifically, coaching and counseling. In the coaching process, individuals are encouraged to accept responsibility for their actions, to address any work-related problems, and to achieve and to sustain superior performance. Coaching involves treating employees as partners in achieving both personal and organizational goals. Counseling techniques are used to help employees deal with personal problems that may address such issues as substance abuse, stress management smoking cessation, r fitness, nutrition, and weight control. HARD professionals are also responsible for coordinating management training and development programs to ensure that managers and supervisors have the knowledge and skills necessary to be effective in their positions. These programs include supervisory training, Job rotation, one-day seminars, or college and university courses. 1. 1. 2 Organization Development (DO) the well-being of its members through planned interventions that apply behavioral science concepts. DO emphasizes both macro and micro organizational changes: macro changes are intended to ultimately improve the effectiveness of the organization, whereas micro changes are directed at individuals, small groups and teams. The role of the HARD professional involved in an DO intervention is to function as a change agent. Facilitating change often requires consulting with and advising line managers on strategies that can be used to effect the desired change. The HARD professional may also become directly involved in carrying out the intervention strategy, such as facilitating a meeting of the employees responsible for planning and implementing the actual change process. 1. 1. 3 Career development Career development is an ongoing process by which individuals’ progress through a rise of stages, each of which is characterizes by a relatively unique set of issues, themes, and tasks. Career development involves two distinct processes: career planning and career management. Career planning involves activities performed by an individual, often with the assistance of counselors and others, to assess his or her skills and abilities in order to establish a realistic career plan. Career management involves taking the necessary steps to achieve that plan, and generally focuses more on what the organization can do to foster employee career development. There is a throng relationship between career development and T activities. 1. Other HARD Roles and outputs for HARD Professionals HARD professionals perform nine distinct roles, which are described below: The HER strategic adviser consults strategic decision makers on HARD issues that directly affect the articulation of organization strategies and performance goals. The HER systems designer and developer assist HER management in the design and development of HER systems that affect organization performance. The organizati on change agent advises management in the design and implementation of change strategies used in ransoming organizations. The organization design consultant advises management on work systems design and the efficient use of human resources. The learning program specialist (or instructional designer) identifies needs of the learner, develops and designs appropriate learning programs, and prepares materials and other learning aids. The instructor/facilitator presents materials and leads and facilitates structured learning experiences. The individual development and career counselor assists individual employees in assessing their competencies and goals in order to develop. The performance consultant (or coach) advises line management on appropriate interventions designed to improve individual and group performance. The researcher assesses HARD practices and programs using appropriate statistical procedures to determine their overall effectiveness and communicates the results to the organization. Strategic management involves a set of managerial decisions and actions that are intended to provide a competitively superior fit with the external environment and enhance the long-run performance of the organization. It involves several distinct processes, including strategy formulation, strategy implementation, and control. In particular, HARD executives and professionals should demonstrate the strategic capability of HARD in three primary ways: 1 . First, HARD executives should contribute information, ideas, and recommendations during strategy formulation and ensure that the organization’s HARD strategy is consistent with the overall strategy. 2. Second, HARD professionals should provide education and training programs that support effective strategic management. Training in strategic management concepts and methods can help line managers to develop a global perspective that is essential for managing in today’s highly competitive environment. Finally, HARD professionals must ensure that all training efforts are clearly linked to the goals and strategies of the organization. 1. 4 Supervisor’s Role in HARD Supervisors play a critical role in implementing many HARD programs and processes. Many organizations rely on line supervisors to implement HARD programs and processes such as orientation, training, coaching, and career development. The HARD executive/manager has primary responsibility for all HARD activities. One of the important tasks of the HARD executive is to promote the value of HARD as a means of insuring that organizational members have the competencies to meet current and future Job demands. 1. 5 HARD process HARD programs and interventions can be used to address a wide range of issues and problems in an organization. They are used to orient and socialize new employees into the organization, provide skills and knowledge, and help individuals and groups become more effective. To ensure that these goals are achieved, care must be given when designing and delivering HARD programs. Designing HARD intervention involves a process, which includes a four-step sequence: needs assessment, design, implementation, and evaluation. Needs Assessment phase HARD interventions are used to address some need or gap within the organization. A need can either be a current deficiency, such as poor employee performance, or a new challenge that demands a change in the way the organization operates. Employee performance. This information can be used to: Establish priorities for expending HARD efforts Define specific training and HARD objectives Establish evaluation criteria. Design phase The second phase of training and HARD process involves designing the HARD program or intervention. The following activities are typically carried out during this phase: Selecting the specific objectives of the program Developing an appropriate lesson plan for the program Developing or acquiring the appropriate materials for the trainees to use Determining who will deliver the program Selecting the most appropriate method or methods to conduct the program Scheduling the program The design phase also involves selecting and developing the content of the program. This means choosing the most appropriate setting for the program (e. G. On the Job, in a classroom), and the materials to be used in delivering the program (workbooks). Implementation phase The goal of the assessment and design phases is to implement effective HARD programs or interventions. This means that the program or intervention must be delivered or implemented, using the most appropriate means or methods. Evaluation phase Program evaluation is the final phase in the training and HARD process. This is where the effectiveness of the HARD intervention is measured. Careful evaluation provides information on participants’ reaction to the program, how much they learned, whether they use what they learned back on the Job, and whether the program improved the organization’s effectiveness. This information allows managers to make better decisions about various aspects of the HARD effort, such as: Continuing to use a particular technique or vendor in future programs Offering a particular program in the future Budgeting and resource allocation Using some other HER or managerial approach to solve the problem It is important that HARD professionals provide evidence that HARD programs improve individual and organizational effectiveness. Armed with this information, HARD managers from other areas of the organization when discussing the effectiveness of their actions and competing for resources. Unit questions: Management development is one of the most common HARD activities. Although management development has been defined in many ways, the following definition best captures the essence of management development as it can and should be practiced in organizations: â€Å"an organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization†. This Unit will address Management, Organizational as well as Career development in detail. How to cite HRMD, Papers