14. What is a maturity model? Describe the Gartner Maturity Model for Analytics.
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14. What is a maturity model? Describe the Gartner Maturity Model for Analytics.
Business Model:-
Business model is the company's main strategy for doing business profitably. Models often include details such as the products or services the business plans to sell, target markets, and any expected costs. Two business model levers in price and cost.
Maturity Model:-
Maturity model is a tool that helps people assess the current performance of an individual or group and supports to find out what skills they need to acquire next in order to improve their performance. ... Maturity models are classified as a series of performance standards.
Gartner Maturity Model For Analytics:-
Gartner incorporates maturity of data analytics based on the ability of the system to not only provide information, but directly assist in decision-making. Many mature analysis systems can allow IT teams to predict the impact of future decisions and come to the conclusion of an appropriate option.
Gartner's four-step model of data analytics can help assess the current state of business IT systems and analyze the most appropriate way forward. The four categories, respectively, are:
Descriptive statistics: It can tell you what is happening in your organization
Diagnosis: You can tell why it goes on
Guess: It can tell you what will happen or is likely to happen
Definition: You can tell what to do about it
When establishing challenges and needs to be addressed by an IT analytics solution, decision makers can evaluate the potential of the solution depending on the stage, organization, and where it wants to be in the near future. This consideration may allow IT leaders to set goals that allow for direct comparisons between available solutions and existing analytics vendors and their products.
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- Cousins Jeri Lynn De Bose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. "It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?' Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that is accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant-thus a 5." Tish and Jeri Lynn looked at each other and laughed. "Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there`s no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. How might the state control the accuracy of principals who are conducting teacher evaluations? Explain.Title of the research: Reimagining Mathematics Education during the COVID-19 Pandemic; Journal Name: Brock Education Journal; Volume: 29; Issue: 2; Page Numbers: 42–46; Year: 2020; Author Name: Anjali Khirwadkar, Sheliza Ibrahim Khan, Joyce Mgombelo, Snežana Obradović-Ratković, Wendy Ann Forbes. Q.7 How can i Write the reference in APA style from the above information.6 . Individual Problems 22-5 Futura Furniture Products manufactures upscale office furniture for the “Office of the Future.” The sales division comprises regionally based sales offices made up of sales representatives and regional managers. Sales representatives—who report to the regional managers—conduct direct sales efforts with customers in their regions. As part of the sales process, representatives gather information about likely future orders and convey that information back to the regional managers. Regional managers use that information to create sales forecasts, which are then used as the basis for manufacturing schedules. Sales representatives and regional managers are both compensated on a salary plus commission (percentage of revenue, as pricing is centrally controlled). However, a regional manager's commission is adjusted based on regional sales that exceed the forecast target. Corporate managers are concerned with one of Futura's key products, the “DeskPod.” They…
- QUESTION: What are the pros/cons of using a SWOT Analysis in a... What are the pros/cons of using a SWOT Analysis in a business setting? Describe the SWOT Analysis.D & R A1 2 -1 Question 2. Contango and Backwardation Define and contrast contango and normal contango.Which of the following statements is TRUE? Question 19Answer a. The origins of management by exception are generally credited to Frederick W. Taylor. b. The person most responsible for initiating the use of interchangeable parts in manufacturing was Henry Ford. c. The origins of the scientific management movement are generally credited to Henry Ford. d. The person most responsible for initiating the use of interchangeable parts in manufacturing was Walter Shewhart. e. The person most responsible for initiating the use of interchangeable parts in manufacturing was Eli Whitney.
- Q3.Is efficiency or effectiveness more important to organizational performance? Can managers improve both simultaneously?CRISIS ITIn May 2007, Frontier Airlines Holdings hired Gerry Coady as chief information officer (CIO). Nearly ayear later the airline filed for bankruptcy under Chapter 11. In an interview, Coady describes how hemanaged IT projects during the bankruptcy and recession crisis of 2008–2009.Fundamentally, Coady faced a situation of too many projects and too few resources. Coady used astrategy of focusing on reducing the number of projects in the portfolio. He put together a steeringcommittee of senior management that reviewed several hundred projects. The end result was a reductionto less than 30 projects remaining in the portfolio.How Can You Get to a Backlog of over 100 Projects?“There are never enough resources to get everything done.” Backlogs build over time. Sacred cowprojects get included in the selection system. Projects proposed from people who have left the airline stillreside in the project portfolio. Non-value-added projects somehow make their way into the projectportfolio.…What are 3 psychological barriers to good decision making, A. Goal displacement, overthinking and weaknesses. B . Illusion of control, framing effects and discounting the future. C. Time pressures, social realities, and framing effects. D. None of the above