Tag: Learned

Learned!


To learn new things is beneficial at any age, and any kind of learning can benefit other aspects of your life. For instance, taking music lessons can increase your language skills. If you’re interested in a topic, study it. If you’d like a new skill, practice it. Your life is ever-changing and infinitely complex, and your ability to experience it depends on your willingness the learn. The more you learned, the more you live.

Embrace failure and confusion. When you are learning a new thing, you are entering into unknown territory. Allow yourself to experience the confusion of unanswered questions and unfamiliar parameters. When you study a new topic, don’t look up answers to your questions right away. Instead, spend some time trying to figure the answers out on your own. This kind of trying (and failing) helps you better understand what you are learning.


  • How to Preparation of CAT Exams in 4 or 5 months?

    How to Preparation of CAT Exams in 4 or 5 months?

    How to Preparation of CAT Exams in 4 or 5 months?


    Going by the previous year’s schedule, CAT will be conducted in the first week of December. That leaves roughly 4 or 5 months/150 days for preparation. CAT is the one stop solution for all such students who dream of getting an MBA degree from one of the best management institutes in India. To top it, CAT score is not just accepted by IIMs but by many other good B-schools. Though CAT is not deemed as a tough exam but is tricky to clear.

    Students who have cleared the exam in the past, claim that the exam is not tough but requires careful and strategic planning in order to clear it. Here we will discuss what should be the preparation strategy for students who will begin preparing for CAT exam now.

    Preparation of CAT Exams in 4 or 5 months


    How to Preparation of CAT Exams in 4 or 5 months?

    According to many experts and students who have cleared CAT earlier, this is the right time to prepare for CAT exam.

    The first 2-3 months should be devoted to learning the basic concepts and brushing up the fundamentals of the topics. During this time, it would be a good practice to pick up mock tests and previous year question papers and begin solving them. In the beginning, the frequency of solving mock tests should be one to two in a week. This way, not only will you be able to analyze where you are in terms of your knowledge, you will also get to measure your progress as you go along with your preparation.

    Contrary to popular opinion you do not need to study for 8-12 hours every day. Even 4-hour study duration is enough, given that you are focused and attentive toward what you study.

    You will also need to categorize the topics to be covered as most difficult, difficult, moderate and easy. This will help you in a directed preparation and hone your strong topics and work harder on the weak ones.

    Learn more than one method to solve a question. During the exam, knowing more than one way of solving a question will help you in solving questions more accurately. Accuracy is one of the key factors in scoring a high percentile in CAT exam.

    While preparation makes sure that you pay equal attention to all the three sections. Sometimes students who are good in English, pay less attention to preparing for VRC section and end up scoring badly despite having a strong grasp on the language.

    Make a routine and schedule for studying and stick to it. Incorporating CAT preparation in and as your daily schedule will help you stick to your goal and will deliver desired end result.

    Toward the last phase of your preparation, do not start learning new topics. The last phase especially the weeks leading up to the exam day should be devoted to solving mock tests entirely. During this time you should be solving at least two mocks in a day.

    Many Cat toppers swear by mock test solving and have said that solving mock tests helped them get in the right mind frame and solving CAT questions while sticking to the rules of the exam became second nature to them.

    How to Preparation of CAT Exams in 4 or 5 months?


  • Requirement for CAT Application Eligibility

    Requirement for CAT Application Eligibility

    The requirement for CAT Application Eligibility


    CAT will be conducted by IIM Lucknow. While there is still time left before the official notification is out and the real race begins, why not go through the eligibility requirements essential for appearing in the exam. In general terms, anyone with a graduate degree can appear for the CAT exam. However, there are certain other conditions which must be fulfilled or else a candidate will be disqualified from appearing in the exam. There is also an important question of work experience and if it is an essential requirement for CAT or not.

    While understanding the eligibility requirement is fairly easy, sometimes students are at loggerheads with what is considered as a degree equivalent to a graduate degree. Also, students are often under the impression, that it is compulsory to have some work experience before they appear for CAT exam. In this article, we will explain both academic eligibility and the question of work experience.

    CAT Eligibility Criteria


    • A candidate applying for CAT exam must have a Bachelor’s degree in any discipline with 50% marks or equivalent CGPA.
    • The minimum percentage required for candidates belonging to Scheduled Caste (SC), Scheduled Tribe (ST), and Persons with Disability (PWD) category is 45% or equivalent CGPA.
    • The degree must have bone obtained from a university incorporated by an Act of Parliament or State Legislature in India or institution recognized by UGC or must possess an equivalent recognition from MHRD, Government of India.
    • Candidate’s appearing in the final year of their qualifying examination can also appear for the CAT exam on the condition that they produce a certificate issued by the Principal/Registrar of their university/institute stating that they have completed all the degree requirements at the time of their admission.
    • Candidates who have completed CA/CS/ICWA can also apply. The percentage requirement for these candidates will be same as mentioned in the points above.
    • The candidate must hold a Bachelor’s Degree, with at least 50% marks or equivalent CGPA (45% in case of the candidates belonging to Scheduled Caste (SC), Scheduled Tribe (ST) and Persons with Disability (PWD)/Differently Able (DA) category) awarded by any of the Universities incorporated by an act of the central or state legislature in India or other educational institutions established by an act of Parliament or declared to be deemed as a University under Section 3 of the UGC Act, 1956, or possess an equivalent qualification recognized by the Ministry of HRD, Government of India.
    • The percentage of marks obtained by the candidate in the bachelor’s degree would be calculated based on the practice followed by the university/institution from where the candidate has obtained the degree. In case the candidates are awarded grades/CGPA instead of marks, the conversion of grades/CGPA to percentage of marks would be based on the procedure certified by the university/ institution from where they have obtained the bachelor’s degree. In case the university/ institution does not have any scheme for converting CGPA into equivalent marks, the equivalence would be established by dividing the candidate’s CGPA by the maximum possible CGPA and multiplying the result with 100.
    • Candidates appearing for the final year of bachelor’s degree/equivalent qualification examination and those who have completed degree requirements and are awaiting results can also apply. If selected, such candidates will be allowed to join the programme provisionally, only if she/he submits a certificate latest by before July or August from the Principal/Registrar of her/his College/Institute (issued on) stating that the candidate has completed all the requirements for obtaining the bachelor’s degree/equivalent qualification on the date of the issue of the certificate.
    • IIMs may verify eligibility at various stages of the selection process, the details of which are provided at the website www.iimcat.ac.in. Applicants should note that the mere fulfillment of minimum eligibility criteria will not ensure consideration for shortlisting by IIMs. Prospective candidates must maintain a valid and unique email account and a phone number throughout the selection process.

    List of Equivalent Qualifications


    1. Bachelor’s degree in Engineering/Technology (4 years after 10+2/Post B.Sc./Post Diploma ) or B.E/B.Tech equivalent examinations, of Professional Societies, recognized by MHRD/UPSC/AICTE (e.g. AMIE by Institution of Engineers -India, AMICE by the Institute of Civil Engineers-India).

    2. Any Qualification recognized by Association of Indian Universities New Delhi, which is equivalent to a Bachelor’s Degree awarded by UGC recognized University/Institutions.

    3. Cases not covered above equivalency certificate to be produced by Association of Indian Universities New Delhi.

    Reservations


    • As per the Government of India requirements, 15% of the seats are reserved for Scheduled Caste (SC) and 7.5% for Scheduled Tribe (ST) candidates. 27% of seats are reserved for Other Backward Classes candidates belonging to the “non- creamy” layer (NC – OBC).
    • For an updated central list of state – wise OBCs eligible for availing the benefit of reservation and information in respect of the creamy layer, visit the website http://www.ncbc.nic.in.
    • In the case of NC – OBC category, the castes included in Central List (available at http://www.ncbc.nic.in) of NC – OBC by the National Commission of Backward Classes, Government of India as on last day of registration will be used. Any subsequent changes will not be effective for CAT.
    • As per the provision under section 39 of the PWD Act, 1995, 3% seats are reserved for Differently Abled (DA) candidates. The three categories of disability are – 1) low vision blindness, 2) hearing impairment and 3) Locomotor disability/Cerebral Palsy. This provision is applicable if the candidate suffers from any of the listed disabilities to the extent of not less than 40%, as certified by a medical authority as prescribed and explained in the said Act.
    • The candidates belonging to categories for which seats are reserved need to note and read the eligibility requirements carefully before applying. It should be noted that while it is the endeavor of IIMs that the candidates belonging to SC/ST/PWD/Non – Creamy OBC categories join the Programme in proportions mandated by the law, they have to meet the minimum eligibility criteria and a certain minimum level of performance in the admission process.
    • The candidates should read carefully the description of admission process followed by each IIM on their respective websites. No change in the category will be entertained after the closure of registration window. Hence, applicants are advised to give attention while registering.

    Note for SC/ST, NC- OBC, and DA Candidates


    • If you belong to SC or ST categories, your caste/tribe must be listed in the Government of India schedule. The caste certificate that you send to IIM should be in the Government approved format and should clearly state: (a) Name of your caste/tribe; (b) Whether you belong to Scheduled Caste or Scheduled Tribe; (c) District and the State or Union Territory of your ordinary residence; and (d) the appropriate Government of India schedule under which your caste/tribe is approved by it as Scheduled Caste or Scheduled Tribe.
    • A copy of the SC/ST and /or PWD (DA) certificate(s) must be uploaded at the time of CAT Application online. Failure to upload a copy of the caste/class certificate will result in the rejection of your CAT registration.
    • The SC/ST and/or PWD (DA) certificate(s) must be shown and a photocopy should be submitted at the time of interviews. Moreover, the certificate(s) must be submitted at the time of joining programs of any of the IIMs.
    • If you belong to the Non – Creamy Other Backward Classes (NC – OBC), you must produce the NC – OBC certificate duly signed by the competent authority and enclose its photocopy at the time of interviews. Moreover, the certificate must be submitted at the time of joining programs of any of the IIMs. Failure to do so during the post CAT selection process will result in you not being considered under the reserved category.

    Work Experience Requirement


    Having a prior work experience is not a compulsory requirement for candidates appearing in CAT. The application form does ask for work experience details but it is not mandatory.

    However, during the final selection of candidates, work experience is given some weight-age by the IIMs. The exact weight-age given to work experience is never revealed by the IIMs but it varies from IIM to IIM.

    The bottom line is that work experience does not come into play till the last stage of final selection and even then it does not play a deciding factor. IIMs have been known to have a mixed batch comprising of both fresh graduates and students with work experience.

    Requirement for CAT Application Eligibility


  • The Steps with Advantages and Disadvantages of Strategic Management

    The Steps with Advantages and Disadvantages of Strategic Management

    The Steps with Advantages and Disadvantages of Strategic Management; Strategy: The word “strategy” derives from the Greek word “stratçgos”; stratus (meaning army) and “ago” (meaning leading/moving). A strategy is an action that managers take to attain one or more of the organization’s goals. The strategy can also be defined as “A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process”.

    Here explains you’ll read and learn; The Steps with Advantages and Disadvantages of Strategic Management.

    A strategy is all about integrating organizational activities and utilizing and allocating the scarce resources within the organizational environment to meet the present objectives. While planning a strategy it is essential to consider that decisions do not take in a Vaccum and that any action taken by a firm is likely to be met by a reaction from those affected, competitors, customers, employees or suppliers.

    The strategy can also define as knowledge of the goals, the uncertainty of events and the need to take into consideration the likely or actual behavior of others. The strategy is the blueprint of decisions in an organization that shows its objectives and goals, reduces the key policies, and plans for achieving these goals, and defines the business the company is to carry on, the type of economic and human organization it wants to be, and the contribution it plans to make to its shareholders, customers, and society at large.

    Steps of Strategic Management:

    The strategic management plan has various facets that are being discussed here. The strategies are applied to have proper planning and appropriate allocation of funds for the accomplishment of the goals of the company.

    Step 1: Formulation;

    The formulation of the strategies essentially involves the environment within which every company has to survive. Here various important decisions make to figure out how the company will reach out to the competition. Here the external environmental analysis is done. The political, economic, legal and social aspects are assessed during the formulation of the strategies.

    1. Industry Environment:

    The strategic decision-maker checks for the competitor environment. They try to assess the resources available to the rivals and also their bargaining power with the customers. It is also important to understand the trend of the suppliers; check if there are any latest threats of the new entrants in the industry.

    2. Internal Environment:

    Though most of the companies do not take care of the internal environment this is amongst the most important while implementing strategic management fundamentals. You should have a clear SWOT analysis of your employees, processes, and resources.

    Step 2: Implementation;

    This is the next important step in strategic management – here the management has to decide as to how the resources will be utilized to reach out to the goals formulated by the company. The implementation phase also checks how the resources of the organization have been structured.

    Advantages of Strategic Management Process:

    The process of strategic management is a comprehensive collection of different types of continuous activities and also the processes which use in the organization. Strategic management is a way to transform the existing static plan in a proper systematic process. Strategic management can have some immediate changes in the organization. The following mentioned are few advantages of strategic management;

    1. Making a better future;

    There is always a difference between reactive and proactive actions. When a company practices strategic management – the company will always be on the defensive side and not on the offensive end. You need to come out victorious in the competitive situation and not be a victim of the situation. It is not possible to foresee every situation but if you know that there are chances of certain situations then it is always better to keep your weapons ready to fight the situation.

    2. Identifying the directions;

    Strategic management essentially and clearly defines the goals and mission of the company. The main purpose of this management is to define realistic objectives and goals – this has to be in line with the vision of the company. Strategic management provides a base for the organization based on which progress can measure and base on the same, the employees can compensate.

    3. Better business decisions;

    It is important to understand the difference between a great idea and a good idea. If you do have a proper and clear vision of your company – then having a mission and methods to achieve the mission always seems to be a very good idea. It turns into a great idea when you decide what is the type of project that you want to invest your money; how do you plan to invest your time and also utilize the time of your employees. Once you are clear with your ideas about the project and the time each of your employees and you will have to allocate, you will need to focus your attention on the financial and human resources.

    4. The longevity of the business;

    The times are changing fast and dynamic changes are happening every day. The industries worldwide are changing at a fast pace and hence survival is difficult for those companies which do not have a strong and perfect base in the industry. The strategic management ensures that the company has a thorough stand in the related industry and the experts also make sure that the company is not just surviving on luck and better chances or opportunity.

    When you look at various studies you would know that the industries which are not following the strategic management will survive for not more than five years. This suggests that companies should have a powerful focus on the longevity of the business. This suggests that without strategic management, a company can’t survive in the long run.

    5. Increasing market share and profitability;

    With the help of strategic management, it is possible to increase the market share and also the profitability of the company in the market. If you have a very focused plan and strategic thinking then all the industries can explore better customer segments, products and services and also to understand the market conditions of the industry in which you are operating in. Strategic management skills will help you to approach the right target market. The experts will guide for better sales and marketing approaches. You can also have a better network of distribution and also help you to take business decisions which at the end of the day results in profit.

    6. Avoiding competitive convergence;

    Most of the companies have become so used to focusing on the competitors that they have started imitating their good practices. It has become so much competition that it is becoming difficult to part the companies or identify them differently. With the help of strategic management this magic is possible; try and learn all the best practices of a company and become a unique identity that will keep you apart from your competitors.

    7. Financial advantages;

    The firms which follow the process of strategic management prove to have more profits over some time as compared to the companies that do not opt for strategic management decisions. Those firms which involve in using strategic management use the right method of planning; these companies have excellent control over their future. They have a proper budget for their future projects; hence these businesses continue for a long time in the industry.

    8. Non-financial advantages;

    Besides the financial benefits, the companies using strategic management also provides various non-financial benefits. The experts informed that the firms which practice strategic management are always ready to defeat the external threats. They have a better understanding of the strengths and weaknesses of the competitor and hence they can withstand the competition. This paves way for better performance and rewards for the company over some time. The main feature of this management system is that it has the capacity for problem prevention and problem-solving skills. It also helps in bringing about discipline in the firm for all types of internal and external processes.

    Disadvantages of Strategic Management Process:

    The process of strategic management includes a set of long-term goals and objectives of the company; using this method helps the company is facing competition in a better manner and also increase its capabilities. These are some of the benefits but every coin has two sides – the same is the case with strategic management. Here are some of the limitations of strategic management;

    1. Complex process;

    The strategic management includes various types of continuous process which checks all type of major critical components. This includes the internal and external environments, long term and short term goals, strategic control of the company’s resources and last but not least it also has to check the organizational structure. This is a lengthy process because a change in one component can affect all the factors.

    Hence one must understand the issues with all the concerned factors. This generally takes time and in the end, the growth of the company affects. Being a complex process it calls for lots of patience and time from the management to implement the strategic management. To have proper strategic management, there should be strong leadership and properly structured resources.

    2. Time taking process;

    To implement strategic management, the top management must spend proper quality time to get the process right. The managers have to spend a lot of time researching, preparing and informing the employees about this new management. This type of long term and time-consuming training and orientation would hamper the regular activities of the company. The day to day operations are negatively impacted and in the long term, it could affect the business adversely.

    E.g. many issues require daily attention but this is not taken care of because they are busy researching the details about strategic management. In case, the proper resolution of the problems is not done on time then there could be a great amount of attrition increase. Besides this, the performance of the employees will also go down; because, they are not getting the required resolution of their problems. This type of situation may lead the management to divert all their critical resources towards employee performance and motivation; while doing this your strategic management process will be sidelined.

    3. Tough implementation;

    When we speak the word strategic management then it seems to be a huge and large word. But it is also a fact that the implementation of this management system is difficult as compared to other management techniques. The implementation process calls for perfect communication among the employees and employers. Strategic management has to be implemented in such a way that the employees have to remain fully attentive; there should be active participation among the employees and besides this, the employees have to be accountable for their work.

    This accountability means not only for the top management but for all employees across the hierarchy. The experts mentioned that implementation is difficult because they have to continuously strive to make the employees aware of the process and benefits of this system. E.g. if a manager was involved in forming the strategic process and he/she has not been involved in the implementation process then the manager will never be accountable for any processes in the company.

    4. Proper planning;

    When we say management systems then it calls for perfect planning. You just cannot write things on paper and leave them. This calls for proper practical planning. This is not possible by just one person but it is a team effort. When these types of processes are to implement then you need to sideline various regular decision-making activities that would adversely affect the business in the long run.

    Short Review: 

    In recent years, most of the firms have understood the importance of strategic management – it plays a key role in the upbringing and downfall of any company. In a nutshell, we can conclude that the purpose of strategic management is possible if a company can provide dedicated resources; and, staff to formulate and implement the entire system. If strategic management is implemented in the company thoroughly then there is no doubt that the company will survive all types of odds; and, competition and remain in the market for a long period.

    This is required in the present situation for all companies. It just calls for proper planning and the right people to implement them in the company. You need to keep a regular check on all external and internal factors affecting your industry; besides this check all your financial resources whether they are enough to expand your business. If you could keep in mind these things the implementation will become very easy and quick for any organization irrespective of their sizes.

    The Steps with Advantages and Disadvantages of Strategic Management
    The Steps with Advantages and Disadvantages of Strategic Management
  • What are Benefits of Strategic Management?

    What are Benefits of Strategic Management?

    What are the Benefits of Strategic Management? Strategic management essentially means the implementation and formulation of various strategies to achieve the goals of the company. This is the detailed initiative that is taken by the top management; these strategic decisions are taken based on available resources; they also take into consideration the effects of the external and internal environment on their decisions.

    Here explains read and learn; Benefits of Strategic Management with its advantages and disadvantages: 

    There are many benefits of strategic management and they include identification, prioritization, and exploration of opportunities. For instance, newer products, newer markets, and newer forays into business lines are only possible if firms indulge in strategic planning. Next, strategic management allows firms to take an objective view of the activities being done by it; and, do a cost-benefit analysis as to whether the firm is profitable.

    Just to differentiate, by this, we do not mean the financial benefits alone (which would be discussed below); but, also the assessment of profitability that has to do with evaluating whether the business is strategically aligned to its goals and priorities.

    The key point to note here is that strategic management allows a firm to orient itself to its market and consumers; and, ensure that it is actualizing the right strategy.

    1] Financial Benefits;

    It has been shown in many studies that firms that engage in strategic management are more profitable; and, successful than those that do not have the benefit of strategic planning and strategic management.

    When firms engage in forwarding looking planning and careful evaluation of their priorities, they have control over the future; which is necessary for the fast-changing business landscape of the 21st century.

    It has been estimated that more than 100,000 businesses fail in the US every year and most of these failures are to do with a lack of strategic focus and strategic direction. Further, high performing firms tend to make more informed decisions; because they have considered both the short-term and long-term consequences and hence, have oriented their strategies accordingly. In contrast, firms that do not engage themselves in meaningful strategic planning are often bogged down by internal problems and lack of focus that leads to failure.

    2] Non-Financial Benefits:

    The section above discussed some of the tangible benefits of strategic management. Apart from these benefits, firms that engage in strategic management are more aware of external threats; an improved understanding of competitor strengths and weaknesses and increased employee productivity. They also have a lesser resistance to change and a clear understanding of the link between performance and rewards.

    The key aspect of strategic management is that the problem solving and problem preventing capabilities of the firms enhance through strategic management. Strategic management is essential as it helps firms to rationalize change and actualize change; and, communicate the need to change better to their employees. Finally, strategic management helps in bringing order and discipline to the activities of the firm in both internal processes and external activities.

    3] Closing Thoughts;

    In recent years, virtually all firms have realized the importance of strategic management. However, the key difference between those who succeed and those who fail is how strategic management is done and strategic planning is carried out makes the difference between success and failure. Of course, there are still firms that do not engage in strategic planning or where the planners do not receive support from management. As well as, These firms ought to realize the benefits of strategic management and ensure their longer-term viability and success in the marketplace.

    The Advantages of Strategic Management;

    The following advantages below are;

    1] Discharges Board Responsibility;

    The first reason that most organizations state for having a strategic management process is that it discharges the responsibility of the Board of Directors.

    2] Forces An Objective Assessment;

    Strategic management provides a discipline that enables the board; and, senior management to take a step back from the day-to-day business to think about the future of the organization. Without this discipline, the organization can become solely consumed with working through the next issue or problem without consideration of the larger picture.

    3] Provides a Framework For Decision-Making;

    The strategy provides a framework within which all staff can make day-to-day operational decisions; and, understand that those decisions are all moving the organization in a single direction. It is not possible (nor realistic or appropriate) for the board to know all the decisions the executive director will have to make, nor is it possible (nor realistic or practical) for the executive director to know all the decisions the staff will make.

    The strategy provides a vision of the future, confirms the purpose and values of an organization, sets objectives, clarifies threats and opportunities, determines methods to leverage strengths, and mitigate weaknesses (at a minimum). As such, it sets a framework and clear boundaries within which decisions can be made. Also, the cumulative effect of these decisions (which can add up to thousands over the year) can have a significant impact on the success of the organization. Providing a framework within which the executive director and staff can make these decisions helps them better focus their efforts on those things that will best support the organization’s success.

    4] Supports Understanding & Buy-In;

    Allowing the board and staff participation in the strategic discussion enables them to better understand the direction; why that direction was chosen, and the associated benefits. For some people simply knowing is enough; for many people, to gain their full support requires them to understand.

    5] Enables Measurement of Progress;

    A strategic management process forces an organization to set objectives and measures of success. Also, the set of measures of success requires that the organization first determine; what is critical to its ongoing success and then force the establishment of objectives and keeps; these critical measures in front of the board and senior management.

    6] Provides an Organizational Perspective;

    Addressing operational issues rarely looks at the whole organization and the interrelatedness of its varying components. Strategic management takes an organizational perspective and looks at all the components and the interrelationship between those components to develop a strategy that is optimal for the whole organization and not a single component.

    The Disadvantages of Strategic Management;

    The following disadvantages below are;

    1] The Future Doesn’t Unfold As Anticipated;

    One of the major criticisms of strategic management is that it requires the organization to anticipate the future environment to develop plans, and as we all know, predicting the future is not an easy undertaking. The belief is that if the future does not unfold as anticipated then it may invalidate the strategy taken. Recent research conducted in the private sector has demonstrated that organizations that use the planning process achieve better performance than those organizations that don’t plan; regardless of whether they achieved their intended objective. Also, there are a variety of approaches to strategic planning that are not as dependent upon the prediction of the future.

    2] It Can Be Expensive;

    There is no doubt that in the not-for-profit sector there are many organizations that cannot afford to hire an external consultant to help them develop their strategy. As well as, Today many volunteers can help smaller organizations; and, also funding agencies that will support the cost of hiring external consultants in developing a strategy. Regardless, it is important to ensure that the implementation of a strategic management process is consistent with the needs of the organization; and, that appropriate controls are implemented to allow the cost/benefit discussion to be undertaken, before the implementation of a strategic management process.

    3] Long Term Benefit vs. Immediate Results;

    Strategic management processes design to provide an organization with long-term benefits. If you are looking at the strategic management process to address an immediate crisis within your organization, it won’t. It always makes sense to address the immediate crises before allocating resources (time, money, people, opportunity, cost) to the strategic management process.

    4] Impedes Flexibility;

    When you undertake a strategic management process; it will result in the organization saying “no” to some of the opportunities that may be available. This inability to choose all of the opportunities presented to an organization is sometimes frustrating. Also, some organizations develop a strategic management process that becomes excessively formal. Processes that become this “established” lack innovation and creativity and can stifle the ability of the organization to develop creative strategies. In this scenario, the strategic management process has become the very tool that now inhibits the organization’s ability to change and adapt.

    A third way that flexibility can be impeded is through a well-executed alignment and integration of the strategy within the organization. An organization that is well-aligned with its strategy has addressed its structure, board, staffing, and performance and reward systems. This alignment ensures that the whole organization is pulling in the right direction, but can inhibit the organization’s adaptability. Again, there are a variety of newer approaches to strategy development used in the private sector (they haven’t been widely accepted in the not-for-profit sector yet); that build strategy and address the issues of organizational adaptability.

    What are Benefits of Strategic Management?
    Benefits of Strategic Management.
  • Little Claus and Big Claus

    Little Claus and Big Claus

    Little Claus and Big Claus Short Story by Hans Christian Andersen!


    IN a village there once lived two men who had the same name. They were both called Claus. One of them had four horses, but the other had only one; so to distinguish them, people called the owner of the four horses, Great Claus, and he who had only one, Little Claus. Now we shall hear what happened to them, for this is a true story.
    Through the whole week, Little Claus was obliged to plough for Great Claus, and lend him his one horse; and once a week, on a Sunday, Great Claus lent him all his four horses. Then how Little Claus would smack his whip over all five horses, they were as good as his own on that one day. The sun shone brightly, and the church bells were ringing merrily as the people passed by, dressed in their best clothes, with their prayer-books under their arms. They were going to hear the clergyman preach. They looked at Little Claus ploughing with his five horses, and he was so proud that he smacked his whip, and said, Gee-up, my five horses.
    You must not say that, said Big Claus; for only one of them belongs to you. But Little Claus soon forgot what he ought to say, and when any one passed he would call out, Gee-up, my five horses!
    Now I must beg you not to say that again, said Big Claus; for if you do, I shall hit your horse on the head, so that he will drop dead on the spot, and there will be an end of him.
    I promise you I will not say it any more, said the other; but as soon as people came by, nodding to him, and wishing him Good day, he became so pleased, and thought how grand it looked to have five horses ploughing in his field, that he cried out again, Gee-up, all my horses!
    Ill gee-up your horses for you, said Big Claus; and seizing a hammer, he struck the one horse of Little Claus on the head, and he fell dead instantly.
    Oh, now I have no horse at all, said Little Claus, weeping. But after a while he took off the dead horses skin, and hung the hide to dry in the wind. Then he put the dry skin into a bag, and, placing it over his shoulder, went out into the next town to sell the horses skin. He had a very long way to go, and had to pass through a dark, gloomy forest. Presently a storm arose, and he lost his way, and before he discovered the right path, evening came on, and it was still a long way to the town, and too far to return home before night. Near the road stood a large farmhouse. The shutters outside the windows were closed, but lights shone through the crevices at the top.
    I might get permission to stay here for the night, thought Little Claus; so he went up to the door and knocked. The farmers wife opened the door; but when she heard what he wanted, she told him to go away, as her husband would not allow her to admit strangers. Then I shall be obliged to lie out here, said Little Claus to himself, as the farmers wife shut the door in his face. Near to the farmhouse stood a large haystack, and between it and the house was a small shed, with a thatched roof. I can lie up there, said Little Claus, as he saw the roof; it will make a famous bed, but I hope the stork will not fly down and bite my legs; for on it stood a living stork, whose nest was in the roof.
    So Little Claus climbed to the roof of the shed, and while he turned himself to get comfortable, he discovered that the wooden shutters, which were closed, did not reach to the tops of the windows of the farmhouse, so that he could see into a room, in which a large table was laid out with wine, roast meat, and a splendid fish. The farmers wife and the sexton were sitting at the table together; and she filled his glass, and helped him plenteously to fish, which appeared to be his favorite dish. If I could only get some, too, thought Little Claus; and then, as he stretched his neck towards the window he spied a large, beautiful pie,indeed they had a glorious feast before them.
    At this moment he heard some one riding down the road, towards the farmhouse. It was the farmer returning home. He was a good man, but still he had a very strange prejudice,he could not bear the sight of a sexton. If one appeared before him, he would put himself in a terrible rage. In consequence of this dislike, the sexton had gone to visit the farmers wife during her husbands absence from home, and the good woman had placed before him the best she had in the house to eat.
    When she heard the farmer coming she was frightened, and begged the sexton to hide himself in a large empty chest that stood in the room. He did so, for he knew her husband could not endure the sight of a sexton. The woman then quickly put away the wine, and hid all the rest of the nice things in the oven; for if her husband had seen them he would have asked what they were brought out for.
    Oh, dear, sighed Little Claus from the top of the shed, as he saw all the good things disappear.
    Is any one up there? asked the farmer, looking up and discovering Little Claus. Why are you lying up there? Come down, and come into the house with me. So Little Claus came down and told the farmer how he had lost his way and begged for a nights lodging.
    All right, said the farmer; but we must have something to eat first.
    The woman received them both very kindly, laid the cloth on a large table, and placed before them a dish of porridge. The farmer was very hungry, and ate his porridge with a good appetite, but Little Claus could not help thinking of the nice roast meat, fish and pies, which he knew were in the oven. Under the table, at his feet, lay the sack containing the horses skin, which he intended to sell at the next town. Now Little Claus did not relish the porridge at all, so he trod with his foot on the sack under the table, and the dry skin squeaked quite loud. Hush! said Little Claus to his sack, at the same time treading upon it again, till it squeaked louder than before.
    Hallo! what have you got in your sack! asked the farmer.
    Oh, it is a conjuror, said Little Claus; and he says we need not eat porridge, for he has conjured the oven full of roast meat, fish, and pie.
    Wonderful! cried the farmer, starting up and opening the oven door; and there lay all the nice things hidden by the farmers wife, but which he supposed had been conjured there by the wizard under the table. The woman dared not say anything; so she placed the things before them, and they both ate of the fish, the meat, and the pastry.
    Then Little Claus trod again upon his sack, and it squeaked as before. What does he say now? asked the farmer.
    He says, replied Little Claus, that there are three bottles of wine for us, standing in the corner, by the oven.
    So the woman was obliged to bring out the wine also, which she had hidden, and the farmer drank it till he became quite merry. He would have liked such a conjuror as Little Claus carried in his sack. Could he conjure up the evil one? asked the farmer. I should like to see him now, while I am so merry.
    Oh, yes! replied Little Claus, my conjuror can do anything I ask him,can you not? he asked, treading at the same time on the sack till it squeaked. Do you hear? he answers Yes, but he fears that we shall not like to look at him.
    Oh, I am not afraid. What will he be like?
    Well, he is very much like a sexton.
    Ha! said the farmer, then he must be ugly. Do you know I cannot endure the sight of a sexton. However, that doesnt matter, I shall know who it is; so I shall not mind. Now then, I have got up my courage, but dont let him come too near me.
    Stop, I must ask the conjuror, said Little Claus; so he trod on the bag, and stooped his ear down to listen.
    What does he say?
    He says that you must go and open that large chest which stands in the corner, and you will see the evil one crouching down inside; but you must hold the lid firmly, that he may not slip out.
    Will you come and help me hold it? said the farmer, going towards the chest in which his wife had hidden the sexton, who now lay inside, very much frightened. The farmer opened the lid a very little way, and peeped in.
    Oh, cried he, springing backwards, I saw him, and he is exactly like our sexton. How dreadful it is! So after that he was obliged to drink again, and they sat and drank till far into the night.
    You must sell your conjuror to me, said the farmer; ask as much as you like, I will pay it; indeed I would give you directly a whole bushel of gold.
    No, indeed, I cannot, said Little Claus; only think how much profit I could make out of this conjuror.
    But I should like to have him, said the fanner, still continuing his entreaties.
    Well, said Little Claus at length, you have been so good as to give me a nights lodging, I will not refuse you; you shall have the conjuror for a bushel of money, but I will have quite full measure.
    So you shall, said the farmer; but you must take away the chest as well. I would not have it in the house another hour; there is no knowing if he may not be still there.
    So Little Claus gave the farmer the sack containing the dried horses skin, and received in exchange a bushel of moneyfull measure. The farmer also gave him a wheelbarrow on which to carry away the chest and the gold.
    Farewell, said Little Claus, as he went off with his money and the great chest, in which the sexton lay still concealed. On one side of the forest was a broad, deep river, the water flowed so rapidly that very few were able to swim against the stream. A new bridge had lately been built across it, and in the middle of this bridge Little Claus stopped, and said, loud enough to be heard by the sexton, Now what shall I do with this stupid chest; it is as heavy as if it were full of stones: I shall be tired if I roll it any farther, so I may as well throw it in the river; if it swims after me to my house, well and good, and if not, it will not much matter.
    So he seized the chest in his hand and lifted it up a little, as if he were going to throw it into the water.
    No, leave it alone, cried the sexton from within the chest; let me out first.
    Oh, exclaimed Little Claus, pretending to be frightened, he is in there still, is he? I must throw him into the river, that he may be drowned.
    Oh, no; oh, no, cried the sexton; I will give you a whole bushel full of money if you will let me go.
    Why, that is another matter, said Little Claus, opening the chest. The sexton crept out, pushed the empty chest into the water, and went to his house, then he measured out a whole bushel full of gold for Little Claus, who had already received one from the farmer, so that now he had a barrow full.
    I have been well paid for my horse, said he to himself when he reached home, entered his own room, and emptied all his money into a heap on the floor. How vexed Great Claus will be when he finds out how rich I have become all through my one horse; but I shall not tell him exactly how it all happened. Then he sent a boy to Great Claus to borrow a bushel measure.
    What can he want it for? thought Great Claus; so he smeared the bottom of the measure with tar, that some of whatever was put into it might stick there and remain. And so it happened; for when the measure returned, three new silver florins were sticking to it.
    What does this mean? said Great Claus; so he ran off directly to Little Claus, and asked, Where did you get so much money?
    Oh, for my horses skin, I sold it yesterday.
    It was certainly well paid for then, said Great Claus; and he ran home to his house, seized a hatchet, and knocked all his four horses on the head, flayed off their skins, and took them to the town to sell. Skins, skins, wholl buy skins? he cried, as he went through the streets. All the shoemakers and tanners came running, and asked how much he wanted for them.
    A bushel of money, for each, replied Great Claus.
    Are you mad? they all cried; do you think we have money to spend by the bushel?
    Skins, skins, he cried again, who’ll buy skins? but to all who inquired the price, his answer was, a bushel of money.
    Big Claus beaten
    He is making fools of us, said they all; then the shoemakers took their straps, and the tanners their leather aprons, and began to beat Great Claus.
    Skins, skins! they cried, mocking him; yes, well mark your skin for you, till it is black and blue.
    Out of the town with him, said they. And Great Claus was obliged to run as fast as he could, he had never before been so thoroughly beaten.
    Ah, said he, as he came to his house; Little Claus shall pay me for this; I will beat him to death.
    Meanwhile the old grandmother of Little Claus died. She had been cross, unkind, and really spiteful to him; but he was very sorry, and took the dead woman and laid her in his warm bed to see if he could bring her to life again. There he determined that she should lie the whole night, while he seated himself in a chair in a corner of the room as he had often done before. During the night, as he sat there, the door opened, and in came Great Claus with a hatchet. He knew well where Little Clauss bed stood; so he went right up to it, and struck the old grandmother on the head. thinking it must be Little Claus.
    There, cried he, now you cannot make a fool of me again; and then he went home.
    That is a very wicked man, thought Little Claus; he meant to kill me. It is a good thing for my old grandmother that she was already dead, or he would have taken her life. Then he dressed his old grandmother in her best clothes, borrowed a horse of his neighbor, and harnessed it to a cart. Then he placed the old woman on the back seat, so that she might not fall out as he drove, and rode away through the wood. By sunrise they reached a large inn, where Little Claus stopped and went to get something to eat. The landlord was a rich man, and a good man too; but as passionate as if he had been made of pepper and snuff.
    Good morning, said he to Little Claus; you are come betimes to-day.
    Yes, said Little Claus; I am going to the town with my old grandmother; she is sitting at the back of the wagon, but I cannot bring her into the room. Will you take her a glass of mead? but you must speak very loud, for she cannot hear well.
    Yes, certainly I will, replied the landlord; and, pouring out a glass of mead, he carried it out to the dead grandmother, who sat upright in the cart. Here is a glass of mead from your grandson, said the landlord. The dead woman did not answer a word, but sat quite still. Do you not hear? cried the landlord as loud as he could; here is a glass of mead from your grandson.
    Again and again he bawled it out, but as she did not stir he flew into a passion, and threw the glass of mead in her face; it struck her on the nose, and she fell backwards out of the cart, for she was only seated there, not tied in.
    Hallo! cried Little Claus, rushing out of the door, and seizing hold of the landlord by the throat; you have killed my grandmother; see, here is a great hole in her forehead.
    Oh, how unfortunate, said the landlord, wringing his hands. This all comes of my fiery temper. Dear Little Claus, I will give you a bushel of money; I will bury your grandmother as if she were my own; only keep silent, or else they will cut off my head, and that would be disagreeable.
    So it happened that Little Claus received another bushel of money, and the landlord buried his old grandmother as if she had been his own. When Little Claus reached home again, he immediately sent a boy to Great Claus, requesting him to lend him a bushel measure. How is this? thought Great Claus; did I not kill him? I must go and see for myself. So he went to Little Claus, and took the bushel measure with him. How did you get all this money? asked Great Claus, staring with wide open eyes at his neighbors treasures.
    You killed my grandmother instead of me, said Little Claus; so I have sold her for a bushel of money.
    That is a good price at all events, said Great Claus. So he went home, took a hatchet, and killed his old grandmother with one blow. Then he placed her on a cart, and drove into the town to the apothecary, and asked him if he would buy a dead body.
    Whose is it, and where did you get it? asked the apothecary.
    It is my grandmother, he replied; I killed her with a blow, that I might get a bushel of money for her.
    Heaven preserve us! cried the apothecary, you are out of your mind. Dont say such things, or you will lose your head. And then he talked to him seriously about the wicked deed he had done, and told him that such a wicked man would surely be punished. Great Claus got so frightened that he rushed out of the surgery, jumped into the cart, whipped up his horses, and drove home quickly. The apothecary and all the people thought him mad, and let him drive where he liked.
    You shall pay for this, said Great Claus, as soon as he got into the highroad, that you shall, Little Claus. So as soon as he reached home he took the largest sack he could find and went over to Little Claus. You have played me another trick, said he. First, I killed all my horses, and then my old grandmother, and it is all your fault; but you shall not make a fool of me any more. So he laid hold of Little Claus round the body, and pushed him into the sack, which he took on his shoulders, saying, Now Im going to drown you in the river.
    He had a long way to go before he reached the river, and Little Claus was not a very light weight to carry. The road led by the church, and as they passed he could hear the organ playing and the people singing beautifully. Great Claus put down the sack close to the church-door, and thought he might as well go in and hear a psalm before he went any farther. Little Claus could not possibly get out of the sack, and all the people were in church; so in he went.
    Oh dear, oh dear, sighed Little Claus in the sack, as he turned and twisted about; but he found he could not loosen the string with which it was tied. Presently an old cattle driver, with snowy hair, passed by, carrying a large staff in his hand, with which he drove a large herd of cows and oxen before him. They stumbled against the sack in which lay Little Claus, and turned it over. Oh dear, sighed Little Claus, I am very young, yet I am soon going to heaven.
    And I, poor fellow, said the drover, I who am so old already, cannot get there.
    Open the sack, cried Little Claus; creep into it instead of me, and you will soon be there.
    With all my heart, replied the drover, opening the sack, from which sprung Little Claus as quickly as possible. Will you take care of my cattle? said the old man, as he crept into the bag.
    Yes, said Little Claus, and he tied up the sack, and then walked off with all the cows and oxen.
    When Great Claus came out of church, he took up the sack, and placed it on his shoulders. It appeared to have become lighter, for the old drover was not half so heavy as Little Claus.
    How light he seems now, said he. Ah, it is because I have been to a church. So he walked on to the river, which was deep and broad, and threw the sack containing the old drover into the water, believing it to be Little Claus. There you may lie! he exclaimed; you will play me no more tricks now. Then he turned to go home, but when he came to a place where two roads crossed, there was Little Claus driving the cattle. How is this? said Great Claus. Did I not drown you just now?
    Yes, said Little Claus; you threw me into the river about half an hour ago.
    But wherever did you get all these fine beasts? asked Great Claus.
    These beasts are sea-cattle, replied Little Claus. Ill tell you the whole story, and thank you for drowning me; I am above you now, I am really very rich. I was frightened, to be sure, while I lay tied up in the sack, and the wind whistled in my ears when you threw me into the river from the bridge, and I sank to the bottom immediately; but I did not hurt myself, for I fell upon beautifully soft grass which grows down there; and in a moment, the sack opened, and the sweetest little maiden came towards me. She had snow-white robes, and a wreath of green leaves on her wet hair.
    She took me by the hand, and said, So you are come, Little Claus, and here are some cattle for you to begin with. About a mile farther on the road, there is another herd for you. Then I saw that the river formed a great highway for the people who live in the sea. They were walking and driving here and there from the sea to the land at the, spot where the river terminates. The bed of the river was covered with the loveliest flowers and sweet fresh grass. The fish swam past me as rapidly as the birds do here in the air. How handsome all the people were, and what fine cattle were grazing on the hills and in the valleys!
    But why did you come up again, said Great Claus, if it was all so beautiful down there? I should not have done so?
    Well, said Little Claus, it was good policy on my part; you heard me say just now that I was told by the sea-maiden to go a mile farther on the road, and I should find a whole herd of cattle. By the road she meant the river, for she could not travel any other way; but I knew the winding of the river, and how it bends, sometimes to the right and sometimes to the left, and it seemed a long way, so I chose a shorter one; and, by coming up to the land, and then driving across the fields back again to the river, I shall save half a mile, and get all my cattle more quickly.
    What a lucky fellow you are! exclaimed Great Claus. Do you think I should get any sea-cattle if I went down to the bottom of the river?
    Yes, I think so, said Little Claus; but I cannot carry you there in a sack, you are too heavy. However if you will go there first, and then creep into a sack, I will throw you in with the greatest pleasure.
    Thank you, said Great Claus; but remember, if I do not get any sea-cattle down there I shall come up again and give you a good thrashing.
    No, now, don’t be too fierce about it! said Little Claus, as they walked on towards the river. When they approached it, the cattle, who were very thirsty, saw the stream, and ran down to drink.
    See what a hurry they are in, said Little Claus, they are longing to get down again.
    Come, help me, make haste, said Great Claus; or you’ll get beaten. So he crept into a large sack, which had been lying across the back of one of the oxen.
    Put in a stone, said Great Claus, or I may not sink.
    Oh, there’s not much fear of that, he replied; still he put a large stone into the bag, and then tied it tightly, and gave it a push.
    Plump! In went Great Claus, and immediately sank to the bottom of the river.
    I’m afraid he will not find any cattle, said Little Claus, and then he drove his own beasts homewards.
    Little Claus and Big Claus


  • Beauty of Form and Beauty of Mind

    Beauty of Form and Beauty of Mind

    The Beauty of Form and Beauty of Mind Short Story by Hans Christian Andersen


    THERE was once a sculptor, named Alfred, who having won the large gold medal and obtained a travelling scholarship, went to Italy, and then came back to his native land. He was young at that time- indeed, he is young still, although he is ten years older than he was then. On his return, he went to visit one of the little towns in the island of Zealand. The whole town knew who the stranger was; and one of the richest men in the place gave a party in his honor, and all who were of any consequence, or who possessed some property, were invited. It was quite an event, and all the town knew of it, so that it was not necessary to announce it by beat of drum. Apprentice-boys, children of the poor, and even the poor people themselves, stood before the house, watching the lighted windows; and the watchman might easily fancy he was giving a party also, there were so many people in the streets. There was quite an air of festivity about it, and the house was full of it; for Mr. Alfred, the sculptor, was there. He talked and told anecdotes, and every one listened to him with pleasure, not unmingled with awe; but none felt so much respect for him as did the elderly widow of a naval officer. She seemed, so far as Mr. Alfred was concerned, to be like a piece of fresh blotting-paper that absorbed all he said and asked for more. She was very appreciative, and incredibly ignorant- a kind of female Gaspar Hauser.

    “I should like to see Rome,” she said; “it must be a lovely city, or so many foreigners would not be constantly arriving there. Now, do give me a description of Rome. How does the city look when you enter in at the gate?”

    “I cannot very well describe it,” said the sculptor; “but you enter on a large open space, in the centre of which stands an obelisk, which is a thousand years old.”

    “An organist!” exclaimed the lady, who had never heard the word ‘obelisk.’ Several of the guests could scarcely forbear laughing, and the sculptor would have had some difficulty in keeping his countenance, but the smile on his lips faded away; for he caught sight of a pair of dark-blue eyes close by the side of the inquisitive lady. They belonged to her daughter; and surely no one who had such a daughter could be silly. The mother was like a fountain of questions; and the daughter, who listened but never spoke, might have passed for the beautiful maid of the fountain. How charming she was! She was a study for the sculptor to contemplate, but not to converse with; for she did not speak, or, at least, very seldom.

    “Has the pope a great family?” inquired the lady.

    The young man answered considerately, as if the question had been a different one, “No; he does not come from a great family.”

    “That is not what I asked,” persisted the widow; “I mean, has he a wife and children?”

    “The pope is not allowed to marry,” replied the gentleman.

    “I don’t like that,” was the lady’s remark.

    She certainly might have asked more sensible questions; but if she had not been allowed to say just what she liked, would her daughter have been there, leaning so gracefully on her shoulder, and looking straight before her, with a smile that was almost mournful on her face?

    Mr. Alfred again spoke of Italy, and of the glorious colors in Italian scenery; the purple hills, the deep blue of the Mediterranean, the azure of southern skies, whose brightness and glory could only be surpassed in the north by the deep-blue eyes of a maiden; and he said this with a peculiar intonation; but she who should have understood his meaning looked quite unconscious of it, which also was charming.

    “Beautiful Italy!” sighed some of the guests.

    “Oh, to travel there!” exclaimed others.

    “Charming! Charming!” echoed from every voice.

    “I may perhaps win a hundred thousand dollars in the lottery,” said the naval officer’s widow; “and if I do, we will travel- I and my daughter; and you, Mr. Alfred, must be our guide. We can all three travel together, with one or two more of our good friends.” And she nodded in such a friendly way at the company, that each imagined himself to be the favored person who was to accompany them to Italy. “Yes, we must go,” she continued; “but not to those parts where there are robbers. We will keep to Rome. In the public roads one is always safe.”

    The daughter sighed very gently; and how much there may be in a sigh, or attributed to it! The young man attributed a great deal of meaning to this sigh. Those deep-blue eyes, which had been lit up this evening in honor of him, must conceal treasures, treasures of heart and mind, richer than all the glories of Rome; and so when he left the party that night, he had lost it completely to the young lady. The house of the naval officer’s widow was the one most constantly visited by Mr. Alfred, the sculptor. It was soon understood that his visits were not intended for that lady, though they were the persons who kept up the conversation. He came for the sake of the daughter. They called her Kaela. Her name was really Karen Malena, and these two names had been contracted into the one name Kaela. She was really beautiful; but some said she was rather dull, and slept late of a morning.

    “She has been accustomed to that,” her mother said. “She is a beauty, and they are always easily tired. She does sleep rather late; but that makes her eyes so clear.”

    What power seemed to lie in the depths of those dark eyes! The young man felt the truth of the proverb, “Still waters run deep:” and his heart had sunk into their depths. He often talked of his adventures, and the mamma was as simple and eager in her questions as on the first evening they met. It was a pleasure to hear Alfred describe anything. He showed them colored plates of Naples, and spoke of excursions to Mount Vesuvius, and the eruptions of fire from it. The naval officer’s widow had never heard of them before.

    “Good heavens!” she exclaimed. “So that is a burning mountain; but is it not very dangerous to the people who live near it?”

    “Whole cities have been destroyed,” he replied; “for instance, Herculaneum and Pompeii.”

    “Oh, the poor people! And you saw all that with your own eyes?”

    “No; I did not see any of the eruptions which are represented in those pictures; but I will show you a sketch of my own, which represents an eruption I once saw.”

    He placed a pencil sketch on the table; and mamma, who had been over-powered with the appearance of the colored plates, threw a glance at the pale drawing and cried in astonishment, “What, did you see it throw up white fire?”

    For a moment, Alfred’s respect for Kaela’s mamma underwent a sudden shock, and lessened considerably; but, dazzled by the light which surrounded Kaela, he soon found it quite natural that the old lady should have no eye for color. After all, it was of very little consequence; for Kaela’s mamma had the best of all possessions; namely, Kaela herself.

    Alfred and Kaela were betrothed, which was a very natural result; and the betrothal was announced in the newspaper of the little town. Mama purchased thirty copies of the paper, that she might cut out the paragraph and send it to friends and acquaintances. The betrothed pair were very happy, and the mother was happy too. She said it seemed like connecting herself with Thorwalsden.

    “You are a true successor of Thorwalsden,” she said to Alfred; and it seemed to him as if, in this instance, mamma had said a clever thing. Kaela was silent; but her eyes shone, her lips smiled, every movement was graceful,- in fact, she was beautiful; that cannot be repeated too often. Alfred decided to take a bust of Kaela as well as of her mother. They sat to him accordingly, and saw how he moulded and formed the soft clay with his fingers.

    “I suppose it is only on our account that you perform this common-place work yourself, instead of leaving it to your servant to do all that sticking together.”

    “It is really necessary that I should mould the clay myself,” he replied.

    “Ah, yes, you are always so polite,” said mamma, with a smile; and Kaela silently pressed his hand, all soiled as it was with the clay.

    Then he unfolded to them both the beauties of Nature, in all her works; he pointed out to them how, in the scale of creation, inanimate matter was inferior to animate nature; the plant above the mineral, the animal above the plant, and man above them all. He strove to show them how the beauty of the mind could be displayed in the outward form, and that it was the sculptor’s task to seize upon that beauty of expression, and produce it in his works. Kaela stood silent, but nodded in approbation of what he said, while mamma-in-law made the following confession:-

    “It is difficult to follow you; but I go hobbling along after you with my thoughts, though what you say makes my head whirl round and round. Still I contrive to lay hold on some of it.”

    Kaela’s beauty had a firm hold on Alfred; it filled his soul, and held a mastery over him. Beauty beamed from Kaela’s every feature, glittered in her eyes, lurked in the corners of her mouth, and pervaded every movement of her agile fingers. Alfred, the sculptor, saw this. He spoke only to her, thought only of her, and the two became one; and so it may be said she spoke much, for he was always talking to her; and he and she were one. Such was the betrothal, and then came the wedding, with bride’s-maids and wedding presents, all duly mentioned in the wedding speech. Mamma-in-law had set up Thorwalsden’s bust at the end of the table, attired in a dressing-gown; it was her fancy that he should be a guest. Songs were sung, and cheers given; for it was a gay wedding, and they were a handsome pair. “Pygmalion loved his Galatea,” said one of the songs.

    “Ah, that is some of your mythologies,” said mamma-in-law.

    Next day the youthful pair started for Copenhagen, where they were to live; mamma-in-law accompanied them, to attend to the “coarse work,” as she always called the domestic arrangements. Kaela looked like a doll in a doll’s house, for everything was bright and new, and so fine. There they sat, all three; and as for Alfred, a proverb may describe his position- he looked like a swan amongst the geese. The magic of form had enchanted him; he had looked at the casket without caring to inquire what it contained, and that omission often brings the greatest unhappiness into married life. The casket may be injured, the gilding may fall off, and then the purchaser regrets his bargain.

    In a large party it is very disagreeable to find a button giving way, with no studs at hand to fall back upon; but it is worse still in a large company to be conscious that your wife and mother-in-law are talking nonsense, and that you cannot depend upon yourself to produce a little ready wit to carry off the stupidity of the whole affair.

    The young married pair often sat together hand in hand; he would talk, but she could only now and then let fall a word in the same melodious voice, the same bell-like tones. It was a mental relief when Sophy, one of her friends, came to pay them a visit. Sophy was not, pretty. She was, however, quite free from any physical deformity, although Kaela used to say she was a little crooked; but no eye, save an intimate acquaintance, would have noticed it. She was a very sensible girl, yet it never occurred to her that she might be a dangerous person in such a house. Her appearance created a new atmosphere in the doll’s house, and air was really required, they all owned that. They felt the want of a change of air, and consequently the young couple and their mother travelled to Italy.

    “Thank heaven we are at home again within our own four walls,” said mamma-in-law and daughter both, on their return after a year’s absence.

    “There is no real pleasure in travelling,” said mamma; “to tell the truth, it’s very wearisome; I beg pardon for saying so. I was soon very tired of it, although I had my children with me; and, besides, it’s very expensive work travelling, very expensive. And all those galleries one is expected to see, and the quantity of things you are obliged to run after! It must be done, for very shame; you are sure to be asked when you come back if you have seen everything, and will most likely be told that you’ve omitted to see what was best worth seeing of all. I got tired at last of those endless Madonnas; I began to think I was turning into a Madonna myself.”

    “And then the living, mamma,” said Kaela.

    “Yes, indeed,” she replied, “no such a thing as a respectable meat soup- their cookery is miserable stuff.”

    The journey had also tired Kaela; but she was always fatigued, that was the worst of it. So they sent for Sophy, and she was taken into the house to reside with them, and her presence there was a great advantage. Mamma-in-law acknowledged that Sophy was not only a clever housewife, but well-informed and accomplished, though that could hardly be expected in a person of her limited means. She was also a generous-hearted, faithful girl; she showed that thoroughly while Kaela lay sick, fading away. When the casket is everything, the casket should be strong, or else all is over. And all was over with the casket, for Kaela died.

    “She was beautiful,” said her mother; “she was quite different from the beauties they call ‘antiques,’ for they are so damaged. A beauty ought to be perfect, and Kaela was a perfect beauty.”

    Alfred wept, and mamma wept, and they both wore mourning. The black dress suited mamma very well, and she wore mourning the longest. She had also to experience another grief in seeing Alfred marry again, marry Sophy, who was nothing at all to look at. “He’s gone to the very extreme,” said mamma-in-law; “he has gone from the most beautiful to the ugliest, and he has forgotten his first wife. Men have no constancy. My husband was a very different man,- but then he died before me.”
    “‘Pygmalion loved his Galatea,’ was in the song they sung at my first wedding,” said Alfred; “I once fell in love with a beautiful statue, which awoke to life in my arms; but the kindred soul, which is a gift from heaven, the angel who can feel and sympathize with and elevate us, I have not found and won till now. You came, Sophy, not in the glory of outward beauty, though you are even fairer than is necessary. The chief thing still remains. You came to teach the sculptor that his work is but dust and clay only, an outward form made of a material that decays, and that what we should seek to obtain is the ethereal essence of mind and spirit. Poor Kaela! our life was but as a meeting by the way-side; in yonder world, where we shall know each other from a union of mind, we shall be but mere acquaintances.”

    “That was not a loving speech,” said Sophy, “nor spoken like a Christian. In a future state, where there is neither marrying nor giving in marriage, but where, as you say, souls are attracted to each other by sympathy; there everything beautiful develops itself, and is raised to a higher state of existence: her soul will acquire such completeness that it may harmonize with yours, even more than mine, and you will then once more utter your first rapturous exclamation of your love, ‘Beautiful, most beautiful!’”

    THE END!

    Beauty of Form and Beauty of Mind


  • Reinvent Yourself..!

    Reinvent Yourself..!

    Reinvent Yourself..! Inspirational Story


    Short Story of Reinvent Yourself..! So, I have a strong fascination with superheroes: Batman (cause everyone wants to be Batman), Superman, Spider-Man (my favorite superhero for several reasons) and many others that I could name, but I won’t expose my geekiness at the moment.

    The amazing thing about superheroes is that they are always reinventing themselves. Spiderman always found new ways to improve his costume. He wanted to be able to move faster in his suit or respond quicker to enemies in the midst of battle; so he was always finding ways to make himself or his suit better. Other superheroes, such as Iron Man, were the same way. Iron Man would research for hours on end in order to make improvements to his suit. He would learn new ways to build a stronger Exoskeleton to withstand the attacks from stronger foes and would improve on other little details that would make him a better fighter.

    Reinvent Yourself 02

    This isn’t JUST a comic book idea. This is something we all can apply to live. Every single day we should be reinventing ourselves. We go back to school to improve our education in order to seek higher employment, we work out and eat right so that we can live longer and live happier, We are reading, writing, drawing or doing something that will help improve our lives. No matter what your option is for improving your life, we are all superheroes.

    Think about how much the average person stresses in a lifetime. Think about the times where you have felt like the world was all on your shoulders. The stress and feeling as if the world is weighing down on you are exactly how superheroes feel in each and every comic, television show, and the movie we see. Here is my realization after reading about these characters in the comics – that they are all reflections of the people that may or may not be reading about them.

    They go through pain and they go through tragedy just like me and you. They get knocked down and knocked out just like me and you. Even with that, they always get back up, regroup and figure it out again. Sounds familiar does it not? We go through tragedies but we always end up triumphant (eventually); lose loved ones and have many other situations that bring us to our knees, but just like a superhero, we then remember why we are fighting. Remember being that defenseless person, we remember our struggles and we know that if we stop fighting then it’s a wrap. Even if the fight isn’t for anyone else but ourselves… we never want to fail ourselves, right? But these are all just thoughts… “Google Your Legacy”

    Reinvent Yourself 01

    It is funny where my reading can take me mentally. Spider-Man has literally hundreds of different suits and different styles of equipment that he develops depending on the opponent. That is literally how each and everyone should act when presented with a new obstacle/enemy/challenge in life.  New enemies will come your way and once again you will have to adapt quickly or face being defeated. Even after a superhero is defeated he/she gets back up and finds a new way to defeat the villain. Just like real people, superheroes get to a point where they want to quit it all. They want to stop saving the world around them.

    Yet, they keep going and pushing because they know the world needs them. The world needs you! We have all been put here for a reason and sometimes you can live life never knowing what that reason is, or you can make the best out of every opportunity there is and hope that one day that purpose is realized. Some may find their purpose and others never will… but sometimes there is no need to search because we already know exactly what our purpose is and we just have to listen to it even when we don’t want to.

    Every day you should be REINVENTING yourself and making yourself a better person daily. Never stop learning, being an innovator, being who you truly are. Don’t fight your inner superhero. You may not have to save the world, but there may be one person who needs you to keep pushing on for them. Also, read it Fear is Killing You!

    Reinvent Yourself


  • “Google Your Legacy”

    “Google Your Legacy”

    “Google Your Legacy”


    Inspirational Short Story of “Google Your Legacy” While I was reading Seth Godin’s ‘Linchpin’, I stumbled across the question: “If you were to Google yourself what LEGACY would the world see?” I sat and thought about this one for a minute. Then, of course, I googled myself. The results were slim and little to nothing. Does it mean I have not done great things? Not at all! Does it mean I could be paving a better path for my future? Yes!

    I have never thought about what kind of legacy I am leaving behind after I leave this earth. Whether it is a legacy of kindness, a legacy of mentorship, or a legacy of stories and tales of how I helped change the world. I sat and thought some more about this subject and I finally got so hopeless after reading it all that I went to sleep. Sometimes we really get caught up in our egos. We get caught up thinking that we are super awesome and amazing and not taking a second to reflect and analyze if we are really that great. They say that when you are great you never will have to announce it because the world will do that for you.

    I now realize everything Seth has been talking about it in his post. The post questions if you are indispensable and how do you plan on changing that if you are not. I now see a different light. Not just one of humility, but one that will spiral me into a world of greatness like none other. I am all over the place sometimes and that scares me, I don’t always know what I will do next, I do know that God has a plan for me nonetheless and as I grow closer to him it will come to fruition.

    Google Your Legacy 01

    Now, I work on changing what people will find me when they Google me. I now work towards an even greater mission. An even greater task in life. Not just being able to find me more on Google, but to truly revolutionize and change the very world we live in. How dare I? How dare we? We get so wrapped up at times as if we are “big stuff” and we are simply just getting by.  

    I want to be able to speak things out of my mouth that set the nation on fire and bring people to thinking and wanting to change their entire lives around. How can I push more people to live out the dreams that they have in their heart? How can I get others to build their legacy into something truly astonishing? These are the thoughts that I will rest upon. I only ask for the strength to make a move so great in my life and in the lives of others.

    So I ask everyone who may read this today, “What will your legacy after you are gone?” If you were to Google today what exactly would we see? Would we see a story of passion? A story of change? Would we then inspire to take on this great universe because of what we read about you? I am sure your resume is tight but is that all you have? Because I am certain we won’t be able to find that resume on Google. Also, read it Skunk on The LooseThe Fir Tree.

    So this is your challenge. This is your goal. What will you be doing to change the world? You don’t have to be an entrepreneur, you don’t have to invent the next generation smartphone, but you can do something. What that something is… I am not sure, but that is why it is your choice as to what you carry out from this day forth. Make your Google search a great one! That is all I got.

    Google Your Legacy


  • Fear is Killing You!

    Fear is Killing You!

    Fear Is Killing You! Inspirational Short Story


    Remember the person you use to be? Fear is Killing You! This is a story about How to Fear is Kill You! You were SUCH a dreamer. You were so passionate about that career or field of choice, and then something happened. Yes, something happened. A few roadblocks, a few detours, a few pit stops, and then you… DIED. You stopped being the inspiration that you once were. That child-like look that was once in your eyes every time you spoke of the future was gone.

    Where did YOU, go? and did that dreamer go? There was once this passion that burned for each and everything you got your hands on. No one could stop you. Not your mother, not your teachers, not your friends; you use to so determine. But I guess the key phrase is “Use to be!”

    You got so caught up and so focused on all the negativity that you let it eat you up inside. You had so many dreams and then you faile a few exams and said, “You know what? Maybe this isn’t for me.” Even though your experience was lacking and it had nothing to do with you as a person. You just needed a little more effort and time with everything!

    But you are not alone. There is another group of fearful individuals with great jobs, but they aren’t living inside either. They are fear. Scared to leap. Fear to fall flat on their face. Scaring to lose that security that they have. They have other passions and other desires, but they stopped reaching for them. Now they are stuck in their own mental slavery. Stuck in the 9 to 5 lifestyle of waking up, driving to work, sitting down, turning on their computers, and then zoning out for the next 8 hours.

    At work, they dream all day, and quote “what if’s” or they complain about how much they hate where they are. It is interesting to see people who hate something but continue to deal with it each and every day. Sometimes you have to do things that you don’t want to do. I totally understand. But when it starts eating at your soul, and it starts to bring you down mentally and physically, something is wrong.

    It makes me think of that chant we would do as kids, “SCAREDY CAT, SCAREDY CAT, NANA BOO BOO.” Well, maybe not me, but in all of the white sitcoms I watched growing up, that was the popular phrase. And then what would happen? That kid would then challenge the world and make sure he or she would never be dubbing as a “scaredy cat” again. But I guess that was the difference between us as kids and us as adults.

    Fear is Killing You 01

    When we were kids the world was so big and we want to conquer it all. If we wanted to fly we jumped off of our bunk beds or couches. If we want to be explorers or captains of ships, we would put on the first hat we could find and pretend to steer our battleship. We fought crime, and we had some of the coolest noises to go along with our fighting skills. But then that kid died too. You let society put you in a box and nail it shut! They told you what you had to do in order to make it. They told you what they thought was “best for you!” And of course, some things made sense. But other things stop you from being who you were destined to be.

    After reading ‘Linchpin’ by Seth Godin, my eyes were open. I learned about what it truly means to be of value to this great planet. I saw some of my deepest fears dissolving.  Trust, I can be just as scared as everyone else. But, I refuse to let “FEAR” keep me in a box any longer. We all quote that epic Philippians quote. You know the one!

    ‘I can do all things through Christ who strengthens me.’ Yeah, you quote it and you may even have it tattoo on your back, collarbone, or somewhere else on your body, but there is no way you could quote that and then think about the things you want to do in life and then say “I can’t do it,” “I am scared,” “I’m so nervous no one will give me a chance.” And while I understand that being nervous is normal, when it starts to stop you in your path then things change.

    You have basically stated, ‘Yeah, I know I can do all things through He that strengthens me, but that one thing, I just can’t do!’ – that one thing that stands in your path of greatness – ‘I just can’t do’. Sorry! I guess that is what happens when you are living for yourself.

    You ever thought about what you would do for your close friend, or family if anyone ever tries to hurt them or if you saw them going through something and they are scared? You lose all of the fear that you have in order to protect and provide for them, become their comfort and their beacon of light. All of the nervous settles and then you are able to push them into being great individuals. When you are doing things because of a bigger picture, life changes. When you stop thinking about how scared you are and think about how many more people will help or heal because of what you do, then it all changes.

    But you know what? I will stop here. Because at this point I am either only preaching to the choir or I am preaching to the fearful. I don’t want to run you away and make you think of yourself as nothing. I want this to a lesson in empowerment. Fear is a dangerous thing when used incorrectly. Let that fear be that motivation to fly! Let that fear be the motivation to keep pushing! Channel it into something else and then keep pushing forward. A lot of people are rooting for you. A lot of people are in your corner. The more they see you come alive the more they are able to develop who they should be or what dreams they should be going after. Failure is Not an Option!

    If you have been letting fear kill you and tear you up on the inside it’s okay. You are not alone, and now that you know you are not alone, you shouldn’t let it bring you down any longer. I do hope that this reaches your heart because it came from the bottom of mine. Don’t let fear kill the greatness that you have inside of you.

    Fear is Killing You


  • Validity

    Validity

    What is Validity?


    The most crucial issue in test construction is validity. Whereas reliability addresses issues of consistency, validity assesses what the test is to be accurate about. A test that is valid for clinical assessment should measure what it is intended to measure and should also produce information useful to clinicians. A psychological test cannot be said to be valid in any abstract or absolute sense, but more practically, it must be valid in a particular context and for a specific group of people (Messick, 1995). Although a test can be reliable without being valid, the opposite is not true; a necessary prerequisite for validity is that the test must have achieved an adequate level of reliability. Thus, a valid test is one that accurately measures the variable it is intended to measure. For example, a test comprising questions about a person’s musical preference might erroneously state that it is a test of creativity. The test might be reliable in the sense that if it is given to the same person on different occasions, it produces similar results each time. However, it would not be reliable in that an investigation might indicate it does not correlate with other more valid measurements of creativity.

    Establishing the validity of a test can be extremely difficult, primarily because psychological variables are usually abstract concepts such as intelligence, anxiety, and personality. These concepts have no tangible reality, so their existence must be inferred through indirect means. In addition, conceptualization and research on constructs undergo change over time requiring that test validation go through continual refinement (G. Smith & McCarthy, 1995). In constructing a test, a test designer must follow two necessary, initial steps. First, the construct must be theoretically evaluated and described; second, specific operations (test questions) must be developed to measure it (S. Haynes et al., 1995). Even when the designer has followed these steps closely and conscientiously, it is sometimes difficult to determine what the test really measures. For example, IQ tests are good predictors of academic success, but many researchers question whether they adequately measure the concept of intelligence as it is theoretically described. Another hypothetical test that, based on its item content, might seem to measure what is described as musical aptitude may in reality be highly correlated with verbal abilities. Thus, it may be more a measure of verbal abilities than of musical aptitude.

    Any estimate of validity is concerned with relationships between the test and some external independently observed event. The Standards for Educational and Psychological Testing, American Educational Research Association [AERA], American Psychological Association [APA], & National Council for Measurement in Education [NCME], 1999; G. Morgan, Gliner, & Harmon, 2001) list the three main methods of establishing validity as content-related, criterion-related, and construct-related.

    Content Validity


    During the initial construction phase of any test, the developers must first be concerned with its content validity. This refers to the representativeness and relevance of the assessment instrument to the construct being measured. During the initial item selection, the constructors must carefully consider the skills or knowledge area of the variable they would like to measure. The items are then generated based on this conceptualization of the variable. At some point, it might be decided that the item content over-represents, under-represents, or excludes specific areas, and alterations in the items might be made accordingly. If experts on subject matter are used to determine the items, the number of these experts and their qualifications should be included in the test manual. The instructions they received and the extent of agreement between judges should also be provided. A good test covers not only the subject matter being measured, but also additional variables. For example, factual knowledge may be one criterion, but the application of that knowledge and the ability to analyze data are also important. Thus, a test with high content validity must cover all major aspects of the content area and must do so in the correct proportion.

    A concept somewhat related to content validity is face validity. These terms are not synonymous, however, because content validity pertains to judgments made by experts, whereas face validity concerns judgments made by the test users. The central issue in face validity is test rapport. Thus, a group of potential mechanics who are being tested for basic skills in arithmetic should have word problems that relate to machines rather than to business transactions. Face validity, then, is present if the test looks good to the persons taking it, to policymakers who decide to include it in their programs, and to other untrained personnel. Despite the potential importance of face validity in regard to test-taking attitudes, disappointingly few formal studies on face validity are performed and/or reported in test manuals.

    In the past, content validity has been conceptualized and operationalized as being based on the subjective judgment of the test developers. As a result, it has been regarded as the least preferred form of test validation, albeit necessary in the initial stages of test development. In addition, its usefulness has been primarily focused at achievement tests (how well has this student learned the content of the course?) and personnel selection (does this applicant know the information relevant to the potential job?). More recently, it has become used more extensively in personality and clinical assessment (Butcher, Graham, Williams, & Ben-Porath, 1990; Millon, 1994). This has paralleled more rigorous and empirically based approaches to content validity along with a closer integration to criterion and construct validation.

    Criterion Validity


    A second major approach to determining validity is criterion validity, which has also been called empirical or predictive validity. Criterion validity is determined by comparing test scores with some sort of performance on an outside measure. The outside measure should have a theoretical relation to the variable that the test is supposed to measure. For example, an intelligence test might be correlated with grade point average; an aptitude test, with independent job ratings or general maladjustment scores, with other tests measuring similar dimensions. The relation between the two measurements is usually expressed as a correlation coefficient.

    Criterion-related validity is most frequently divided into either concurrent or predictive validity. Concurrent validity refers to measurements taken at the same, or approximately the same, time as the test. For example, an intelligence test might be administered at the same time as assessments of a group’s level of academic achievement. Predictive validity refers to outside measurements that were taken some time after the test scores were derived. Thus, predictive validity might be evaluated by correlating the intelligence test scores with measures of academic achievement a year after the initial testing. Concurrent validation is often used as a substitute for predictive validation because it is simpler, less expensive, and not as time consuming. However, the main consideration in deciding whether concurrent or predictive validation is preferable depends on the test’s purpose. Predictive validity is most appropriate for tests used for selection and classification of personnel. This may include hiring job applicants, placing military personnel in specific occupational training programs, screening out individuals who are likely to develop emotional disorders, or identifying which category of psychiatric populations would be most likely to benefit from specific treatment approaches. These situations all require that the measurement device provide a prediction of some future outcome. In contrast, concurrent validation is preferable if an assessment of the client’s current status is required, rather than a prediction of what might occur to the client at some future time. The distinction can be summarized by asking “Is Mr. Jones maladjusted?” (concurrent validity) rather than “Is Mr. Jones likely to become maladjusted at some future time?” (predictive validity).

    An important consideration is the degree to which a specific test can be applied to a unique work-related environment (see Hogan, Hogan, & Roberts, 1996). This relates more to the social value and consequences of the assessment than the formal validity as reported in the test manual (Messick, 1995). In other words, can the test under consideration provide accurate assessments and predictions for the environment in which the examinee is working? To answer this question adequately, the examiner must refer to the manual and assess the similarity between the criteria used to establish the test’s validity and the situation to which he or she would like to apply the test. For example, can an aptitude test that has adequate criterion validity in the prediction of high school grade point average also be used to predict academic achievement for a population of college students? If the examiner has questions regarding the relative applicability of the test, he or she may need to undertake a series of specific tasks. The first is to identify the required skills for adequate performance in the situation involved. For example, the criteria for a successful teacher may include such attributes as verbal fluency, flexibility, and good public speaking skills. The examiner then must determine the degree to which each skill contributes to the quality of a teacher’s performance. Next, the examiner has to assess the extent to which the test under consideration measures each of these skills. The final step is to evaluate the extent to which the attribute that the test measures are relevant to the skills the examiner needs to predict. Based on these evaluations, the examiner can estimate the confidence that he or she places in the predictions developed from the test. This approach is sometimes referred to as synthetic validity because examiners must integrate or synthesize the criteria reported in the test manual with the variables they encounter in their clinical or organizational settings.

    The strength of criterion validity depends in part on the type of variable being measured. Usually, intellectual or aptitude tests give relatively higher validity coefficients than personality tests because there are generally a greater number of variables influencing personality than intelligence. As the number of variables that influences the trait being measured increases, it becomes progressively more difficult to account for them. When a large number of variables are not accounted for, the trait can be affected in unpredictable ways. This can create a much wider degree of fluctuation in the test scores, thereby lowering the validity coefficient. Thus, when evaluating a personality test, the examiner should not expect as high a validity coefficient as for intellectual or aptitude tests. A helpful guide is to look at the validities found in similar tests and compare them with the test being considered. For example, if an examiner wants to estimate the range of validity to be expected for the extra-version scale on the Myers Briggs Type Indicator, he or she might compare it with the validities for similar scales found in the California Personality Inventory and Eysenck Personality Questionnaire. The relative level of validity, then, depends both on the quality of the construction of the test and on the variable being studied.

    An important consideration is the extent to which the test accounts for the trait being measured or the behavior being predicted. For example, the typical correlation between intelligence tests and academic performance is about .50 (Neisser et al., 1996). Because no one would say that grade point average is entirely the result of intelligence, the relative extent to which intelligence determines grade point average has to be estimated. This can be calculated by squaring the correlation coefficient and changing it into a percentage. Thus, if the correlation of .50 is squared, it comes out to 25%, indicating that 25% of academic achievement can be accounted for by IQ as measured by the intelligence test. The remaining 75% may include factors such as motivation, quality of instruction, and past educational experience. The problem facing the examiner is to determine whether 25% of the variance is sufficiently useful for the intended purposes of the test. This ultimately depends on the personal judgment of the examiner.

    The main problem confronting criterion validity is finding an agreed-on, definable, acceptable, and feasible outside criterion. Whereas for an intelligence test the grade point average might be an acceptable criterion, it is far more difficult to identify adequate criteria for most personality tests. Even with so-called intelligence tests, many researchers argue that it is more appropriate to consider them tests of scholastic aptitude rather than of intelligence. Yet another difficulty with criterion validity is the possibility that the criterion measure will be inadvertently biased. This is referred to as criterion contamination and occurs when knowledge of the test results influences an individual’s later performance. For example, a supervisor in an organization who receives such information about subordinates may act differently toward a worker placed in a certain category after being tested. This situation may set up negative or positive expectations for the worker, which could influence his or her level of performance. The result is likely to artificially alter the level of the validity coefficients. To work around these difficulties, especially in regard to personality tests, a third major method must be used to determine validity. 

    Construct Validity


    The method of construct validity was developed in part to correct the inadequacies and difficulties encountered with content and criterion approaches. Early forms of content validity relied too much on subjective judgment, while criterion validity was too restrictive in working with the domains or structure of the constructs being measured. Criterion validity had the further difficulty in that there was often a lack of agreement in deciding on adequate outside criteria. The basic approach of construct validity is to assess the extent to which the test measures a theoretical construct or trait. This assessment involves three general steps. Initially, the test constructor must make a careful analysis of the trait. This is followed by a consideration of the ways in which the trait should relate to other variables. Finally, the test designer needs to test whether these hypothesized relationships actually exist (Foster & Cone, 1995). For example, a test measuring dominance should have a high correlation with the individual accepting leadership roles and a low or negative correlation with measures of submissiveness. Likewise, a test measuring anxiety should have a high positive correlation with individuals who are measured during an anxiety-provoking situation, such as an experiment involving some sort of physical pain. As these hypothesized relationships are verified by research studies, the degree of confidence that can be placed in a test increases.

    There is no single, best approach for determining construct validity; rather, a variety of different possibilities exist. For example, if some abilities are expected to increase with age, correlations can be made between a population’s test scores and age. This may be appropriate for variables such as intelligence or motor coordination, but it would not be applicable for most personality measurements. Even in the measurement of intelligence or motor coordination, this approach may not be appropriate beyond the age of maturity. Another method for determining construct validity is to measure the effects of experimental or treatment interventions. Thus, a posttest measurement may be taken following a period of instruction to see if the intervention affected the test scores in relation to a previous pretest measure. For example, after an examinee completes a course in arithmetic, it would be predicted that scores on a test of arithmetical ability would increase. Often, correlations can be made with other tests that supposedly measure a similar variable. However, a new test that correlates too highly with existing tests may represent needless duplication unless it incorporates some additional advantage such as a shortened format, ease of administration, or superior predictive validity. Factor analysis is of particular relevance to construct validation because it can be used to identify and assess the relative strength of different psychological traits. Factor analysis can also be used in the design of a test to identify the primary factor or factors measured by a series of different tests. Thus, it can be used to simplify one or more tests by reducing the number of categories to a few common factors or traits. The factorial validity of a test is the relative weight or loading that a factor has on the test. For example, if a factor analysis of a measure of psychopathology determined that the test was composed of two clear factors that seemed to be measuring anxiety and depression, the test could be considered to have factorial validity. This would be especially true if the two factors seemed to be accounting for a clear and large portion of what the test was measuring.

    Another method used in construct validity is to estimate the degree of internal consistency by correlating specific subtests with the test’s total score. For example, if a subtest on an intelligence test does not correlate adequately with the overall or Full Scale IQ, it should be either eliminated or altered in a way that increases the correlation. A final method for obtaining construct validity is for a test to converge or correlate highly with variables that are theoretically similar to it. The test should not only show this convergent validity but also have discriminate validity, in which it would demonstrate low or negative correlations with variables that are dissimilar to it. Thus, scores on reading comprehension should show high positive correlations with performance in a literature class and low correlations with performance in a class involving mathematical computation.

    Related to discriminant and convergent validity is the degree of sensitivity and specificity an assessment device demonstrates in identifying different categories. Sensitivity refers to the percentage of true positives that the instrument has identified, whereas specificity is the relative percentage of true negatives. A structured clinical interview might be quite sensitive in that it would accurately identify 90% of schizophrenics in an admitting ward of a hospital. However, it may not be sufficiently specific in that 30% of schizophrenics would be incorrectly classified as either normal or having some other diagnosis. The difficulty in determining sensitivity and specificity lies in developing agreed-on, objectively accurate outside criteria for categories such as psychiatric diagnosis, intelligence, or personality traits.

    As indicated by the variety of approaches discussed, no single, quick, efficient method exists for determining construct validity. It is similar to testing a series of hypotheses in which the results of the studies determine the meanings that can be attached to later test scores (Foster & Cone, 1995; Messick, 1995). Almost any data can be used, including material from the content and criterion approaches. The greater the amount of supporting data, the greater is the level of confidence with which the test can be used. In many ways, construct validity represents the strongest and most sophisticated approach to test construction. In many ways, all types of validity can be considered as subcategories of construct validity. It involves theoretical knowledge of the trait or ability being measured, knowledge of other related variables, hypothesis testing, and statements regarding the relationship of the test variable to a network of other variables that have been investigated. Thus, construct validation is a never-ending process in which new relationships always can be verified and investigated.