To save content items to your account,
please confirm that you agree to abide by our usage policies.
If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account.
Find out more about saving content to .
To save content items to your Kindle, first ensure no-reply@cambridge.org
is added to your Approved Personal Document E-mail List under your Personal Document Settings
on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part
of your Kindle email address below.
Find out more about saving to your Kindle.
Note you can select to save to either the @free.kindle.com or @kindle.com variations.
‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi.
‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.
Business analytics is all about leveraging data analysis and analytical modeling methods to achieve business objectives. This is the book for upper division and graduate business students with interest in data science, for data science students with interest in business, and for everyone with interest in both. A comprehensive collection of over 50 methods and cases is presented in an intuitive style, generously illustrated, and backed up by an approachable level of mathematical rigor appropriate to a range of proficiency levels. A robust set of online resources, including software tools, coding examples, datasets, primers, exercise banks, and more for both students and instructors, makes the book the ideal learning resource for aspiring data-savvy business practitioners.
Rigorously revised, the ninth edition of this successful, established textbook is ideal for current and future global leaders who want to lead international businesses sustainably and with impact. Combining a wealth of theoretical knowledge with real-world situations from diverse cultures, countries and industries, the book brings key concepts to life, while offering tools and strategies for putting them into practice. Reflecting global trends, this new edition features a greater focus on culture, virtual teams, leadership paradoxes, digital transformations, and a mindset-centered approach to dynamic change. All-new examples and cases contribute to bringing the book completely up to date, while reflection questions and a rich suite of online teaching resources (including suggested student exercises and classroom activities, teaching notes, further resources, and access to Aperian Globesmart), make this an essential tool for developing mindful, global leaders.
The last chapter explored how we interpret the raw data from our eyes to perceive meaningful objects and events. In this chapter we explore attention. Like perception, attention seems to be a straightforward mental concept used in everyday life. Just as you could ask someone “did you see that?” without bothering to define “see,” you can ask someone to “pay attention” and expect them to know what you were talking about.
In the previous chapter we considered the process of encoding, emphasizing that it is not accurate to characterize it as the intentional act of learning; rather, it is how experience becomes memory, depending on certain features of our thought at the time. In this chapter, we describe retrieval, the process of bringing a long-term memory back to consciousness. We consider what makes successful retrieval possible and also what might make it unreliable. In many situations, we know we have experienced something (we had a chance to encode it), but when we later have reason to retrieve it, we cannot access the memory.
You may have taken this class thinking, “Oh, boy, now I’ll learn how thinking works and how I can think better. Look out world!” You expected to read about controlling mind wandering, evaluating information, and making good choices. If so, you were understandably perplexed that we’ve spent twelve chapters on topics, such as perception and short-term memory, that you hadn’t thought of as “thinking.” We’ve offered little help to the hopeful super-thinker, and you’ve been a good sport about that. Here, toward the end of the book, we’re going to come through for you. However, as by now you will have guessed, our study of “thinking” will still confound your initial expectations because unconscious processes will loom large.
We began the last chapter by defining attention as continued cognitive processing or continued thought. For the next few chapters, we follow that continued thought in the form of memory. We usually think of “memory” as something we’re aware of, as when you remember which friend is allergic to shellfish or where you parked your car. But we’re going to expand what we think of as memory by imagining a few cases where the time between the event and the memory of the event is so short that we use it without realizing it.
Human language is a magnificently complex cognitive process, integrating many of the processes we’ve already discussed. You must accurately perceive the letters or the sounds. You must link them to the intended memory representations of what those letters or sounds correspond to. Then you must make sense of the piece of language as a whole, in the context of a rich network of memories. Think of what goes unstated in the earlier joke. You must choose a meaning for “cutting” that is not about knives or standing in line but about insults. You must understand that a “clown” is not just a positive role of someone who entertains at children’s birthday parties and is a talented physical comedian in circuses but also someone who is rude or stupid. Finally, you have to see the humor in calling someone rude or stupid, but not so rude and stupid that they become famous for it.
In Chapter 1, we discussed the objections the behaviorists raised to the cognitive program. One of their concerns was the use of nonobservables in theory, for example, creating a theory of how memory works that includes representations such as short-term and long-term memory. No one can actually see or otherwise directly observe short-term memory, so how can we use it to explain human behavior? Cognitivists replied that they were going to use human behavior to test their models. But if so, it seems inevitable that their reasoning would end up being circular. They want to explain how humans behave, yet they plan to test whether the model is right using that same behavior.
In the previous chapter we considered the structure of our memories. What are the different kinds of memories? How are they organized? In this chapter and the next we will focus on the processes that turn experiences into memories and help us recall these memories later. Each chapter describes one of the two basic processes of memory: encoding and retrieval.
While our working memory system maintains information for short periods of time – seconds or minutes – we also need to maintain information over much longer periods: hours, days, weeks, months, and even years. Researchers call this long-term memory. Most questions people have about their own long-term memories are prompted when there’s a failure. Why can’t I remember that person’s name? Where did I put my glasses? What’s the answer to number 7 on this quiz? Cognitive psychologists are interested in failures of memory but more broadly target memory organization (its structure) and memory operation (its processes). Of course, the hope is that once we figure these things out, we can answer more specific and individual questions like where your glasses are (have you checked your head?) or how to study effectively (have you tested yourself?). In this chapter we will first describe the structure of long-term memory: We’ll describe different types of long-term memory and their organization. In the next two chapters, we will describe memory processes of encoding (getting memory in) and retrieval (bringing memory back for current use).
A problem can be defined very generally as any situation in which a person has a goal that is not yet accomplished. That definition encompasses what we called decision-making. When psychologists talk about problem-solving, however, they typically mean open-ended problems in which the person knows the goal but nothing in the problem describes how to accomplish the goal.
In Chapter 6 we asked how explicit memory was organized (e.g., how does the concept for “bird” relate to the concept for “robin”), but we only briefly addressed the concepts themselves. This chapter focuses on how we represent categories in the real world by forming mental concepts. As we learn about the world, how do we decide which items belong in the same category? This chapter explores how we draw the lines that define categories and how we use mental representations to do other kinds of thinking.