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In the notes on programming language syntax page, an example parser

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Two powerful List functions provided by F# are List.fold and List.foldBack. These are similar to List.reduce and List.reduceBack, but more general. Both take a binary function f, an initial value i, and a list [x1;x2;x3;...;xn]. Then List.fold returns

  (f ... (f (f (f i x1) x2) x3) ... xn)

while List.foldBack returns

  (f x1 (f x2 (f x3 ... (f xn i) ... )))

In spite of this complicated behavior, they can be implemented very simply:

  > let rec fold f a = function
    | []    -> a
    | x::xs -> fold f (f a x) xs;;

  val fold : ('a -> 'b -> 'a) -> 'a -> 'b list -> 'a

  > let rec foldBack f xs a =
      match xs with
      | []    -> a
      | y::ys -> f y (foldBack f ys a);;

  val foldBack : ('a -> 'b -> 'b) -> 'a list -> 'b -> 'b

(Note that they don’t take their arguments in the same order.)

Each of these functions can be used to implement flatten, which “flattens” a list of lists:

  let flatten1 xs = List.fold (@) [] xs

  let flatten2 xs = List.foldBack (@) xs []

For example,

  > flatten1 [[1;2];[];[3];[4;5;6]];;
  val it : int list = [1; 2; 3; 4; 5; 6]

Compare the efficiency of flatten1 xs and flatten2 xs, both in terms of asymptotic time compexity and experimentally. To make the analysis simpler, assume that xs is a list of the form [[1];[2];[3];...;[n]].

Interpreter 0 In this problem, we begin our exploration of the use of F# for language-oriented programming. You will write an F# program to evaluate arithmetic expressions written in the language given by the following context-free grammar:

  E -> n | -E | E + E | E - E | E * E | E / E | (E)

In the above, n is an integer literal, -E is the negation of E, the next four terms are the sum, difference, product, and quotient of expressions, and (E) is used to control the order of evaluation of expressions, as in the expression 3*(5-1).

Rather than working directly with the concrete syntax above, we will imagine that we have a parser that parses input into an abstract syntax tree, as is standard in real compilers. Hence your interpreter will take an input of the following discriminated union type:

  type Exp =
    Num of int
  | Neg of Exp
  | Sum of Exp * Exp
  | Diff of Exp * Exp
  | Prod of Exp * Exp
  | Quot of Exp * Exp

Note how this definition mirrors the grammar given above. For instance, the constructor Num makes an integer into an Exp, and the constructor Sum makes a pair of Exp‘s into an Exprepresenting their sum. Interpreting abstract syntax trees is much easier than trying to interpret concrete syntax directly. Note that there is no need for a constructor corresponding to parentheses, as the example given above would simply be represented by

  Prod(Num 3, Diff(Num 5, Num 1))

which represents the parse tree which looks like

Your job is to write an F# function evaluatethat takes an abstract syntax tree and returns the result of evaluating it. Most of the time, evaluating a tree will produce an integer, but we must address the possibility of dividing by zero. This could be handled by raising an exception, but instead we choose to make use of the built-in F# type

  type 'a option = None | Some of 'a

Thus evaluate will have type Exp -> int option, allowing it to return Some m in the case of a successful evaluation, and Nonein the case of an evaluation that fails due to dividing by zero. For example,

  > evaluate (Prod(Num 3, Diff(Num 5, Num 1)));;
  val it : int option = Some 12
  > evaluate (Diff(Num 3, Quot(Num 5, Prod(Num 7, Num 0))));;
  val it : int option = None

Naturally, evaluate e should use recursion to evaluate each of e‘s sub-expressions; it should also use match to distinguish between the cases of successful or failed sub-evaluations. To get you started, here is the beginning of the definition of evaluate:

  let rec evaluate = function
  | Num n -> Some n
  | Neg e -> match evaluate e with
       | ...
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Case 2.2

You are the HR manager at Steel City, Inc., a firm that is considering going global in its product line and markets. The president realizes that this may require a reorganization. She wants to move into new international markets with minimum time and effort. She also wants to reduce management overhead and labor costs.

 

At the same time, employees have been complaining about their work. Jobs are repetitive, and employees don't know how their work fits into the big picture. The president wants to provide employees with satisfying work, autonomy, and a performance-based pay system. She wants to give them as much control as possible and remove layers of management.

 

 

 

91) Refer to Case 2.2. The president's ideas regarding employee dissatisfaction suggest that her thinking would be most compatible with a ________ theory of motivation.

A) two-factor

B) work adjustment

C) job characteristics

D) goal-setting

92) Refer to Case 2.2. Along with the reorganization, you need to do some job redesign. Given the specific employee complaints, your best approach would be:

A) work simplification.

B) job enrichment.

C) job rotation.

D) quality circles.

Case 2.3

Resources International, Inc. (RII) is going through a major organizational change. Executives at the firm have decided to rethink the whole organization. They believe that employees will be most strongly motivated by experiencing meaningful work, taking responsibility for outcomes, and receiving regular feedback.

 

The HR team will analyze jobs as part of the change process, and HR must choose the best technique for the situation. HR needs to know what the incumbents do in their jobs. HR also needs behavioral descriptions from which to build new performance appraisal systems and training programs.

 

Finally, RII is looking at current staffing practices and trying to decide what type of workforce is best for the future. The business is highly technical and requires highly experienced employees, but product demand is volatile. Demand can double or be cut in half from one year to the next, depending on the economy and competitors' actions. Innovation is key in RII's product development. In order to manage all the HR information generated for and during the change, RII has initiated an HRIS system.

 

93) Refer to Case 2.3. The best job analysis technique for RII would be a:

A) critical incident technique.

B) task inventory analysis.

C) functional job analysis.

D) methods analysis.

 

94) Refer to Case 2.3. Managers at RII will most likely use the HRIS for which of the following activities?

A) Conducting performance appraisals

B) Tracking production and labor expenses

C) Structuring and graphing the hierarchy of the organization

D) Matching employee skills to new positions that emerge within the company

Case 2.4

Dorenda owns a small business, and she has asked you for HR advice. Her company has a handful of permanent employees, but the work force consists mainly of contract workers. Dorenda typically employs various contractors for three-month projects. Permanent employees typically quit within one year of being hired.

 

Dorenda wants to increase her permanent employees' motivation, so she has set general goals for them to meet. She also plans to hire some more permanent employees, but she first wants to determine what skills, knowledge, and abilities job candidates need to have in order to meet specific company needs.

 

95) Refer to Case 2.4. You anticipate that Dorenda's choices regarding employee motivation will not produce the results she wants because:

A) the goals lack specificity and employee input.

B) there are too few hygiene factors in comparison to motivators.

C) employees are more motivated in a decentralized organization.

D) the goals are too challenging and frequent feedback creates employee anxiety.

 

96) Refer to Case 2.4. Which of the following would be the most appropriate job analysis tool?

A) task inventory analysis

B) critical incident technique

C) methods analysis

D) Hay plan

 

 

 

 

 

default image
July 1, 2023
    

 

 

Case 2.2

You are the HR manager at Steel City, Inc., a firm that is considering going global in its product line and markets. The president realizes that this may require a reorganization. She wants to move into new international markets with minimum time and effort. She also wants to reduce management overhead and labor costs.

 

At the same time, employees have been complaining about their work. Jobs are repetitive, and employees don't know how their work fits into the big picture. The president wants to provide employees with satisfying work, autonomy, and a performance-based pay system. She wants to give them as much control as possible and remove layers of management.

 

 

 

91) Refer to Case 2.2. The president's ideas regarding employee dissatisfaction suggest that her thinking would be most compatible with a ________ theory of motivation.

A) two-factor

B) work adjustment

C) job characteristics

D) goal-setting

92) Refer to Case 2.2. Along with the reorganization, you need to do some job redesign. Given the specific employee complaints, your best approach would be:

A) work simplification.

B) job enrichment.

C) job rotation.

D) quality circles.

Case 2.3

Resources International, Inc. (RII) is going through a major organizational change. Executives at the firm have decided to rethink the whole organization. They believe that employees will be most strongly motivated by experiencing meaningful work, taking responsibility for outcomes, and receiving regular feedback.

 

The HR team will analyze jobs as part of the change process, and HR must choose the best technique for the situation. HR needs to know what the incumbents do in their jobs. HR also needs behavioral descriptions from which to build new performance appraisal systems and training programs.

 

Finally, RII is looking at current staffing practices and trying to decide what type of workforce is best for the future. The business is highly technical and requires highly experienced employees, but product demand is volatile. Demand can double or be cut in half from one year to the next, depending on the economy and competitors' actions. Innovation is key in RII's product development. In order to manage all the HR information generated for and during the change, RII has initiated an HRIS system.

 

93) Refer to Case 2.3. The best job analysis technique for RII would be a:

A) critical incident technique.

B) task inventory analysis.

C) functional job analysis.

D) methods analysis.

 

94) Refer to Case 2.3. Managers at RII will most likely use the HRIS for which of the following activities?

A) Conducting performance appraisals

B) Tracking production and labor expenses

C) Structuring and graphing the hierarchy of the organization

D) Matching employee skills to new positions that emerge within the company

Case 2.4

Dorenda owns a small business, and she has asked you for HR advice. Her company has a handful of permanent employees, but the work force consists mainly of contract workers. Dorenda typically employs various contractors for three-month projects. Permanent employees typically quit within one year of being hired.

 

Dorenda wants to increase her permanent employees' motivation, so she has set general goals for them to meet. She also plans to hire some more permanent employees, but she first wants to determine what skills, knowledge, and abilities job candidates need to have in order to meet specific company needs.

 

95) Refer to Case 2.4. You anticipate that Dorenda's choices regarding employee motivation will not produce the results she wants because:

A) the goals lack specificity and employee input.

B) there are too few hygiene factors in comparison to motivators.

C) employees are more motivated in a decentralized organization.

D) the goals are too challenging and frequent feedback creates employee anxiety.

 

96) Refer to Case 2.4. Which of the following would be the most appropriate job analysis tool?

A) task inventory analysis

B) critical incident technique

C) methods analysis

D) Hay plan

 

 

 

 

 

default image
July 1, 2023
    

 

 

Case 2.2

You are the HR manager at Steel City, Inc., a firm that is considering going global in its product line and markets. The president realizes that this may require a reorganization. She wants to move into new international markets with minimum time and effort. She also wants to reduce management overhead and labor costs.

 

At the same time, employees have been complaining about their work. Jobs are repetitive, and employees don't know how their work fits into the big picture. The president wants to provide employees with satisfying work, autonomy, and a performance-based pay system. She wants to give them as much control as possible and remove layers of management.

 

 

 

91) Refer to Case 2.2. The president's ideas regarding employee dissatisfaction suggest that her thinking would be most compatible with a ________ theory of motivation.

A) two-factor

B) work adjustment

C) job characteristics

D) goal-setting

92) Refer to Case 2.2. Along with the reorganization, you need to do some job redesign. Given the specific employee complaints, your best approach would be:

A) work simplification.

B) job enrichment.

C) job rotation.

D) quality circles.

Case 2.3

Resources International, Inc. (RII) is going through a major organizational change. Executives at the firm have decided to rethink the whole organization. They believe that employees will be most strongly motivated by experiencing meaningful work, taking responsibility for outcomes, and receiving regular feedback.

 

The HR team will analyze jobs as part of the change process, and HR must choose the best technique for the situation. HR needs to know what the incumbents do in their jobs. HR also needs behavioral descriptions from which to build new performance appraisal systems and training programs.

 

Finally, RII is looking at current staffing practices and trying to decide what type of workforce is best for the future. The business is highly technical and requires highly experienced employees, but product demand is volatile. Demand can double or be cut in half from one year to the next, depending on the economy and competitors' actions. Innovation is key in RII's product development. In order to manage all the HR information generated for and during the change, RII has initiated an HRIS system.

 

93) Refer to Case 2.3. The best job analysis technique for RII would be a:

A) critical incident technique.

B) task inventory analysis.

C) functional job analysis.

D) methods analysis.

 

94) Refer to Case 2.3. Managers at RII will most likely use the HRIS for which of the following activities?

A) Conducting performance appraisals

B) Tracking production and labor expenses

C) Structuring and graphing the hierarchy of the organization

D) Matching employee skills to new positions that emerge within the company

Case 2.4

Dorenda owns a small business, and she has asked you for HR advice. Her company has a handful of permanent employees, but the work force consists mainly of contract workers. Dorenda typically employs various contractors for three-month projects. Permanent employees typically quit within one year of being hired.

 

Dorenda wants to increase her permanent employees' motivation, so she has set general goals for them to meet. She also plans to hire some more permanent employees, but she first wants to determine what skills, knowledge, and abilities job candidates need to have in order to meet specific company needs.

 

95) Refer to Case 2.4. You anticipate that Dorenda's choices regarding employee motivation will not produce the results she wants because:

A) the goals lack specificity and employee input.

B) there are too few hygiene factors in comparison to motivators.

C) employees are more motivated in a decentralized organization.

D) the goals are too challenging and frequent feedback creates employee anxiety.

 

96) Refer to Case 2.4. Which of the following would be the most appropriate job analysis tool?

A) task inventory analysis

B) critical incident technique

C) methods analysis

D) Hay plan

 

 

 

 

 

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