If in your term paper you were to use someone's dates, ideas, or words without documenting that use with a citation, then you would be guilty of plagiarism.
By this time there had been developed a tertiary level of periodical publications, giving information about the abstracting journals (Waddington 1977:32-33).I want to use some of these facts in a paper on how this flood of information affects anthropological research.
Using the reference works shelved in the reference area enables you to find that dingy brown book on the far end of the bottom shelf on the east side of the sixth floor which is just what you need for your paper.
(But term papers are never based solely on encyclopedia articles.) I suggest you go either to the , 15th ed., or to the , or to a specialized area or subject encyclopedia, if one is available for your topic.
In this particular context or rather in the business context, the term ‘knowledge’ is used to refer to the state of being aware and able to understand specifics, truth, or information that is achieved through lea...
Others may disagree--but they don't know the field.) Most anthropologists know what clans, lineages, cross cousin marriage, and classificatory kinship are, but only specialists can be expected to know the difference between Aluridja and Kariera type kinship systems, and so if you write a paper on how a particular group of Australian Aborigines combine features of both, a reference citation is called for, such as:A pretty good rule of thumb is that if you knew it before you started your research, you probably don't need to provide a citation, unless you read about it recently.
I recommend the use of --not because I'm undemocratic, but because it seems to me that a citation with three or more names interferes with the ease of reading the text, and I do not believe many instructors would object to this use of in term papers.
Since anthropology term papers do not use reference footnotes, you never have any reason to use Latin abbreviations such as "" or "" In the footnote format, you use these expressions when you refer more than once to a single source.
Based on Solomon Asch’s past experiments on conformity, Milgram’s experiment was done to determine whether or not the power of the situation could cause average people to conform to obedience....
Organizational imperatives. Here the case against Peter Senge is fairly simple. We can find very few organizations that come close to the combination of characteristics that he identifies with the learning organization. Within a capitalist system his vision of companies and organizations turning wholehearted to the cultivation of the learning of their members can only come into fruition in a limited number of instances. While those in charge of organizations will usually look in some way to the long-term growth and sustainability of their enterprise, they may not focus on developing the human resources that the organization houses. The focus may well be on enhancing brand recognition and status (Klein 2001); developing intellectual capital and knowledge (Leadbeater 2000); delivering product innovation; and ensuring that production and distribution costs are kept down. As Will Hutton (1995: 8) has argued, British companies’ priorities are overwhelmingly financial. What is more, ‘the targets for profit are too high and time horizons too short’ (1995: xi). Such conditions are hardly conducive to building the sort of organization that Peter Senge proposes. Here the case against Senge is that within capitalist organizations, where the bottom line is profit, a fundamental concern with the learning and development of employees and associates is simply too idealistic.
Gusafson (2002) stated turnover term also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason.
Over 23 Volumes and 25 years, the series has offered publication outlets for papers addressing a wide array of topics related to organization development interventions and research. Theory, research, methodology and practice have been described within the pages of the Series. Groundbreaking pieces such as the first article on Appreciative Inquiry and others that challenge the values by which we practice have made the Series exciting and relevant. In many years, conversations about the papers in the volume have been the subject of Academy of Management symposia, in which leading scholars debate ideas and compare research findings. The series has created a community of practice in the profession among both scholars and practitioners who share a passion to understand the mysteries of organizational change.
More realistically, if your professor has been talking for weeks about political conflict, then a paper in which you marvel at the harmony and smooth integration of culture--and by implication deny the reality or significance of conflict--will probably raise some eyebrows, but not your grade.