Symbolize the following statements from Herman Melville’s Moby Dick using the first letter of each capitalized word for the components:
a) I thought I would SAIL about a little and see the WATERY part of the world.
b) In 40 degrees south, we saw SPERM whales, but did not TAKE any till the first of May.
c) I never go [to sea] as a PASSENGER, nor … do I ever go to sea as an ENSIGN, or a CAPTAIN, or a GALLEY cook.
3.2 + 4.1 Conditional Statements (plus Negations)
Symbolize the following conditional statements using the first letter of each capitalized word for the components:
d) You should WAKE up if you want some SALT pork.
e) If you do not roll the water CASK into the galley, then if you WAKE up you will not eat a BISCUIT.
f) You smelling the COFFEE will result in you WAKING up and drinking a gallon of APPLE brandy.
g) You WAKING up implies that you smelled the RUM or that the CANNON finally worked.
h), You will either receive a BISCUIT or some COD, provided that you eat your PEAS.
3.3 Modus Ponens, Modus Tollens, Double Negation
Prove the validity of the following abstract arguments:
i) 1. F → ¬G Prem
- E → G Prem
- ¬¬F Prem /∴ ¬E
eamwork plays an essential role within both Fiedler’s Contingency Theory and Chelladurai’s Multi-dimensional model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007). Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019) Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007). Figure 3: Belbin’s Team Roles (PrePearl Training Development, 2019) A more functional approach of grouping individuals is to utilise Belbin’s Team Theory (Belbin, 2017). Belbin identifies 9 key roles that must be fulfilled within a group to ensure success, the roles are summarised in Figure 3. The roles cover a wide spectrum of skills that need to be present wi>GET ANSWER