CLIC: Curriculum Learning and Imitation for object Control in non-rewarding environments

In this paper we study a new reinforcement learning setting where the environment is non-rewarding, contains several possibly related objects of various controllability, and where an apt agent Bob acts independently, with non-observable intentions. We argue that this setting defines a realistic scenario and we present a generic discrete-state discrete-action model of such environments. To learn in this environment, we propose an unsupervised reinforcement learning agent called CLIC for Curriculum Learning and Imitation for Control. CLIC learns to control individual objects in its environment, and imitates Bob's interactions with these objects. It selects objects to focus on when training and imitating by maximizing its learning progress. We show that CLIC is an effective baseline in our new setting. It can effectively observe Bob to gain control of objects faster, even if Bob is not explicitly teaching. It can also follow Bob when he acts as a mentor and provides ordered demonstrations. Finally, when Bob controls objects that the agent cannot, or in presence of a hierarchy between objects in the environment, we show that CLIC ignores non-reproducible and already mastered interactions with objects, resulting in a greater benefit from imitation

Does motivational factor influence organizational commitment and effectiveness? A review of literature

To survive into this Century, Leaders of organizations must offer a greater sense of meaning and purpose for their employees. In today’s highly competitive environment, this paper will help managements to get the best from their employees and will increase more commitment effectiveness and can also reflect their inner values and provide opportunities for development. Empower the employees to bring about a transformational change in their personal and professional lives in the organization. It will enable the Leaders to become Masters of Change and be active role models in organizations. Generally, this would create a competitive advantage for the organization by having a competent workforce and sound workplace. The methodology adopted was the review of literature based on past researches, on the motivational factors, organizational commitment and organizational effectiveness. This study is expected to help organizations and also academics towards having an insight on how to successfully run a business in an organization whether public or private. It’s now known as proven by research that motivated employees are satisfied and will increase their inputs to the highest level, and they will also contribute to the overall success of the organization.Motivation; Organizational commitment; Organizational culture; Organizational effectiveness.

The exclusion from school of children aged four to seven

The number of children aged seven and under who are excluded from primary schools is very small and comprises a tiny proportion of children of this age from a very small proportion of schools. Nevertheless, some children of this age group are receiving fixed-period exclusions, occasionally leading to permanent exclusion. This survey explored the reasons for this and the ways in which some schools manage to avoid using exclusion. The survey found that what determined a school’s rate of exclusion was a combination of its philosophy, capacity to meet the challenges presented and, sometimes, the response received from the local authority and outside agencies when the school asked for help

Internationalisation strategy implemented through Faculty Exchange: Strategic Entrepreneurship in a “new” United Kingdom University

The promotion of international staff mobility is a founding principle of the ‘Bologna Process’, designed to create a converged system of higher education across Europe as it is subjected to increasing globalisation. Many UK ‘new’ (ie post-1992) universities are engaged in the development of internationalisation and globalisation strategies which include staff exchange. Meanwhile, the failure to execute strategy is increasingly acknowledged as a major problem in organisational performance. Using a first-, second and third-person Insider Action Research (AR) approach, six chronological cycles of AR were enacted over a 28 month period in order to organise and implement an international staff exchange between universities in the UK and France. Data generated were subjected to a double process of analysis – four phase analysis and a meta-cycle of enquiry - in order to propose aspects of strategy execution through strategic entrepreneurship within the constraints of a post-1992 university business school in the UK. Concepts from the theoretical literature in three domains - entrepreneurship in higher education, globalisation of higher education and strategy execution through strategic entrepreneurship – are combined with the research analysis to propose that ‘strategic entrepreneurs’ can execute the riskier elements of an internationalisation strategy, such as staff exchange. This work broadens AR from education into strategic management. It goes beyond the common, well-intentioned and yet vague statements involving the ‘encouragement’ of international staff exchange to propose the elements of execution through strategic entrepreneurship