Copying actions and copying outcomes: Social learning through the second year

The present work documents how the logic of a model's demonstration and the communicative cues that the model provides interact with age to influence how children engage in social learning. Children at ages 12, 18, and 24 months (n = 204) watched a model open a series of boxes. Twelve-month-old subjects only copied the specific actions of the model when they were given a logical reason to do so- otherwise, they focused on reproducing the outcome of the demonstrated actions. Eighteen-month-old subjects focused on copying the outcome when the model was aloof. When the model acted socially, the subjects were as likely to focus on copying actions as outcomes, irrespective of the apparent logic of the model's behavior. Finally, 24-month-old subjects predominantly focused on copying the model's specific actions. However, they were less likely to produce the modeled outcome when the model acted nonsocially.

La Mettrie and charlatanism: The dynamics of recognition and denunciation

This paper contributes to a genealogy of charlatanism by tracing two figures which eventually come to overlap: the street charlatan or operator, known for his eloquence and deceptive skill, and the comically incompetent doctor, represented classically in France in the theatre of Molière. The paper argues that eighteenth-century France gives the term 'charlatan' new moral weight while extending it to fields outside medicine, most notably to philosophy. Some examples of the denunciation of charlatans are examined, and it is suggested that denunciation was usually both extensible and reversible. La Mettrie appears in this regard as the very type of the denouncer denounced. He was a doctor-philosopher who vigorously decried the Paris Faculty of Medicine as a group of charlatans, even though his own medical qualifications were anything but impressive, and he was in turn reviled by Diderot as the most charlatanic and unworthy of philosophers.

Employee recognition as a management skill: Considering the effects of team efficacy

Recognising and rewarding good performance is an important managerial skill as it is vital for employee motivadon. To gain a better understanding on how recognidon exerts its infiuence, the purpose of the current study is twofold: firsdy, to invesdgate whether recognition (or the lack of it) is a relevant issue with the staff of a large Australian pharmacy. Secondly, to our best knowledge the present study is the first to shed light onto the nature and funcdon of recognidon by invesdgadng its underlying processes. Drawing from goal setdng, social cognidve and attribution theory, a model in which recognidon from the manger predicts employee outcomes is developed. It predicts that managerial recognidon will infiuence employee well-being direcdy and indirecdy by its impact on team efficacy. Data from the pharmacy staff is qualitadvely and quandtadvely analysed. Qualitadve analysis suggests that recognidon is a major modvator for the pharmacy staff. Addidonally it is found that employees who receive recognidon from their manager have posidve percepdons about their work groups, and in turn experience high levels of well-being. Implicadons and Hmitadons of the current study, as well as avenues for future research are discussed.