Didactics of distance learning in graphic design

The article is devoted to the problem of distance learning in the field of graphic design. In this regard, special attention is paid to such a branch of pedagogy as didactics. One of the aspects of distance learning didactics considered in the article is the methods of conducting practical classes in graphic design. The use of technologies and methods of team production in the development of the project are considered.

Walmart and Guns: A Case Study in Modern Corporate Governance

In August 2019, the Business Roundtable issued a new Statement on the Purpose of a Corporation. The statement, signed by 181 CEOs, including Doug McMillon of Walmart, declared that corporations should seek to serve the interests of all stakeholders—a marked departure from the Roundtable’s prior embrace of shareholder primacy. This shift in position reinvigorated debate among business and legal scholars about the proper purpose of a corporation. Using Walmart as a case study, this Note argues that corporations are indeed adopting a more flexible and responsive conception of corporate purpose. This Note begins with a discussion of corporate governance theories, detailing four distinct visions of corporate purpose and control. It then examines Walmart’s decisionmaking process regarding ammunition and firearm sales in the wake of a tragic mass shooting at one of its stores. Finally, it concludes by reconciling Walmart’s conduct with the prevailing theories of corporate governance, ultimately finding team production theory— which calls for the balancing stakeholder interests—to be most applicable.

Team Players: How Social Skills Improve Team Performance

Most jobs require teamwork. Are some people good team players? In this paper, we design and test a new method for identifying individual contributions to team production. We randomly assign people to multiple teams and predict team performance based on previously assessed individual skills. Some people consistently cause their team to exceed its predicted performance. We call these individuals “team players.” Team players score significantly higher on a well‐established measure of social intelligence, but do not differ across a variety of other dimensions, including IQ, personality, education, and gender. Social skills—defined as a single latent factor that combines social intelligence scores with the team player effect—improve team performance about as much as IQ. We find suggestive evidence that team players increase effort among teammates.