La La Land bir lkenin uzun sredir uluslararas ticarete tam.pdf

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La La Land bir lkenin uzun sredir uluslararas ticarete tamamen kapal olduunu varsayalm. lke, Nova'ya giden ve dolaysyla serbest ticareti destekleyen bir lider seer ve bu lider ticaret iin snrlar aar ve piyasa glerinin serbeste almasna izin verir. Sonu olarak, La La Land artk emek youn bir mal olan tekstil rnlerini ithal etmeye balyor. A. Bu, A lkesinin faktr donanmlar hakknda ne anlama geliyor ve neden? (2 puan) B. Ticaretin cretler zerindeki etkisi ne olabilir? Sebebini akla? (2 puan) C. A lkesinde hangi vatanda grubunun serbest ticareti desteklemesini beklersiniz ve neden? Neden serbest ticarete kar kyor ve neden? (3 puan).

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A group of evolutionary biologists measure population structure in migratory birds and non migratory birds. In one species they estimate Fst as 0.71, and in the other they measure Fst as 0.05. Which species is the migratory species? A. the species with higher population structure B. The species low population structure C. Neither because migration would result in negative values D. You cannot tell because migration is dispersal not gene flow..

A group of evolutionary biologists measure population struct.pdf

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6) De acuerdo con la investigacin sobre comunicacin de gnero, las "mujeres" son ms propensas que los "hombres" a: Opcin multiple utilizar la comunicacin para construir relaciones. evitar interrumpir. utilizar solicitudes indirectas. buscar el consejo de otros. Es ms probable que hagan todas estas cosas. 12) A qu se refiere el hecho de que los usuarios experimentados de telfonos inteligentes puedan transmitir ms mensajes que los nuevos usuarios de telfonos inteligentes? Opcin multiple Rendimiento de la comunicacin Competencia comunicativa Comunicacin propietaria Prioridad de comunicacin Propiedad de comunicacin 14) Cul de los siguientes es un aspecto clave del paso de evaluacin en la escucha activa? Opcin multiple Posponer evaluaciones Evita interrupciones Organizar informacin mantener el inters Espere a que el hablante se detenga antes de formar opiniones.

6 De acuerdo con la investigacin sobre comunicacin de gn.pdf

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3. Kronik hastalklar iin risk faktrlerinin epidemiyolojisini almann nemi nedir? Kronik hastalklarn ortaya kmasnda salksz beslenmenin rolnn ne olduunu Dnya'dan salksz beslenme epidemiyolojisine rnekler vererek aklaynz. 4. Demir eksiklii anemisinin epidemiyolojisini (cinsiyet, ya, gebelik ve corafi konum dikkate alnarak) dnyadan rnekler vererek tartr. 5. Kronik hastalklarn nlenmesinde D vitamini almnn nemini tartr. Tartmanz, D Vitamini eksiklii epidemiyolojisi iin Dnya'daki kantlardan rnekler vererek temellendirin..

3 Kronik hastalklar iin risk faktrlerinin epidemiyolojisi.pdf

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1.The following are supply chain drivers: (A) facilities and inventory (B) transportation and information (C) sourcing and pricing (D) A, B and C 2.More effort needs to be put into the search and selection of suppliers for these items: (A) standard (B) non-strategic (C) raw materials (D) custom made 3._______ are time-consuming and usually costly, but information can be obtained about a supplier that cannot be obtained from an interview or questionnaire. (A) Presentations (B) Proposals (C) Supplier audits (D) Supplier visits.

1The following are supply chain drivers A facilities and.pdf

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Consider the fork_example.c code (under "Example code for processes" on Canvas). How many processes and threads are created? (code also shown below) #include <stdio.h> #include <stdlib.h> #include <unistd.h> #include <string.h> #include <errno.h> #include <inttypes.h> /* for PRIxPTR */ #include <pthread.h> // On Linux we need these for waitpid() #include <sys/types.h> #include <sys/wait.h> // On Solaris, this cleans up format warnings from GCC #define PID (int) getpid() // process identity, for output only char *me = "parent"; // or, "child" /* function prototype for thread creation */ void * thread_func(void * arg); /* data for threads */ struct thread_struct { pthread_t tid; // system-assigned thread identifier int num; // our own thread number int in; // input data int out; // output data }; struct thread_struct bogus = { 0, 0, 0, -1 }; pthread_attr_t attr; // thread attributes, not used here struct thread_struct in[2]; void thread_generator(int low, int high, char *identifier) { for (int i = low; i < high; i++) { in[i].tid = (pthread_t) (-1); // assigned later in[i].num = i; in[i].in = i+1; in[i].out = -1; printf("[pid %d] %s %s: pthread_create(%d): tryingn", PID, me, identifier, in[i].num); // pthread_create(&in[i].tid, &attr, thread_func, &in[i]); int ret = pthread_create(&in[i].tid, NULL, thread_func, &in[i]); // in[i].tid = identifier of new thread // the new thread executes thread_func(&in[i]) // pthread_create() returns an int, equal to 0 or error number if (ret == 0) { printf("[pid %d] %s %s: pthread_create(%d): okn", PID, me, identifier, in[i].num); } else { printf("[pid %d] %s %s: pthread_create(%d): failed: %sn", PID, me, identifier, in[i].num, strerror(ret)); } } } void thread_collector(int low, int high, char *identifier) { for (int i = low; i < high; i++) { printf("[pid %d] %s %s: pthread_join(%d): tryingn", PID, me, identifier, in[i].num); void *out = &bogus; int ret = pthread_join(in[i].tid, &out); // out = exit status from pthread_exit() // pthread_join() returns an int, equal to 0 or error number if (ret == 0) { printf("[pid %d] %s %s: pthread_join(%d): ok, exit status = %p, out = %dn", PID, me, identifier, in[i].num, out, in[i].out); } else { printf("[pid %d] %s %s: pthread_join(%d): failed: %s, exit status = %p, out = %dn", PID, me, identifier, in[i].num, strerror(ret), out, in[i].out); } } } int main(int argc, char * argv[]) { printf("[pid %d] %s: &bogus = %pn", PID, me, &bogus); for (int i = 0; i < 2; i++) { printf("[pid %d] %s: &in[%d] = %pn", PID, me, i, &in[i]); } for (int i = 0; i < 2; i++) { in[i].tid = (pthread_t) (-1); // assigned later in[i].num = i; in[i].in = -1; in[i].out = -1; } // create two threads thread_generator(0, 2, "main pre-fork"); pid_t pid = fork(); if (pid < 0) { printf("[pid %d] %s: main, fork(): failed: %sn", PID, me, strerror(errno)); } else if (pid == 0) { me = "child"; printf("[pid %d] %s: main, parent is %dn", PID, me, (int) getppid()); } else { printf("[pid %d] %s: main, child is %dn", P.

Consider the fork_examplec code under Example code for pr.pdf

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Caso Uber Esta parte del caso acumulativo Uber se centra en el Captulo 8 y cubre los principios relacionados con la cultura y la estructura organizacionales. La aplicacin del conocimiento y las habilidades gerenciales en el mundo real de este caso acumulativo est diseada para ayudarlo a desarrollar la capacidad de pensamiento crtico y darse cuenta del poder prctico de las habilidades gerenciales slidas para resolver problemas en su trabajo y carrera. Lea el caso acumulativo y responda las preguntas que siguen. La cultura organizacional de Uber consiste en los supuestos compartidos y dados por sentado que tienen sus miembros y que determinan cmo perciben e interactan con su entorno. La cultura de una startup est fuertemente influenciada por los valores y creencias del fundador, quien tiende a contratar personas que se ajusten a esta perspectiva. La evolucin de la cultura de Uber El fundador y ex director ejecutivo de Uber, Travis Kalanick, haba sido descrito como el ego personificado: agresivo, persistente, temerario, irreverente, indomable, incluso acosador, y la cultura de Uber durante su mandato reflej algunas de estas caractersticas. Los ex empleados recordaron un ambiente de fraternidad donde los logros clave se celebraban con golpes en el pecho y los hombres participaban en concursos de flexiones en sus escritorios. La cultura agresiva de la compaa se derram en una reunin global a fines de 2015 en Las Vegas, inform el New York Times, donde entre episodios de bebida y juego, los empleados de Uber usaban cocana en los baos en fiestas privadas, . . . y un gerente manose a varias empleadas. . . . Un empleado secuestr un autobs privado, lo llen de amigos y lo llev a dar un paseo de placer. La cultura de Uber tambin se refleja en el trato que la empresa da a sus conductores. Por ejemplo, la compaa anuncia una tasa de comisin del 25 por ciento de los viajes, pero si incluye las tarifas de reserva de Uber, en realidad puede estar ganando ms del 40 por ciento. Los crticos tambin se quejan de que Uber ha empleado un "cebo y cambio" global, en el que la empresa atrae a los conductores, que son contratistas, o lo que Uber llama "socios", y no empleados, con tarifas atractivas solo para obtener comisiones cada vez mayores. , as como invertir en tecnologa sin conductor. De hecho, en un incidente muy publicitado, Kalanick fue capturado en un video discutiendo acaloradamente con un conductor, Fawzi Kamel, sobre la reduccin de los precios de las tarifas, lo que, segn Kamel, perjudic los ingresos de los conductores. Kalanick no estuvo de acuerdo, cerr la puerta del auto y le dijo al conductor que se hiciera responsable de su propio comportamiento. (Kamel calific a Kalanick con 1 estrella de 5). Al nuevo director ejecutivo de Uber, Dara Khosrowshahi, no le gusta la cultura fomentada por Kalanick. Uber tena 14 "valores culturales" bajo Kalanick, y los mostraba en toda su sede de San Francisco. Se esperaba que los empleados representaran estos valores, que i.

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7) Axon, retim hattnda tek bir rn olan AX484 ile erken aamadaki bir biyoteknoloji aratrma irketidir. Son zamanlarda Axon, AX484 iin IND statsn baaryla ald ve yeni bileii faz 1 klinik deneylerinde test etmeye hazrlanyor. Axon, dzenleyici onay srecinde AX484' ynlendirmek iin ne sermayeye ne de klinik aratrma uzmanlna sahiptir ve deneme maliyetlerini finanse etmeye yardmc olacak ve danmanlk rol stlenecek bir ortak aryor. Bu yln balarnda, BioLab Ventures'n (BLV) genel ortaklar Axon'un ynetim ekibiyle bir araya gelerek A serisi finansmann artlarn mzakere etti (Axon balangta kurucular tarafndan finanse edilmiti ve u anda ortak bir laboratuvarda yer kiralyordu). tesis). Axon'un mevcut "para ncesi" deerlemesi, BLV tarafndan satn alnacak z sermaye miktar ve BLV'nin bu z sermayeyi elde etmek iin deyecei miktar dahil olmak zere bir dizi nemli sorunun ele alnmas gerekiyordu. A) BioLab Ventures, Axon'daki %40 zsermaye hissesi iin 10 milyon $ teklif etmeye hazrlanyordu. Bu teklifin ima ettii Axon'un mevcut (yani n para) deeri nedir? ( Not : Cevabnz milyon dolar cinsinden ifade edilmelidir.) ____ milyon dolar B) Ticari lansmandan sonra Axon'un ynetim ekibi, satlan maln maliyetinin (COGS) ve sat, genel ve idari maliyetlerin (SG&A) srasyla gelirlerin %25'i ve %40' olacan tahmin ediyor. Bu varsaymlar altnda, ticari lansman annda gelecekteki krlarn NPV'si ne olur? Dier masraflar gz ard edebileceinizi varsayalm. ( Not : Cevabnz milyon dolar cinsinden ifade edilmelidir.) ____ milyon dolar C) Axon, onay srecinin tamamlanmasnn 7 yl sreceini tahmin ediyor. Projeksiyonlar aadaki gibidir: Bu aamalarn her biri iin ylda srasyla %30, %20 ve %15 iskonto oran varsayarlar. Bu varsaymlar altnda, Axon'un rNPV'si nedir? ( Not : Cevabnz milyon dolar cinsinden ifade edilmelidir.) ____ milyon dolar.

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Which of the following are true statements about the Oaxaca decomposition: Statement C: the unexplained part of the decomposition gives a perfectly accurate quantification of discrimination Statement A: the unexplained portion of the decomposition typically consists of differences in slopes across groups (multiplied by a group mean in independent variable) Statement B: explained portion of the decomposition typically consists of differences in Xs or observed variables across groups (multiplied by some slope parameter) None of the statements are true Statements A and B are both true.

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Trinity Ltd owns a building which it acquired on 1 January 2007 for 120,000. The building has been depreciated in each of the 10 years since acquisition at 4% straight-line. At the start of 2017, the directors estimated that the building had a remaining useful life of 30 years and it is to be revalued to 150,000. Which of the following statements is correct: At 1 January 2017 the revaluation reserve should be credited.

Trinity Ltd owns a building which it acquired on 1 January 2.pdf

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Taylor works for a Fossil Futures, Inc., a company that provides administrative support to various companies in the coal and oil industries. These companies promote use of coal- and oil-based energy, actively lobby against solar energy and electric cars and support a lobbying firm that was recently characterized as "climate change deniers." As a database administrator, Taylor has access to the entire portfolio of data that Fossil Futures administers for its customers. When Taylor started working at Fossil Futures, Taylor signed a nondisclosure agreement promising to safeguard to confidentiality of the information of Fossil Futures and its customers. This confidential information includes not only business plans, strategies, and financial information but also medical insurance claims and retirement plan information about Fossil Fuels and its customers. In addition, Taylor signed the Fossil Futures Code of Conduct in which Taylor agreed to adhere to the strictest standards of confidentiality with respect to Fossil Fuel records and data, and to comply with all applicable laws. Taylor is new to the job, doesn't really like it and is actively applying for other jobs. In addition, Taylor is strongly opposed to the "anti-green" objectives of Fossil Futures. Finally, Taylor doesn't like their manager at Fossil Futures who has demanded excessive overtime while providing no guidance and support. Taylor has a friend named Lane who belongs to the Wonky Leaks Collective, ("Wonky") which seeks to leak confidential data of "evil" companies in an effort to disrupt their operations and punish them for their wrongdoing. Lane approaches Taylor and said, "Taylor, we have learned that Fossil Futures has records of business plans, strategies, e- mails, medical and retirement records of a large number of climate change-denying companies that, for the good of the planet, need to be disrupted or better yet, stopped." Lane went on: "These companies have an aggressive anti-environment agenda that is just plain wrong and Taylor-you know this is true." Then Lane got to the point and said, "Taylor, you are a systems administrator, and we want you to give us back-door access to Fossil Futures systems because wewant to leak the records of Fossil Futures and its customers. Look, Taylor, if Wonky can leak data and other confidential records of Fossil Fuels and its customers it will be a huge win for the environment. They will be so distracted in dealing with the leaks that that won't be able to advance their evil mission." Lane continued: "And besides, Taylor, it's likely that when all those records are released that something unfavorable just has to come out about Fossil Futures or one of its customers." On the one hand Taylor agreed with everything Lane said about Fossil Futures and its customers: they were probably that most anti-green force on the planet. On the other hand, Taylor thought of the nondisclosure agreement and Code of Conduct they had signed. Taylor also knew.

Taylor works for a Fossil Futures Inc a company that prov.pdf

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Shell's online discussion forum, through which visitors can express their opinions on the company's activities and their implications, exemplifies which stakeholder orientation activity? Group of answer choices The organization's responsiveness as a whole to intelligence about stakeholder groups and their concerns The generation of data about stakeholder groups and the distribution of that information throughout the firm so that the firm can counter those groups Stakeholder interaction The distribution of stakeholder information throughout the firm The generation of data about stakeholder groups and assessment of the firm's effects on these groups.

Shells online discussion forum through which visitors can .pdf

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Stratejik Vizyon: Etkili Unsurlar ve Eksiklikler Aadaki genel bak okuyun ve takip eden etkinlikleri tamamlayn. Strateji oluturma srecinin balangcnda, bir irketin st dzey yneticileri, irketin hangi ynde ilerlemesi gerektii ve irketin rn tekliflerini, pazarlar deitirerek pazar konumunun ve gelecekteki performans beklentilerinin iyiletirilip iyiletirilemeyecei konusuyla mcadele etmelidir. katld, hitap ettii mteriler ve/veya kulland teknolojiler. irketin uzun vadeli yn ve gelecekteki rn-mteri-pazar-teknoloji oda hakkndaki st ynetimin grleri irket iin stratejik bir vizyon oluturmaktadr. Aka ifade edilmi bir stratejik vizyon, ynetimin "nereye gittiimiz" konusundaki isteklerini paydalara iletir ve irket personelinin enerjilerini ortak bir yne ynlendirmeye yardmc olur. rnein, Henry Ford'un her garajda bir araba vizyonu glyd nk bakalarnn hayal gcn ele geirdi, Ford Motor Company'nin kaynaklarn seferber etmeye ynelik irket ii abalara yardm etti ve irketin stratejik eylemlerinin erdemlerini lmek iin bir referans noktas olarak hizmet etti. yi tasarlanm vizyonlar ayrt edicidir ve belirli bir kurulua zgdr; Yzlerce kurulutan herhangi biri iin geerli olabilecek "Hizmet vermeyi setiimiz her pazarda bir dnya lideri ve mterilerin ilk tercihi olacaz" gibi genel, iyi hissettiren ifadelerden kanrlar. Ve eitli paydalardan fikir birlii onay alan zararsz ama iyi niyetli tek cmlelik bir vizyonla ortaya kmakla grevli bir komitenin rn deiller. irketin rn-pazar-mteri- teknoloji oda hakknda hibir ayrnt iermeyen, gzel ifade edilmi vizyon ifadeleri, bir vizyonun lebilecei bir vizyon iin gerekenlerin olduka gerisinde kalyor. Stratejik bir vizyonun deerli bir ynetim arac olarak ilev grmesi iin, ynetimin iinin nasl grnmesini istediini anlamasn salamal ve yneticilere stratejik kararlar almalarnda bir referans noktas vermelidir. irket liderlerinin irketi bugn bulunduu konumun tesinde nasl konumlandrmay planladklar hakknda kesin bir eyler sylemelidir. Tablo 2.1, bir vizyon ifadesinin ifade edilmesinde "Yaplmas ve Yaplmamas Gerekenler"i gstermektedir. izim Kapsl 2.1, etkili unsurlar ve eksiklikler de dahil olmak zere her birinin eletirisiyle birka irketin stratejik vizyonlarna rnekler sunar. Bu altrmada sizden dier birka irketin vizyon beyanlarna benzer bir eletiri yapmanz istenecektir. TABLO 2.1 Bir Vizyon Beyannn fade Edilmesi Yaplmas ve Yaplmamas Gerekenler Tablo 2.1'deki bilgileri kullanarak, etkili unsurlar ve eksiklikleri listeleyerek aadaki vizyon ifadelerinin yeterliliini ve deerini eletirin. TABLO 2.1 Bir Vizyon Beyannn fade Edilmesi Yaplmas ve Yaplmamas Gerekenler doz Yaplmayacaklar Grafik Olun. irketin nereye gittiinin ve irketin belirlemeye alt pazar konumlarnn net bir resmini izin. Belirsiz veya Eksik Olmayn. irketin nereye gittii veya irketin gelecee nasl hazrlanmay planladyla ilgili ayrntlardan asla kamayn. leriye Dnk ve Ynl Olun. irketin gelecee hazrlanmasna yardmc olacak stratejik rotay tanmlayn. imdiki Zaman zerinde Durmayn. Vizyon, bir irketin bir zamanlar ne yap.

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