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Modeling Mastery Performance and Systematically Deriving Enablers for Performance Improvement Modeling mastery performance and systematically deriving the enablers generates data for use in downstream improvement efforts, including additional analyses, design, and development efforts. What are two linked sets or data that are produced from the current-state view of master performers who have proven that high performance levels are attainable? What are three performance variables that may need changing? Support your arguments by referencing sources such as the textbook or other internet research. Be sure to cite your sources using APA format. * 300 Words * No plagiarism References: https://eppic.biz/2013/03/20/modeling-mastery-performance-and-systematically-deriving-the-enablers-for-performance-improvement/ Hale, Judith. (2006). The Performance Consultant's Fieldbook: Tools and Techniques for Improving Organizations and People (Essential Knowledge Resource). 2nd Edition. Pershing, James A. (2006). Handbook of Human Performance Technology, 3rd Edition. Washington D.C.: Pfeiffer. ...

Modeling Mastery Performance and Systematically Deriving
Enablers for Performance Improvement
Modeling mastery performance and systematically deriving the
enablers generates data for use in downstream improvement
efforts, including additional analyses, design, and development
efforts. What are two linked sets or data that are produced from
the current-state view of master performers who have proven
that high performance levels are attainable? What are three
performance variables that may need changing?
Support your arguments by referencing sources such as the
textbook or other internet research. Be sure to cite your sources
using APA format.
* 300 Words
* No plagiarism
References:
https://eppic.biz/2013/03/20/modeling-mastery-performance-
and-systematically-deriving-the-enablers-for-performance-
improvement/
Hale, Judith. (2006).
The Performance Consultant's
Fieldbook: Tools and Techniques for Improving Organizations
and People
(Essential Knowledge Resource). 2nd
Edition.
Pershing, James A. (2006).
Handbook of Human Performance Technology, 3rd Edition.

Washington D.C.:
Pfeiffer.

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Calculus I Directions: (10 pts. each) Answer each of the following questions below. In order to receive ANY credit for a question, you must SHOW YOUR WORK using proper notation and clear and concise logic. You're graded on both the accuracy of your answers AND your explanations that sufficiently support your answers. Unless otherwise stated, you're to give the EXAXCT VALUES of answers instead of decimal approximations. In order to receive ANY credit for any applied/word problem (i.e. Problems #29 - ), you MUST declare a variable (unless the variable(s) have already been declared in the problem) and set up and solve an appropriate mathematical expression that can be used to answer the question. Proper units must also be included in answers to applied problems. NO CREDIT WILL BE GIVEN FOR EITHER GUESSING OR CHECKING POSSIBLE ANSWERS WITHOUT SOLVING THE PROBLEM. YOU CANNOT USE CALCULUS TO SOLVE THESE PROBLEMS. Finally, write ONLY FINAL ANSWERS ON THESE PAGES; you must show your work both according to homework guidelines and on YOUR OWN PAPER. SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question. Multiply or divide as indicated. Write your answer in factored form. 1) x22 - 9x + 14 · xx22 -- 1618x x ++ 4877 1) 2) x - 12 x + 32 Simplify the complex rational expression. 4 x 2 - 4 x - 32 - 1 x - 8 2) 1 + 1 x + 4 Find the difference quotient for the function and simplify it. 3) g(x) = 6x2 + 14x - 1 3) Find the domain and range of the function. Write your answers using interval notation. 4) g(z) = 16 - z 2 4) Find a formula for the function graphed. 5) 5) Determine if the function is even, odd, or neither. You must use algebra to justify your answer; otherwise, no full credit will be given. NO CREDIT is given for an answer without a mathematical explanation. 6) f(x) = x -+7 9 6) State the domain of the composition. 7) ( g H h)(x) with g(x) = x + 5 and h(x) = 8 x + 7 7) Compute f(x + h) - f(x) h (h J 0) for the given function . 8) f(x) = 4x - 8 8) 9) f(x) = 5 x 2 + 6 x 9) 10) f(x) = 1 9 x 10) Solve the equation by multiplying both sides by the LCD. 11) 32x - x 3+ 1 = 1 11) 12) Solve the equation. x + 6 + 2 - x = 4 12) 13) ( 4 x - 2 ) / 3 2 + 6 = 15 13) 14) 3 x + 4 = x - 1 14) Find the real solutions of the equation by factoring. 15) x3 + 8x2 - x - 8 = 0 15) Solve the equation by making an appropriate substitution. 16) (x2 - 2x)2 - 11(x2 - 2x) + 24 = 0 16) Solve the logarithmic equation. 17) log2(x + 7) + log2(x - 7) = 2 17) Solve the exponential equation. Express the solution set in terms of natural logarithms. 18) 4x + 4 = 52x + 5 18) Solve the inequality and express the solution in interval notation. 19) 7Ax - 1A L 2 19) Solve the inequality. Write your answer using interval notation. 20) x 18- 5 > x 15+ 1 20) Write the equation as f(x) = a(x - h)2 + k. Identify the vertex, range, and axis of symmetry of the function. 21) f(x) = x2 + 5x + 2 21) 23) log F.

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CAHIIM Competencies Assessed: Subdomain VI.D. Human Resources Management Create and implement staff orientation and training programs (Blooms 6) Instructions: You are an HIM Supervisor at a hospital and you have been asked to create a new staff training on data compliance rules. Assume that the new staff has a wide variety of background, with some new staff knowing nothing about data compliance at all. The training should be basic and introductory. Create an outline for your training. Requirements: Include an introduction and summary within your outline Length of outline should be 3-4 pages It should be an annotated outline. This means that it should include citations within the outline and a reference page. Your training should include the topics of HIPAA and The Joint Commission and other data compliance topics that affect hospital staff .

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C8-1 CASE STUDY 8 CARLSON COMPANIES STORAGE SOLUTIONS Carlson Companies (www.carlson.com) is one of the largest privately held companies in the United States, with more than 171,000 employees in more than 150 countries. Carlson enterprises include a presence in marketing, business and leisure travel, and hospitality industries. Its Carlson Hotels Worldwide division owns and operates approximately 1,075 hotels located in more than 70 countries. Radisson, Park Plaza, and Country Inn & Suites by Carlson are some of its hotel brands. The hotel loyalty program is named Club Carlson. The Carlson Restaurants Worldwide includes T.G.I. Friday’s and the Pick Up Stix chains. The company registered approximately $38 billion in sales in 2011. Carlson’s Information Technology (IT) division, Carlson Shared Services, acts as a service provider to its internal clients and consequently must support a spectrum of user applications and services. The IT division uses a centralized data processing model to meet business operational requirements. The central computing environment has traditionally included an IBM mainframe and over 50 networked Hewlett-Packard and Sun servers [KRAN04, CLAR02, HIGG02]. The mainframe supports a wide range of applications, including Oracle financial database, e-mail, Microsoft Exchange, Web, PeopleSoft, and a data warehouse application. C8-2 In 2002, the IT division established six goals for assuring that IT services continued to meet the needs of a growing company with heavy reliance on data and applications: 1. Implement an enterprise data warehouse. 2. Build a global network. 3. Move to enterprise-wide architecture. 4. Establish six-sigma quality for Carlson clients. 5. Facilitate outsourcing and exchange. 6. Leverage existing technology and resources. The key to meeting these goals was to implement a storage area network (SAN) with a consolidated, centralized database to support mainframe and server applications. Carlson needed a SAN and data center approach that provided a reliable, highly scalable facility to accommodate the increasing demands of its users. Storage Requirements Prior to implementing the SAN and data center approach, the central DP shop included separate disc storage for each server, plus that of the mainframe. This dispersed data storage scheme had the advantage of responsiveness; that is, the access time from a server to its data was minimal. However, the data management cost was high. There had to be backup procedures for the storage on each server, as well as management controls to reconcile data distributed throughout the system. The mainframe included an efficient disaster recovery plan to preserve data in the event of major system crashes or other incidents and to get data back online with little or no disruption to the users. No comparable plan existed for the many servers. C8-3 As Ca.

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Caffeine intake in children in the United States and 10-y trends: 2001–20101–4 Namanjeet Ahluwalia, Kirsten Herrick, Alanna Moshfegh, and Michael Rybak ABSTRACT Background: Because of the increasing concern of the potential adverse effects of caffeine intake in children, recent estimates of caffeine consumption in a representative sample of children are needed. Objectives: We provide estimates of caffeine intake in children in absolute amounts (mg) and in relation to body weight (mg/kg) to examine the association of caffeine consumption with sociodemo- graphic factors and describe trends in caffeine intake in children in the United States. Design: We analyzed caffeine intake in 3280 children aged 2–19 y who participated in a 24-h dietary recall as part of the NHANES, which is a nationally representative survey of the US population with a cross-sectional design, in 2009–2010. Trends over time between 2001 and 2010 were examined in 2–19-y-old children (n = 18,530). Analyses were conducted for all children and repeated for caffeine consumers. Results: In 2009–2010, 71% of US children consumed caffeine on a given day. Median caffeine intakes for 2–5-, 6–11-, and 12–19-y olds were 1.3, 4.5, and 13.6 mg, respectively, and 4.7, 9.1, and 40.6 mg, respectively, in caffeine consumers. Non-Hispanic black children had lower caffeine intake than that of non-Hispanic white counterparts. Caffeine intake correlated positively with age; this association was independent of body weight. On a given day, 10% of 12–19-y-olds exceeded the suggested maximum caffeine intake of 2.5 mg/kg by Health Canada. A significant linear trend of decline in caffeine intake (in mg or mg/kg) was noted overall for children aged 2–19 y during 2001–2010. Specifically, caffeine intake declined by 3.0 and 4.6 mg in 2–5- and 6–11-y-old caffeine consumers, respectively; no change was noted in 12–19-y-olds. Conclusion: A majority of US children including preschoolers consumed caffeine. Caffeine intake was highest in 12–19-y-olds and remained stable over the 10-y study period in this age group. Am J Clin Nutr 2014;100:1124–32. INTRODUCTION Caffeine is a commonly consumed stimulant present naturally in or added to foods and beverages. Caffeine consumption in children has received considerable interest because of the concern of adverse health effects. Caffeine intake of 100–400 mg has been associated with nervousness, jitteriness, and fidgetiness (1, 2). Because of the continued brain development involving myelination and pruning processes, children may be particularly sensitive to caffeine (3, 4). There has been some evidence that has linked caffeine intake in children to sleep dysfunction, el- evated blood pressure, impairments in mineral absorption and bone health, and increased alcohol use or dependence (1, 5–7). In addition, the routine use of caffeinated sugar-sweetened beverages may contribute to weight gain and dental cavities (8). Caffeine toxicity in children has also.

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Caffeine intake in children in the United States and 10-ytre.docx

Caffeine intake in children in the United States and 10-ytre.docx

Cabbage patch hip dance move, The running man hip hop dance move, the humpty dance hip hop move and the butterfly hip hop dance move. Describe each using the attachment in the assignment which provides certain words and descriptions. each style of dance ( cabbage patch, running man, the humpty dance, butterfly) has to have description or analysis using B.A.S.T.E See the attachment use the attachment to describe each hip hop dance move .

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CA4: Leading Teams Are we a team? Hi, my name is Jenny McConnell. I am the newly appointed CIO of a medium-sized technology company. Our company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s all there. If you lined up this crowd for a group photo, credentials in hand, the “wow” factor would be there. Our company is spread over a dozen states, mostly in the Northwest. The talent pool is amazing across the board, both in IT and in the rest of the company. But when the CEO hired me, he said that we are performing nowhere near our potential. On the surface, the company is doing fine. But we should be a Fortune 500 organization. With this much talent, we should be growing at a much faster rate. The CEO also said that I was inheriting “a super team with disappointing performance.” His task for me was to pull the IT stars into a cohesive team that would meet company needs for new IT systems and services much faster and more effectively. Without making our superstars feel that they were being critiqued and second-guessed, or indicating “there’s a real problem here,” I wanted to gather as much information and feedback as possible from the 14 team members (regional CIOs and department heads) who report to me. I held one-on-one meetings in order to give a voice to each person, allowing each individual to provide an honest assessment of the team as well as areas for improvement and a vision for the future of team efforts. I was surprised by the consistency of remarks and opinions. For example, a picture emerged of the previous CIO, who was obviously awed by the talent level of the team members. Comments such as “Bob pretty much let us do what we wanted” and “Bob would start the meeting and then just fade into the background, as if he found us intimidating” were typical. The more disturbing comment, “Bob always agree with me ,” was expressed by most of the team members at some point in our conversation. It was as if the regional heads believed that the CIO wanted them to succeed by doing as they thought best for themselves. I queried members about the level of cooperation during meetings and uncovered areas of concern, including the complaint that others at the table were constantly checking their iPads and smartphones during meetings. One department head told me, “You could turn off the sound while watching one of our meetings, and just by the body language and level of attention, tell who is aligned with whom and who wishes the speaker would just shup up. It would be comical if it weren’t so distressing.” Such remarks were indicative of a lack of trust and respect and a breakdown of genuine communication. One team member told me, “I recently encountered a problem that a department head from another region had successfully solved, but the information was never shared, so here I am reinventing the wheel and wasting valuable time.” It was apparent that these so-called high performers were .

CA4Leading TeamsAre we a teamHi, my name is Jenny .docx

CA4Leading TeamsAre we a teamHi, my name is Jenny .docx

CA4Leading TeamsAre we a teamHi, my name is Jenny .docx

C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDIAN LIFE As one of the largest mutual life insurance firms in the United States, Guardian Life (www.guardianlife.com) has more than 5000 employees and over 3000 financial representatives in 80 agencies. Guardian and its subsidiaries provide almost three million people with life and disability income insurance, retirement services, and investment products such as mutual funds, securities, variable life insurance, and variable annuities. The company also supplies employee benefits programs to six million participants, including life, health, and dental insurance, as well as qualified pension plans. In addition to regional home offices in New York City; Bethlehem, Pennsylvania; Spokane, Washington; and Appleton, Wisconsin, the company has 55 remote sales offices and 80 remote agency offices. Like other insurance companies, Guardian Life is an information intensive organization where data processing and communications network infrastructure have consistently been important contributors to its success. Guardian Life’s IT organization has earned numerous accolades including multiple CIO100 awards from CIO magazine [PRNE11]. According to Dennis Callahan, Executive Vice President and Chief Information Officer for, Guardian Life, "A strong partnership between IT and the businesses enables http://www.guardianlife.com/ C7-2 Guardian to deliver cost-effective technology services that facilitate world- class customer service, product innovation, and operational efficiency.” Ensuring alignment between business and IT is important to Guardian Life and provides a consistent theme for many of the insurance companies IT projects including its data center consolidation initiatives [CIOZ12]. Data center consolidation has been an ongoing concern at Guardian for more than a decade. Guardian’s IT governance structure is team-oriented and the company’s data center consolidation initiatives are overseen by it Infrastructure team. The Infrastructure team is primarily co-located in New York, and Bethlehem, Pennsylvania but it has key support teams in Spokane, Washington, Appleton, Wisconsin, and Pittsfield, Massachusetts. Guardian Life began taking a serious look at data center consolidation in 2000, but in the aftermath of the September 11, 2001 terrorist attack, Guardian also became more concerned with business continuity issues. Guardian had four significant data centers, at its four home offices, but the primary data center was in New York City. After 9/11, Guardian wanted make infrastructure changes to ensure business continuity across its existing data centers and made plans to add two more data centers to the mix. Guardian performed an assessment of its data centers to provide a basis for planning on the location of data processing resources. One surprising outcome of this assessment had to do with utilization. The.

C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDI.docx

C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDI.docx

C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDI.docx

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C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM Hospitals have been .docx

C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM Hospitals have been .docx

C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM Hospitals have been .docx

C9-1 CASE STUDY 9 ST. LUKE'S HEALTH CARE SYSTEM Hospitals have been some of the earliest adopters of wireless local area networks (WLANs). The clinician user population is typically mobile and spread out across a number of buildings, with a need to enter and access data in real time. St. Luke's Episcopal Health System in Houston, Texas (www.stlukestexas.com) is a good example of a hospital that has made effective use wireless technologies to streamline clinical work processes. Their wireless network is distributed throughout several hospital buildings and is used in many different applications. The majority of the St. Luke’s staff uses wireless devices to access data in real-time, 24 hours a day. Examples include the following: • Diagnosing patients and charting their progress: Doctors and nurses use wireless laptops and tablet PCs to track and chart patient care data. • Prescriptions: Medications are dispensed from a cart that is wheeled from room to room. Clinician uses a wireless scanner to scan the patient's ID bracelet. If a prescription order has been changed or cancelled, the clinician will know immediately because the mobile device displays current patient data. http://www.stlukestexas.com/ C9-2 • Critical care units: These areas use the WLAN because running hard wires would mean moving ceiling panels. The dust and microbes that such work stirs up would pose a threat to patients. • Case management: The case managers in the Utilization Management Department use the WLAN to document patient reviews, insurance calls/authorization information, and denial information. The wireless session enables real time access to information that ensures the correct level of care for a patient and/or timely discharge. • Blood management: Blood management is a complex process that involves monitoring both patients and blood products during all stages of a treatment process. To ensure that blood products and patients are matched correctly, St. Luke’s uses a wireless bar code scanning process that involves scanning both patient and blood product bar codes during the infusion process. This enables clinicians to confirm patient and blood product identification before proceeding with treatment. • Nutrition and diet: Dietary service representatives collect patient menus at each nursing unit and enter them as they go. This allows more menus to be submitted before the cutoff time, giving more patients more choice. The dietitian can also see current patient information, such as supplement or tube feeding data, and view what the patient actually received for a certain meal. • Mobile x-ray and neurologic units: St. Luke’s has implemented the wireless network infrastructure necessary to enable doctors and clinicians to use mobile x-ray and neurologic scanning units. This makes it possible to take x-rays or to perform neurological studies in patient rooms. This min.

C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM .docx

C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM .docx

C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM .docx

C361 TASK 2 2 C361 TASK 2 2 C361 Task 2 WGU Evidence-Based Practice and Applied Nursing Research C361 Eve Butler July 28, 2019 Running head: C361 TASK 2 2 C361 Task 2 A.1 Healthcare problem Worldwide estimates have shown that greater than 1.4 million patients have acquired nosocomial infections. Adherence to hand hygiene policies are shown to be the most effective way to help prevent these healthcare-associated infections; sadly research shows that healthcare workers have suboptimal compliance with their facilities hand hygiene policies due to lack of education and compliance monitoring. Patients in our healthcare settings are under the assumption that we are doing our best to promote their healing when in fact 7% of them will be subjected to a nosocomial infection with that rate climbing to 10% in developing countries (Finco et al., 2018). A.2 Significance of the problem The cost of care that is associated with nosocomial infections is estimated to be over ten billion dollars putting a burden on both patients and health organizations alike. It is estimated that 38% of all infections are caused by cross-contamination due to noncompliance with hand hygiene policies. These infections lead to approximately 99,000 deaths a year in the United States alone (Sickbert-Bennett et al., 2016). A.3 Current healthcare practices related to the problem Most healthcare facilities have an educational program that simply teaches how to achieve proper hand hygiene and use the WHO five moments of hand hygiene as their standard. However, this does not educate the healthcare workers on why it is important, nor does it address the far-reaching consequences for noncompliance. Along with the lack of foundational education, most facilities do not monitor for compliance. A.4 How the problem affects the organization and patients’ cultural background Inadequate hand hygiene leading to nosocomial infections can affect the organization's cultural background by leading to dissatisfaction in the workplace as staff becomes frustrated by their feelings of inadequacy and helplessness in dealing with patients getting sicker instead of better. The staff may also be feeling stress in the burden of caring for sicker patients. The patient's cultural background may be affected as they may be feeling despair or depression at their inability to get better, and some may feel it is punishment according to their cultural or religious beliefs. B. Two research evidence sources and two non-research evidence sources considered In searching for my research evidence sources, I start with the Western Governors University Library online. Once in the library, a boolean phrase was used, which allowed me to search for research articles that contain more than one topic in the same paper. Phrases I used in this search were “nosocomial infections,” “hand hygiene compliance,” and “ hand hygiene education.” With these phrases, thousands of articles were available to peruse. One of the res.

C361 TASK 22C361 TASK 22C361 Task 2WGUEv.docx

C361 TASK 22C361 TASK 22C361 Task 2WGUEv.docx

C361 TASK 22C361 TASK 22C361 Task 2WGUEv.docx

C6-1 CASE STUDY 6 CHEVRON’S INFRASTRUCTURE EVOLUTION Chevron Corporation (www.chevron.com) is one of the world’s leading energy companies. Chevron’s headquarters are in San Ramon, California. The company has more than 62,000 employees and produces more than 700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In 2012, Chevron was number three on the Fortune 500 list and had more than $244 billion in revenue in 2011 [STAT12]. IT infrastructure is very important to Chevron and to better support all facets of its global operations, the company is always focused on improving its infrastructure [GALL12]. Chevron faces new challenges from increased global demand for its traditional hydrocarbon products and the need to develop IT support for new value chains for liquid natural gas (LNG) and the extraction of gas and oil from shale. Huge investments are being made around the world, particularly in Australia and Angola on massive projects of unprecedented scale. Modeling and analytics are more important than ever to help Chevron exploit deep water drilling and hydrocarbon extraction in areas with challenging geographies. For example, advanced seismic imaging tools are used by Chevron to reveal possible oil or natural gas reservoirs beneath the earth’s surface. Chevron’s proprietary seismic imaging http://www.chevron.com/ C6-2 technology contributed to it achieving a 69% discovery rate in 2011[CHEV12]. Supervisory Control and Data Acquisition (SCADA) Systems Chevron refineries are continually collecting data from sensors spread throughout the facilities to maintain safe operations and to alert operators to potential safety issues before they ever become safety issues. Data from the sensors is also used to optimize the way the refineries work and to identify opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end operations are dependent on advanced sensors, supervisory control and data acquisition (SCADA) systems, and other digital industrial control systems [GALL12]. SCADA systems are typically centralized systems that monitor and control entire sites and/or complexes of systems that are spread out over large areas such as an entire manufacturing, fabrication, power generation, or refining facility. The key components of SCADA systems include:  Programmable logic units (PLCs) that and remote terminal units (RTUs) connected to sensors that convert sensor signals to digital data and send it to the supervisory system  A supervisory computer system that acquires data about the process and sends control commands to the process  A human-machine interface (HMI) that presents process to the human operators that monitor and control the process.  Process meters and process analysis instruments  Communication infrastructure connecting.

C6-1 CASE STUDY 6 CHEVRON’S INFRASTRUCTURE EVOLUT.docx

C6-1 CASE STUDY 6 CHEVRON’S INFRASTRUCTURE EVOLUT.docx

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C125/C126 FORMAL LAB REPORT FORMAL LAB REPORT, General A formal lab report is required in conjunction with some of the experiments in each chemistry course. It is your chance to demonstrate to your professor or TA how well you understand the experiment and the chemical principles involved. A formal report is different than a term paper. It should be written in a scientific style, which is not the same style used for English or philosophy papers. The keys to effective technical writing are organization, brevity, clarity, and an appreciation of the needs of the reader. You must write clearly and be thorough, but concise. Do not ramble. The best way to avoid rambling is to first prepare an outline of the report and stick to it. Always use complete sentences. Bulleted lists are okay in a lab notebook but are unacceptable in a formal report. Formal reports must be typed. Use 1.5 line spacing, 1-inch margins, 12 pt font and 8.5x11 inch paper. Only use third person, past tense. Also, proofread well. The general structure of a formal lab report follows that of a scientific paper. It is: Title and Author (s) Introduction Experimental Information Data and Calculation Results and Discussion Conclusion References Results and discussion sections are combined into one single section. Different instructors may have specific formats that they want you to follow. You should always defer to the instructions given to you by your course. Presented here are general guidelines for writing formal lab reports and scientific papers. Before writing your first report, visit the library and examine several journal articles. Pay close attention to the style of the prose and the contents of each particular section. Several common journals to investigate are: The Journal of the American Chemical Society The Journal of Physical Chemistry Analytical Chemistry Biochemistry Initialed and dated laboratory notebook pages of the experiment must be submitted. While report sheets may be a joint effort, formal reports must be individually written. A schedule of reports and dates on which they are due is given in the course laboratory schedule. We highly recommend that reports be completed prior to the day of submission to allow time to proofread, and thus avoiding loss of points due to last minute problems. Lost data or the inability to print reports is not acceptable excuses for incomplete or missing reports. You will be informed when notebook pages will be collected before the report is due. FORMAL LAB REPORT - Title and Author(s) State the title of the experiment, your name, the date and your laboratory section number, if applicable. Also state the name of your lab partner(s). This information should be at the top of the first page. FORMAL LAB REPORT – Introduction The Introduction states the purpose of the study and introduces the reader with new ideas and topics. It also provides any background necessary to acquaint the read.

C125C126 FORMAL LAB REPORTFORMAL LAB REPORT, GeneralA f.docx

C125C126 FORMAL LAB REPORTFORMAL LAB REPORT, GeneralA f.docx

C125C126 FORMAL LAB REPORTFORMAL LAB REPORT, GeneralA f.docx

C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL Within the hospitality industry, there has traditionally been a division between networks that serve guest functions and those that serve operations and administration, both with respect to data transmission and voice transmission. In recent years, most hotel and motel chains have moved in the direction of consolidating multiple functions on networks that used to be dedicated to one use. Tighter integration of voice and data and of guest and operations/administration networking is a fast-growing trend. Choice Hotels International (www.choice.com) is a good example of this trend. Choice Hotels International (NYSE: CHH) is one of the largest and most successful lodging companies in the world. It franchises more than 6,100 hotels, representing more than 490,000 rooms, in the United States and more than 30 countries and territories. The company's best known brands include Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Cambria Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo Lodge and Rodeway Inn. In-House Networking Functions Choice supports two distinct networking functions. A central Web site enables customers to reserve rooms at any Choice franchise http://www.choice.com/ C10-2 accommodation. The central reservation system, known as Profit Manager, automatically finds the most appropriate hotel based on location, price range, or standard. Individual hotels also take bookings, so there needs to be a way for hotels and the central system to remain synchronized. Choice networks also support its franchisees. Choice is in fact a relatively small company in terms of personnel (about 2000 employees) and does not own or operate any hotels. All of the establishments under its brand names are independently owned and pay Choice licensing fees and a royalty on all sales. In return, they receive a variety of services, including marketing, quality control, and inventory management. Many of these services are offered via network, such as allowing managers to order supplies online and check booking status. This support network is similar to a corporate intranet but has a higher reliability requirement. The 6100 hotel managers are, in effect, Choice's customers, not employees. Thus, the standards for reliability and performance of the network are high. In the late 1990s, Choice began to focus on providing a state-of-the-art global reservation system. At this point, the synchronization of local and online reservations was done manually. Each hotel provided Choice with a fixed block of inventory to sell over the central reservation system, with an average of 30% of capacity. Once that 30% was sold, Profit Manager listed the hotel as fully booked, even though there might be plenty of rooms available from the other 70%. The reverse problem also occurred: If the local reservation system had so.

C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL .docx

C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL .docx

C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL .docx

C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY Cloud computing is reshaping enterprise network architectures and infrastructures. It refers to applications delivered as services over the Internet as well as the hardware and systems software in data centers that provide those services. The services themselves have long been referred to as Software as a Service (SaaS) which had its roots in Software-Oriented Architecture (SOA) concepts that began shaping enterprise network roadmaps in the early 2000s. IaaS (Infrastructure as a Service) and PaaS (Platform as a Service) are other types of cloud computing services that are available to business customers. Cloud computing fosters the notion of computing as a utility that can be consumed by businesses on demand in a manner that is similar to other services (e.g. electricity, municipal water) from traditional utilities. It has the potential to reshape much of the IT industry by giving businesses the option of running business software applications fully on-premises, fully in “the cloud” or some combination of these two extremes. These are choices that businesses have not had until recently and many companies are still coming to grips with this new computing landscape. Security is important to any computing infrastructure. Companies go to great lengths to secure on-premises computing systems, so it is not surprising that security looms as a major consideration when augmenting or replacing on-premises systems with cloud services. Allaying security C11-2 concerns is frequently a prerequisite for further discussions about migrating part or all of an organization’s computing architecture to the cloud. Availability is another major concern: “How will we operate if we can’t access the Internet? What if our customers can’t access the cloud to place orders?” are common questions [AMBR10]. Generally speaking, such questions only arise when businesses contemplating moving core transaction processing, such as ERP systems, and other mission critical applications to the cloud. Companies have traditionally demonstrated less concern about migrating high maintenance applications such as e-mail and payroll to cloud service providers even though such applications hold sensitive information. Security Issues and Concerns Auditability is a concern for many organizations, especially those who must comply with Sarbanes-Oxley and/or Health and Human Services Health Insurance Portability and Accountability Act (HIPAA) regulations [IBM11]. The auditability of their data must be ensured whether it is stored on- premises or moved to the cloud. Before moving critical infrastructure to the cloud, businesses should do diligence on security threats both from outside and inside the cloud [BADG11]. Many of the security issues associated with protecting clouds from outside threats are similar to those that have traditionally faced .

C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY .docx

C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY .docx

C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY .docx

C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING The Boeing Company (http://www.boeing.com/), headquartered in Chicago, Illinois, is the world’s largest manufacturer of military aircraft and commercial jetliners. Boeing has more than 159,000 employees working in 70 different countries who require effective communication to develop and build some of the world’s most complex products using components from more than 22,000 global suppliers. The company’s workforce is one of the most highly educated in the world. Most employees hold a college degree and many hold advanced degrees. Collectively Boeing employees have very broad and deep knowledge that can be harnessed to solve problems and design next generation products. Like many major corporations, Boeing has experienced an uptick in the number of employees who work remotely or travel the majority of each work week. Boeing’s engineers number in the thousands and are purposely scattered worldwide to support the company’s global operations. Boeing organizes its employees into work and project teams. Given the company’s size and geographic footprint, many of Boeing work’s teams include globally dispersed members. Engineers on the same team may be separated by multiple time zones and thousands of miles. Time zone differences and distance frequently present teams with communication challenges when they are faced with time sensitive issues that must be resolved quickly. http://www.boeing.com/ C1-2 Additional communication issues are associated with the sheer breadth and depth of Boeing’s knowledge base. When faced with questions about a particular part included in one of Boeing’s new airliners, an engineer can be challenged to identify the right person in the company to contact for answers. Collaboration Technologies Boeing knows that continual innovation is important to its long term success. It also recognizes that effective communication among its employees, customers, and suppliers is an important enabler of continual innovation. Boeing has traditionally relied on a variety of systems to facilitate collaboration among its employees and business partners. As illustrated in Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and mobile voice and data services have been used by Boeing employees to facilitate communication among geographically dispersed team members. Historically, these capabilities have been provided by different third-party providers who were selected on the basis of their ability to provide high- quality communication services at competitive rates. By the mid-2000s, Boeing had begun its migration toward unified messaging and unified communications. At that time, instant messaging (IM) was one of the more popular messaging services used Boeing employees. At Boeing, IM has traditionally been supplemented by Web and audio conferencing services as well as by de.

C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx

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C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx

C09 07/22/2011 10:15:25 Page 88 IT leader who had just been hired and would be focused on developing a long-term IT strategy for the company. This chapter shows how to develop a strategy for your IT organization and avoid getting overwhelmed with day-to-day issues. Many CIOs get caught up in tactical issues and never take the time to establish a future strategy for the organization. The process is not new or difficult, but many CIOs fail to devote the time to this area and end up like Fred. OVERVIEW Developing an IT strategy is critical for IT leaders. Unless your organization has developed an understanding of your future goals and objectives, you will not be successful in leading it forward. In the same manner that you must first decide where you want to live and build your dream house before engaging the architect and building contractors, you need to develop a future strategy in order to successfully build your IT organization. This chapter is written for someone who has never developed an IT strategy in the past or needs to revise an existing strategy to align with the company’s future direction. We first review the methodology you can use to develop your strategy and then go through the actual steps necessary to complete the strategy. It is important to note that this is a collaborative process between the IT organization and its business partners. You must actively engage them during the process and solicit their input during the development of the strategy. The IT strategy should be considered a component of an effective business strategy. Finally, we recommend that your strategy is a living document that is updated on a regular basis to support the evolving nature of your business. If you decide to enter a new market, offer new products or services, or change your business model, the IT strategy must be revised to support the business. IT STRATEGY METHODOLOGY The methodology for creating your IT strategy consists of three steps, and development of your improvement road map encompasses three critical elements, as shown in Figure 9.1. The first step is to understand the current state of the IT organization. Key questions for determining current state include: & Has the organization been successful in meeting the needs of the business? & Are the relations between the IT organization and its business partners collaborative? & Does the business feel that investments in the IT organization are providing the desired benefits? It is important to take an objective view of how the organization is operating today and not assume that things are going great. 88 & Process C o p y r i g h t 2 0 1 1 . W i l e y . A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r.

C09 07222011 101525 Page 88IT leader who had just been.docx

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C053GXML 10/19/2012 21:44:25 Page 131 c C H A P T E R 5 Privacy and Cyberspace Of all the ethical issues associated with the use of cybertechnology, perhaps none has received more media attention than concern about the loss of personal privacy. In this chapter, we examine issues involving privacy and cybertechnology by asking the following questions: � How are privacy concerns generated by the use of cybertechnology different from privacy issues raised by earlier technologies? � What, exactly, is personal privacy, and why is it valued? � How do computerized techniques used to gather and collect information, such as Internet “cookies” and radio frequency identification (RFID) technology, raise concerns for personal privacy? � How do the transfer and exchange of personal information across and between databases, carried out in computerized merging and matching operations, threaten personal privacy? � How do tools used to “mine” personal data exacerbate existing privacy concerns involving cybertechnology? � Can personal information we disclose to friends in social networking services (SNS), such as Facebook and Twitter, be used in ways that threaten our privacy? � How do the use of Internet search engines and the availability of online public records contribute to the problem of protecting “privacy in public”? � Do privacy-enhancing tools provide Internet users with adequate protection for their online personal information? � Are current privacy laws and data protection schemes adequate? Concerns about privacy can affect many aspects of an individual’s life—from commerce to healthcare to work to recreation. For example, we speak of consumer privacy, medical and healthcare privacy, employee and workplace privacy, and so forth. Unfortunately, we cannot examine all of these categories of privacy in a single chapter. So we will have to postpone our analysis of certain kinds of privacy issues until later chapters in the book. For example, we will examine some ways that medical/genetic privacy issues are aggravated by cybertechnology in our discussion of bioinformatics in Chapter 12, and 131 C053GXML 10/19/2012 21:44:25 Page 132 we will examine some particular employee/workplace privacy issues affected by the use of cybertechnology in our discussion of workplace surveillance and employee monitoring in Chapter 10. Some cyber-related privacy concerns that conflict with cybersecurity issues and national security interests will be examined in Chapter 6, where privacy-related concerns affecting “cloud computing” are also considered. In our discussion of emerging and converging technologies in Chapter 12, we examine some issues that affect a relatively new category of privacy called “location privacy,” which arise because of the use of embedded chips, RFID technology, and global positioning systems (GPS). Although some cyber-related privacy concerns are specific to one or more spheres or sectors—i.e., employment, healthcare, and so f.

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1. Modeling Mastery Performance and Systematically Deriving Enablers for Performance Improvement Modeling mastery performance and systematically deriving the enablers generates data for use in downstream improvement efforts, including additional analyses, design, and development efforts. What are two linked sets or data that are produced from the current-state view of master performers who have proven that high performance levels are attainable? What are three performance variables that may need changing? Support your arguments by referencing sources such as the textbook or other internet research. Be sure to cite your sources using APA format. * 300 Words * No plagiarism References: https://eppic.biz/2013/03/20/modeling-mastery-performance- and-systematically-deriving-the-enablers-for-performance- improvement/ Hale, Judith. (2006). The Performance Consultant's Fieldbook: Tools and Techniques for Improving Organizations and People (Essential Knowledge Resource). 2nd Edition. Pershing, James A. (2006). Handbook of Human Performance Technology, 3rd Edition.

2. Washington D.C.: Pfeiffer.