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do you think that there is a big difference in family as far as one's family of origin versus one's own family later in life? What I mean is, we know we are socialized by our families growing up - but what about when we are adults and have our own families? Do our kids and spouses/partners, in-laws and extended relatives, etc. socialize us in any ways? If so, how? .

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Why are carbohydrates considered our most valuable energy source? And, list all of the various classifications and forms of carbohydrates found in your textbook and a food source for each individual carb. What role does each carb mentioned play in nutrition? Be detailed and specific. Mine your textbook carefully and be thorough. Do not do the above work in paragraph form. Create a form or use an excel spreadsheet. .

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� Why Are Comics Still in Search of Cultural Legitimization? Thierry GroensTeen Although comics have been in existence for over a century and a half, they suffer from a considerable lack of legitimacy. To those who know and love it, the art that has given us Rodolphe Töpffer and Wilhelm Busch, Hergé and Tardi, Winsor McCay and George Herriman, Barks and Gottfredson, Franquin and Moebius, Segar and Spiegelman, Gotlib and Bretécher, Crumb and Mattotti, Hugo Pratt and Alberto Breccia, not to mention The Spirit, Peanuts or Asterix . . . in short, comic art, has nothing left to prove. If its validity as an art form appears self-evident, it is curious that the legitimizing authorities (universities, museums, the media) still regularly charge it with being infantile, vulgar, or insignificant. This as if the whole of the genre were to be lowered to the level of its most mediocre products—and its most remarkable incarnations ignored. Comic art suffers from an extraordinarily narrow image, given the richness and diversity of its manifestations. Furthermore, its globally bad reputation jeopardizes the acknowledgment of its most talented creators. Comic art’s continuing inability to reap the symbolic benefits of its most accomplished achievements is particularly striking and merits elucidation. This is the subject I would like to reflect upon today. Some of the points I will make concern the specific history and situation of French comics and cannot be applied to other national situations without some adaptation. I will start by evoking some of the paradoxes of the history of the 9th art. Modern (printed) comics appeared in the 1830s—in the form of Rodolphe Töpffer’s pioneering work1—which makes them more or less contemporary with the invention of photography. And yet, it was not until the 1960s that the French language found a permanent name for this mode of expression—that was, by then, over a hundred years old. During this long period, comics were known, not as bandes dessinées (literally strips that have been drawn) but, successively or indiscriminately, as histoires en estampes, which is Töpffer’s own term (stories told in prints), histoires en images (picture stories), récits illustrés (illustrated tales), films dessinés (films made of drawings) and of course, comics. Translated by Shirley Smolderen. Reprinted by permission from Anne Magnussen and Hans-Christian Christiansen, eds., Comics and Culture: Analytical and Theoretical Approaches to Comics (Museum Tusculanum Press, 2000), 29–41. Co py ri gh t @ 20 09 . Un iv er si ty P re ss o f Mi ss is si pp i. Al l ri gh ts r es er ve d. M ay n ot b e re pr od uc ed i n an y fo rm w it ho ut p er mi ss io n fr om t he p ub li sh er , ex ce pt f ai r us es p er mi tt ed u nd er U .S . or a pp li ca bl e co py ri gh t la w. EBSCO : eBook Collection (EBSCOhost) - printed on 10/6/2019 8:47 PM via MICHIGAN STATE UNIV AN: 458766 ; Heer, Jeet, .

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Whose voices are amplified? Whose voices are suppressed? What is being shared (articles, links, conversations...)? How does an 'open' platform like Twitter help learners and educators? [Twitter is open in that it is free to access on the web. It is most emphatically not open in how it does business.] How can Twitter harm learners and educators? How can Twitter be used to increase access to education? In what ways does Twitter support OER-Enabled Pedagogy? .

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Who's the boss? In a holacracy, there isn't one. It isn't as flaky as it sounds--even larger companies like Zappos are kissing hierarchy goodbye The first thing the advocates of holacracy would like to clear up is that, even though it's a management philosophy about getting rid of managers, this doesn't mean pushing a company into anarchy, or even hippy-dippy Montessori indulgence. Quite the opposite: They suggest holacracy is about companies growing up. Take Phil Caravaggio, the founder of Precision Nutrition, a 60-person Toronto firm specializing in tailored life coaching. As his firm grew past the point where it could be run informally on the strength of personal relationships, he went looking for a way to structure the company without setting up yet another deadening corporate hierarchy. His search led him to holacracy, a governance method that emerged from a software firm in Pennsylvania, of all places, over the last decade. Since then, holacracy has racked up a number of big-name adherents, most notably Zappos, the 1,500-employee, Amazon-owned online footwear store, and the chatter has been growing. "It's a system for giving everyone real clear autonomy without everything devolving into chaos," explains Caravaggio, speaking over sparkling water in a corner of the Soho club in downtown Toronto. Caravaggio might be said to head up the firm, though this is where things get fuzzy, because in addition to rejecting hierarchy, holacracy also eschews job titles. When pressed, he says he's technically the "lead link of the general company circle"; one senses that he's had a lot of practice explaining this to people. In a holacracy, the organization is grouped into a series of concentric, autonomous circles--say, a finance circle, a marketing circle that might contain a web-design circle, all within a big circle that represents the company itself. Every circle has a leader, who does many of the things a traditional boss does, like deciding on priorities and assigning who does what on the team. But no circle's leader is allowed to butt in on the decision-making process of any other circle--even the smaller ones. The way these circles speak to each other is one of holacracy's hallmarks. In a traditional organization, the team managers typically represent their teams in meetings. But this puts managers in a bind: On one hand, they have to champion their team's interests to the company; on the other, they have to be the ones to impose their superior's decisions on their team--two roles that can be completely at odds. In a holacracy, each circle elects a representative who's not the leader to sit in other circles, report on their team's progress, and express its concerns to the broader company. In fact, everything about the way a holacracy works is determined by a set of written rules. It's all laid out in a detailed, but surprisingly concise, 30-page constitution: who is allowed to do what, how meetings are run, how decisions get made, and how to mak.

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Whooping Cough is a disease that doctors may no longer recognize because it has become so rare. Alarms went off in California in the autumn of 2011 when nine infants died from the disease. There have been outbreaks of other preventable diseases such as a 2013 mumps outbreak in Monmouth County New Jersey, and a 2015 measles outbreak at Disneyland in California. In 200 to 400 words, please discuss a recent outbreak. Include at last two scholarly references (using APA formatting and style) to guide your discussion. .

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WHO’S WITH ME? FALSE CONSENSUS, BROKERAGE, AND ETHICAL DECISION MAKING IN ORGANIZATIONS FRANCIS J. FLYNN Stanford University SCOTT S. WILTERMUTH University of Southern California We propose that organization members overestimate the degree to which others share their views on ethical matters. Further, we argue that being a broker in an advice network exacerbates this false consensus bias. That is, a high level of “betweenness centrality” increases an individual’s estimates of agreement with others on ethical issues beyond what is warranted by any actual increase in agreement. We tested these ideas in three separate samples: graduate business students, executive students, and employees. Individuals with higher betweenness centrality overestimated the level of agreement between their ethical judgments and their colleagues’. For members of organizations, ethical standards can help guide individual decision making by clar- ifying what the majority of others believe is appro- priate. But given that ethical standards often are tacitly held, rather than explicitly agreed upon (Haidt, 2001; Turiel, 2002), individuals may strug- gle to recognize the normative view—what most others believe is the “right” course of action. Peo- ple’s tendencies to project their own opinions can alter their judgments about what others think is ethical, perhaps giving them a sense of being in the majority even when they are not. The ramifications of this false consensus effect may be problematic: if members of organizations erroneously assume that their actions are in line with prevailing ethical principles, they may subsequently learn of their misjudgment when it is too late to avert the consequences. In the present research, we examine whether bro- kers in a social network show evidence of false consensus in ethical decision making. Because bro- kers span structural holes (missing relationships that inhibit information flow between people [see Burt, 1992]), one might assume that these individuals possess greater insight into others’ attitudes and behaviors. But can acting as a broker (i.e., having “betweenness”) inform a focal individual about his or her peers’ ethical views? In interactions with colleagues, people generally refrain from initiating moral dialogue; rather, they prefer to discuss less sensitive attitudes and opinions (Sabini & Silver, 1982). We argue that this tendency to avoid moral discourse and instead discuss superficial connections worsens the false consensus bias in ethical decision making, providing an illusion of consensus where none exists. The notion that having an advantageous position in a social network might exacerbate, rather than mitigate, false consensus bias in ethical decision making represents a novel insight for those interested in the link between social networks and individual judgment. Prior work on identifying the determinants of false consensus has focused pri- marily on motivational drivers, such as ego protec.

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Who Says Elephants Can’t Dance? Leading a Great Enterprise Through Dramatic Change Louis V. Gerstner, Jr. This book is dedicated to the thousands of IBMers who never gave up on their company, their colleagues, and themselves. They are the real heroes of the reinvention of IBM. Contents viiForeword 1Introduction 7PART I-GRABBING HOLD 9 1 The Courtship 18 2 The Announcement 29 3 Drinking from a Fire Hose 41 4 Out to the Field 49 5 Operation Bear Hug 56 6 Stop the Bleeding (and Hold the Vision) 73 7 Creating the Leadership Team 83 8 Creating a Global Enterprise 88 9 Reviving the Brand 9310 Resetting the Corporate Compensation Philosophy 10311 Back on the Beach 111PART II-STRATEGY 11312 A Brief History of IBM 12113 Making the Big Bets 12814 Services—the Key to Integration 13615 Building the World’s Already Biggest Software Business 14616 Opening the Company Store 15317 Unstacking the Stack and Focusing the Portfolio 16518 The Emergence of e-business 17619 Reflections on Strategy 179PART III-CULTURE 18120 On Corporate Culture 18921 An Inside-Out World 20022 Leading by Principles 217PART IV-LESSONS LEARNED 21923 Focus—You Have to Know (and Love) Your Business 22924 Execution—Strategy Goes Only So Far 23525 Leadership Is Personal 24226 Elephants Can Dance 25327 IBM—a Farewell 259APPENDICES 261Appendix A—The Future of e-business 277Appendix B—Financial Overview 287Index ABOUT THE AUTHOR CREDITS COVER COPYRIGHT ABOUT THE PUBLISHER Foreword I have never said to myself, “Gee, I think I want to write abook.” I am not a book writer. Until now I haven’t had the time or the inclination to lean back and reflect on my thirty-five years in business. I haven’t had the patience it takes to sit down for a long time and create a book. Throughout my business life I have been wary of telling others how to manage their enterprises based on my personal experiences. And, frankly, I wasn’t sure if anyone would be interested in reading my thoughts. I read a lot of books, but not many about business. After a twelve-hour day at the office, who would want to go home and read about someone else’s career at the office? I have always believed you cannot run a successful enterprise from behind a desk. That’s why, during my nine years as Chief Ex- ecutive Officer of International Business Machines Corporation, I have flown more than I million miles and met with untold thousands of IBM customers, business partners, and employees. Over the past two years, after people began speculating that my retirement might be just around the corner, I thought I’d get a lot of big-picture questions that outgoing CEOs get about the economy, the world, and the future. Instead, I have been surprised by how many times—at big meetings and small ones, and even at private sessions with CEOs and heads of state—I was asked: “How did you save IBM?” “What was it like when you got there?” “What were the problems?” “What specific things.

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