The document summarizes the history of Versare, a company that manufactures portable room partitions. It describes how Versare was initially dependent on a large distributor for 95% of its sales. Over time, the relationship with the distributor became increasingly contentious as the distributor demanded price cuts and changes to Versare's products. By 2005, Versare's profitability had declined significantly due to its reliance on the problematic distributor relationship.
Page Howe: Domain Names for the Average Joedomainsherpa
Watch the video: http://domainsherpa.com/page-howe
Page Howe did not start domaining in the mid-1990s like so many other mega-domainers. Howe uses a very structured approach to successfully buy and sell domain names on a daily basis.
The Democratization of Software (SeaGL 2018)Stephen Walli
In 1995 everything changed with the creation of the World Wide Web. Anything that could be digitized was digitized and entire industries changed. And with the digitization came tools to help everyone become a producer of digital content. From music to video, books to journalism, we pulled all the friction out of the content pipeline and democratized entire industries.
But the industry we never talk about is the one that was already digital – software. Software was democratized as well. We’ve shared software for as long as we’ve written software. By pulling the friction out of the pipeline around software and sharing it liberally through open source licensing, we’ve ended up in a completely new software industry over the past 20 years.
This talk presents the trends that got the industry to where it is, as well as ideas for the coming challenges for the next twenty years of open source software. It might be a cautionary tale.
Page Howe: Domain Names for the Average Joedomainsherpa
Watch the video: http://domainsherpa.com/page-howe
Page Howe did not start domaining in the mid-1990s like so many other mega-domainers. Howe uses a very structured approach to successfully buy and sell domain names on a daily basis.
The Democratization of Software (SeaGL 2018)Stephen Walli
In 1995 everything changed with the creation of the World Wide Web. Anything that could be digitized was digitized and entire industries changed. And with the digitization came tools to help everyone become a producer of digital content. From music to video, books to journalism, we pulled all the friction out of the content pipeline and democratized entire industries.
But the industry we never talk about is the one that was already digital – software. Software was democratized as well. We’ve shared software for as long as we’ve written software. By pulling the friction out of the pipeline around software and sharing it liberally through open source licensing, we’ve ended up in a completely new software industry over the past 20 years.
This talk presents the trends that got the industry to where it is, as well as ideas for the coming challenges for the next twenty years of open source software. It might be a cautionary tale.
Legacy Art Gallery Exhibition Origin Stories”Legacy Gallery Pict.docxsmile790243
Legacy Art Gallery Exhibition: “Origin Stories”Legacy Gallery Pictures: Exhibition “Origin Stories”
First Nations Prints and Carvings
Guest curated by Jackson McDermott (Dene/Cree) with Gillian Booth and Katie Hughes.
As Canada celebrates 150 years since Confederation, the Legacy Art Galleries respectfully acknowledges a much longer history by presenting First Nations narratives that move beyond limited settler versions of history. Through prints and carvings chosen by guest curator, Jackson McDermott (Dene/Cree) from the Fort Nelson First Nation, the exhibition explores centuries-old stories that continue to live in the people, communities, nations and lands of this place.
Exhibition artwork:
NO.1 Raven and the First People
Description:
N0.2 Kwaht-Yaht is Born
Description:
NO.3 Raven and First Man
Description:
NO.4 Ancestral Portrait & Ancestral Spirit
N0.5 Genesis
N0.6 Steps: Raven Steals the Light Box of Light Raven Releasing the Sun
N0.7 Creation of the Squamish People
NO.8 Muskrat and Turtle Island
NO.9 CELANEN
NO.10 Raven Brings Salmon
Raven and Bear Releasing Salmon
First Fisherman
The Salmon Return
NO.11 Ladybug and the Flood
NO.12
Trusty Carpets
Background: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, and protect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base.
The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in the local paper and done all of his business in his showroom where he has carpet samples on display. Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer's information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been sub-contracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike.
Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, c ...
Due Diligence for Domain Names - With Steve Jonesdomainsherpa
Watch the full show: http://domainsherpa.com/steve-jones/
In this show, Steve Jones walks us through the 11 steps of his process for domain name due diligence, which will keep you from buying a domain name that infringes on someone else's trademarks, that is stolen, or that was previously used for an unscrupulous purpose and might be on blacklists.
250 WORDS Read and respond to the following questionUsing c.docxjesusamckone
250 WORDS
Read and respond to the following question:
Using cognitive dissonance theory, explain the actions of Pat, Dinah, and Fred
Developed by Mary McGarry, Empire State College, and Barry R. Armandi, SUNY-Old Westbury
Background
MagRec, Incorporated was started by Mr. Leed, a brilliant engineer (he has several engineering patents) who was a group manager at Fairchild Republic. The company's product was magnetic recording heads, a crucial device used for reading, writing, and erasing data on tapes and disks.
Like any other start-up, MagRec had a humble beginning. It struggled during the early years, facing cash-flow and technical problems. After a slow start, it grew rapidly and gained 35 percent of the tape head market, making it the second-largest supplier in North America. Financially, the company suffered heavily because of price erosions caused by Far East competition. Unlike all its competitors, the company resisted moving its manufacturing operations offshore. But the company accumulated losses to a point of bankruptcy. Finally MagRec entered a major international joint venture and received many new sales orders. Things looked good again. But.…
Pat's Dilemma
When Fred Marsh promoted me to sales manager, I was in seventh heaven. Now, six months later, I feel I am in hell. This is the first time in my life that I am really on my own. I have been working with other people all my life. I tried my best and what I could not solve, I took upstairs. Now it's different because I am the boss (or am I?). Fred has taught me a lot. He was my mentor and gave me this job when he became vice president. I have always respected him and listened to his judgment. Now, thinking back, I wonder whether I should have listened to him at all on this problem.
It started late one Friday evening. I had planned to call my West Coast customer, Partco, to discuss certain contract clauses. I wanted to nail this one fast (Partco had just been acquired by Volks, Inc.). Partco was an old customer. In fact, through good and bad, it had always stayed with us. It was also a
major
customer. I was about to call Partco when Dinah Coates walked in, clutching a file. I had worked with Dinah for three years. She was good. I knew that my call to Partco would have to wait. Dinah had been cleaning out old files and came across a report about design and manufacturing defects in Partco heads. The report had been written nine years ago. The cover memo read as follows:
To: Ken Smith, Director of Marketing
From: Rich Grillo, V.P. Operations
Sub: Partco Head Schedule
This is to inform you that due to pole-depth problems in design, the Partco heads (all 514 in test) have failed. They can't reliably meet the reading requirements. The problem is basically a design error in calculations. It can be corrected. However, the fix will take at least six months. Meanwhile, Ron Scott in production informs me that the entire 5,000 heads (the year's production) have already been pole.
Containers, known as Dockers, combined with Hewlett Packard Enterprise (HPE) technology can drive IT cost-efficiencies by transforming IT operations. With this reemerging technology, companies can benefit from isolated environments without virtualization.
Read the in-depth guide here: https://www.oneneck.com/containers-for-dummies
The story behind the story of Alarmtech: To take a line from Golden Girls—picture it: London, 1985. Bob Hoevenaars founded Alarmtech. Bob, a young electrical engineering graduate of UWO, had a vision to be the finest independent provider of electronic detection systems for residential and commercial accounts. But, the story doesn’t start there— it starts the year Bob was born in London, Ontario....
CIS512 discussion post responses.Respond to the colleagues posts.docxmccormicknadine86
CIS512 discussion post responses.
Respond to the colleagues posts regarding:
"Personal Computers and Networks" Please respond to the following:
· From the e-Activity, determine whether you prefer a laptop or desktop. Elaborate on the features that you would want your desktop or laptop to offer, and provide an explanation of why you would want such features.
· Imagine that you are moving into a new house and need to consider the home network that you will use. Outline the main considerations that you need to take into account when evaluating your networking options. Examine the major types of networks and hardware available in terms of range, speed, security, reliability, and price. Determine the network that you would implement and the hardware that you would need.
SM’s post states the following:Top of Form
· From the e-Activity, determine whether you prefer a laptop or desktop. Elaborate on the features that you would want your desktop or laptop to offer, and provide an explanation of why you would want such features.
I prefer to choose a laptop instead of a desktop because of the portability. I chose a Surface Pro 7 which starts at $749. I chose this one because of the LPDDR4x RAM the rest only went to 16GB and I wanted more. The processor for this model is offered in different cores and I haven’t quite decided. As long as it is quad core I am good with that. I also wanted a good SSD drive and can get this one with 1TB if needed. The other reason I chose this one was the security it comes with Firmware TPM Enterprise-grade protection. These are the main reason that I chose this specific laptop/tablet offer.
· Imagine that you are moving into a new house and need to consider the home network that you will use. Outline the main considerations that you need to take into account when evaluating your networking options. Examine the major types of networks and hardware available in terms of range, speed, security, reliability, and price. Determine the network that you would implement and the hardware that you would need.
Internet service of some sort is a must. Whether it is cable or DSL it needs to be available and researched in the area in which one is moving to. Next, depending if the ISP provides a modem, you can also purchase your own modem which is the device that connects the home network to the rest of the world. These can be purchased online anywhere from $20-$50 online if needed. Either a hub or switch needs to be next. This is to help connect multiple cabled components at the same time, to gain access to the Internet. Wireless router is next. The router is used to help extend the items that don’t have a physical connection. These also need to be secured with a username and password. These can be bought anywhere from $20+. (Steele)
References
Steele, J. (n.d.). Money Crashers. Retrieved November 5, 2019, from How to Set Up a Home Network – Equipment & Networking Basics Guide: https://www.moneycrashers.com/home-ne ...
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TMoseStaton39
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TO THE NCO COMMON CORE COMPENTENCY (NCOCCC) OF OPERATIONS?
The NCOCCC of Operations is a combination of operational skill sets that, when mastered by senior leaders can save lives and ensure effective unified action. Some of its key tenets include: Large-scale combat operations; understanding operational and mission variables; resolving complex, ill-structured problems with the use of Mission Command; and understanding how to integrate the different branches of the military into successful joint operations (Department of the Army [DA], 2020, pp. 2-3). This final principle of conducting joint operations becomes increasingly important as contemporary conflicts continue to venture further into the realm of multi-domain warfare (Marr, 2018, pp. 10-11). In order to execute such a complex task, Joint Force Commanders (JFC) must “integrate, synchronize, and direct joint operations” through the use of seven Joint Functions (Joint Chiefs of Staff [JCS], 2017, p. III-1). One of these functions, Command and Control, is how the JFC directs the forces toward accomplishment of the mission, and its essential task is to “Communicate and ensure the flow of information across the staff and joint force” (JCS, 2017, p. III-2). This task is critical to the creation of a shared understanding, which allows the separate branches to work seamlessly together toward a common goal. The absence of this unifying component hinders missions and increases casualties. In Operation ANACONDA, JFC Major General (MG) Hagenbeck failed to create such a shared understanding with his subordinate Air Force assets, which contributed to increasing the amount of casualties his forces incurred. Although the warning order was published on 6 January, MG Hagenbeck did not notify the Combined Force Air Component Commander of Operation ANACONDA until 23 February, just days before the operation began (Fleri et al., 2003). This failure to ensure the flow of information across the joint force, caused downstream effects in planning and preparation that led to diminished air support during the initial stages of the operation. As noted by Lambeth (2005) in his comprehensive analysis, “because so little air support had been requested…coalition troops entered the fight virtually unprotected by any preparatory and suppressive fire” (pp. 204-205). Operation Anaconda provides a clear case of how proficiency in the realm of Operations can result in fewer U.S. casualties.
M451: Decisive Action
Case Study Defense Support of Civil Authorities
1. Scenario
Good morning, welcome to VNN -- local officials are celebrating this morning as a new industrial
park is being christened in our community, there’s a ribbon-cutting scheduled for 10am this
morning. Officials say the new Hampton Industrial Park will bring millions of dollars of new tax
revenues and thousands of new jobs to state and local communities. But a group of activi ...
(Remarks)Please keep in mind that the assiMoseStaton39
(Remarks)
Please keep in mind that the assignment states, "Each of your sections’ content must be at least one full page in length, in Times New Roman 12-pt. font, double-spaced, with 1” margins." When you turn something in that is about half of the required length, you take a bit of a double hit. The first hit is for not meeting minimum expectations for the assignment. The second hit is for not going into as much detail as needed to get a high grade. I can see that you are ahead on the sections. That is not a problem as those have not been graded yet. However, understand that as is, they will also have significant point deductions.
1
4
A Pollution Prevention Plan (P3) Pre-Assessment Study
[Student name here…remove brackets]
Columbia Southern University
ENV 4301: Pollution Prevention
[Instructor name here…remove brackets]
[Date here…remove brackets]
Abstract
Block one full paragraph (no indenting the first line or any subsequent lines). Provide one full sentence here for each unit as you complete a level 1 heading section, describing what material or calculations were presented in that section. By the time the Unit VII material is complete, you will have six or seven sentences in this abstract (one for each unit, for Units II–VII).
Pollution Prevention Plan (P3) Pre-Assessment Study
General Operational Characteristics
Start typing here for Unit II in non-italicized font (despite the different font types and sizes allowed with APA 7th edition, please stay in Times New Roman 12-pt. font for this document, since this template is already in that font and size), citing with
CSU APA Citation Guide p. 6 styled citations to defend what you state as fact.
Potential Ecological Health Impacts
Fill this in for Unit II. Remove each blank section before submittal in each unit.
Potential Human Health Impacts
Fill this in for Unit III.
Potential Societal Health Impacts
Fill this in for Unit IV.
Risk Assessment and Regulatory Requirements
Fill this in for Unit V.
Pollution Prevention Technologies
Fill this in for Unit VI.
Engineering Opportunities for Pollution Prevention
Fill this in for Unit VII.
References
Brusseau, M. L., Pepper, I. L., & Gerba, C. P. (2019).
Environmental and pollution science (3rd ed.). Academic Press. https://online.vitalsource.com/#/books/9780128147207
List additional references here alphabetically (you may need to list some before the textbook reference). Be sure to double-space and use a hanging indent for each subsequent line in each reference entry, formatting according to CSU APA Citation Guide pp. 8–11.
1
4
A Pollution Prevention Plan (P4) Pre-Assessment Study
Abstract
This undertaking essentially entails a Pre-Assessment study on behalf of the board of directors at ABC Agriculture Production Inc; it explores the general operational characteristics, potential ecological health effects, potential human health impacts, potential societal health impacts, risk ...
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Legacy Art Gallery Exhibition Origin Stories”Legacy Gallery Pict.docxsmile790243
Legacy Art Gallery Exhibition: “Origin Stories”Legacy Gallery Pictures: Exhibition “Origin Stories”
First Nations Prints and Carvings
Guest curated by Jackson McDermott (Dene/Cree) with Gillian Booth and Katie Hughes.
As Canada celebrates 150 years since Confederation, the Legacy Art Galleries respectfully acknowledges a much longer history by presenting First Nations narratives that move beyond limited settler versions of history. Through prints and carvings chosen by guest curator, Jackson McDermott (Dene/Cree) from the Fort Nelson First Nation, the exhibition explores centuries-old stories that continue to live in the people, communities, nations and lands of this place.
Exhibition artwork:
NO.1 Raven and the First People
Description:
N0.2 Kwaht-Yaht is Born
Description:
NO.3 Raven and First Man
Description:
NO.4 Ancestral Portrait & Ancestral Spirit
N0.5 Genesis
N0.6 Steps: Raven Steals the Light Box of Light Raven Releasing the Sun
N0.7 Creation of the Squamish People
NO.8 Muskrat and Turtle Island
NO.9 CELANEN
NO.10 Raven Brings Salmon
Raven and Bear Releasing Salmon
First Fisherman
The Salmon Return
NO.11 Ladybug and the Flood
NO.12
Trusty Carpets
Background: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, and protect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base.
The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in the local paper and done all of his business in his showroom where he has carpet samples on display. Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer's information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been sub-contracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike.
Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, c ...
Due Diligence for Domain Names - With Steve Jonesdomainsherpa
Watch the full show: http://domainsherpa.com/steve-jones/
In this show, Steve Jones walks us through the 11 steps of his process for domain name due diligence, which will keep you from buying a domain name that infringes on someone else's trademarks, that is stolen, or that was previously used for an unscrupulous purpose and might be on blacklists.
250 WORDS Read and respond to the following questionUsing c.docxjesusamckone
250 WORDS
Read and respond to the following question:
Using cognitive dissonance theory, explain the actions of Pat, Dinah, and Fred
Developed by Mary McGarry, Empire State College, and Barry R. Armandi, SUNY-Old Westbury
Background
MagRec, Incorporated was started by Mr. Leed, a brilliant engineer (he has several engineering patents) who was a group manager at Fairchild Republic. The company's product was magnetic recording heads, a crucial device used for reading, writing, and erasing data on tapes and disks.
Like any other start-up, MagRec had a humble beginning. It struggled during the early years, facing cash-flow and technical problems. After a slow start, it grew rapidly and gained 35 percent of the tape head market, making it the second-largest supplier in North America. Financially, the company suffered heavily because of price erosions caused by Far East competition. Unlike all its competitors, the company resisted moving its manufacturing operations offshore. But the company accumulated losses to a point of bankruptcy. Finally MagRec entered a major international joint venture and received many new sales orders. Things looked good again. But.…
Pat's Dilemma
When Fred Marsh promoted me to sales manager, I was in seventh heaven. Now, six months later, I feel I am in hell. This is the first time in my life that I am really on my own. I have been working with other people all my life. I tried my best and what I could not solve, I took upstairs. Now it's different because I am the boss (or am I?). Fred has taught me a lot. He was my mentor and gave me this job when he became vice president. I have always respected him and listened to his judgment. Now, thinking back, I wonder whether I should have listened to him at all on this problem.
It started late one Friday evening. I had planned to call my West Coast customer, Partco, to discuss certain contract clauses. I wanted to nail this one fast (Partco had just been acquired by Volks, Inc.). Partco was an old customer. In fact, through good and bad, it had always stayed with us. It was also a
major
customer. I was about to call Partco when Dinah Coates walked in, clutching a file. I had worked with Dinah for three years. She was good. I knew that my call to Partco would have to wait. Dinah had been cleaning out old files and came across a report about design and manufacturing defects in Partco heads. The report had been written nine years ago. The cover memo read as follows:
To: Ken Smith, Director of Marketing
From: Rich Grillo, V.P. Operations
Sub: Partco Head Schedule
This is to inform you that due to pole-depth problems in design, the Partco heads (all 514 in test) have failed. They can't reliably meet the reading requirements. The problem is basically a design error in calculations. It can be corrected. However, the fix will take at least six months. Meanwhile, Ron Scott in production informs me that the entire 5,000 heads (the year's production) have already been pole.
Containers, known as Dockers, combined with Hewlett Packard Enterprise (HPE) technology can drive IT cost-efficiencies by transforming IT operations. With this reemerging technology, companies can benefit from isolated environments without virtualization.
Read the in-depth guide here: https://www.oneneck.com/containers-for-dummies
The story behind the story of Alarmtech: To take a line from Golden Girls—picture it: London, 1985. Bob Hoevenaars founded Alarmtech. Bob, a young electrical engineering graduate of UWO, had a vision to be the finest independent provider of electronic detection systems for residential and commercial accounts. But, the story doesn’t start there— it starts the year Bob was born in London, Ontario....
CIS512 discussion post responses.Respond to the colleagues posts.docxmccormicknadine86
CIS512 discussion post responses.
Respond to the colleagues posts regarding:
"Personal Computers and Networks" Please respond to the following:
· From the e-Activity, determine whether you prefer a laptop or desktop. Elaborate on the features that you would want your desktop or laptop to offer, and provide an explanation of why you would want such features.
· Imagine that you are moving into a new house and need to consider the home network that you will use. Outline the main considerations that you need to take into account when evaluating your networking options. Examine the major types of networks and hardware available in terms of range, speed, security, reliability, and price. Determine the network that you would implement and the hardware that you would need.
SM’s post states the following:Top of Form
· From the e-Activity, determine whether you prefer a laptop or desktop. Elaborate on the features that you would want your desktop or laptop to offer, and provide an explanation of why you would want such features.
I prefer to choose a laptop instead of a desktop because of the portability. I chose a Surface Pro 7 which starts at $749. I chose this one because of the LPDDR4x RAM the rest only went to 16GB and I wanted more. The processor for this model is offered in different cores and I haven’t quite decided. As long as it is quad core I am good with that. I also wanted a good SSD drive and can get this one with 1TB if needed. The other reason I chose this one was the security it comes with Firmware TPM Enterprise-grade protection. These are the main reason that I chose this specific laptop/tablet offer.
· Imagine that you are moving into a new house and need to consider the home network that you will use. Outline the main considerations that you need to take into account when evaluating your networking options. Examine the major types of networks and hardware available in terms of range, speed, security, reliability, and price. Determine the network that you would implement and the hardware that you would need.
Internet service of some sort is a must. Whether it is cable or DSL it needs to be available and researched in the area in which one is moving to. Next, depending if the ISP provides a modem, you can also purchase your own modem which is the device that connects the home network to the rest of the world. These can be purchased online anywhere from $20-$50 online if needed. Either a hub or switch needs to be next. This is to help connect multiple cabled components at the same time, to gain access to the Internet. Wireless router is next. The router is used to help extend the items that don’t have a physical connection. These also need to be secured with a username and password. These can be bought anywhere from $20+. (Steele)
References
Steele, J. (n.d.). Money Crashers. Retrieved November 5, 2019, from How to Set Up a Home Network – Equipment & Networking Basics Guide: https://www.moneycrashers.com/home-ne ...
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TMoseStaton39
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TO THE NCO COMMON CORE COMPENTENCY (NCOCCC) OF OPERATIONS?
The NCOCCC of Operations is a combination of operational skill sets that, when mastered by senior leaders can save lives and ensure effective unified action. Some of its key tenets include: Large-scale combat operations; understanding operational and mission variables; resolving complex, ill-structured problems with the use of Mission Command; and understanding how to integrate the different branches of the military into successful joint operations (Department of the Army [DA], 2020, pp. 2-3). This final principle of conducting joint operations becomes increasingly important as contemporary conflicts continue to venture further into the realm of multi-domain warfare (Marr, 2018, pp. 10-11). In order to execute such a complex task, Joint Force Commanders (JFC) must “integrate, synchronize, and direct joint operations” through the use of seven Joint Functions (Joint Chiefs of Staff [JCS], 2017, p. III-1). One of these functions, Command and Control, is how the JFC directs the forces toward accomplishment of the mission, and its essential task is to “Communicate and ensure the flow of information across the staff and joint force” (JCS, 2017, p. III-2). This task is critical to the creation of a shared understanding, which allows the separate branches to work seamlessly together toward a common goal. The absence of this unifying component hinders missions and increases casualties. In Operation ANACONDA, JFC Major General (MG) Hagenbeck failed to create such a shared understanding with his subordinate Air Force assets, which contributed to increasing the amount of casualties his forces incurred. Although the warning order was published on 6 January, MG Hagenbeck did not notify the Combined Force Air Component Commander of Operation ANACONDA until 23 February, just days before the operation began (Fleri et al., 2003). This failure to ensure the flow of information across the joint force, caused downstream effects in planning and preparation that led to diminished air support during the initial stages of the operation. As noted by Lambeth (2005) in his comprehensive analysis, “because so little air support had been requested…coalition troops entered the fight virtually unprotected by any preparatory and suppressive fire” (pp. 204-205). Operation Anaconda provides a clear case of how proficiency in the realm of Operations can result in fewer U.S. casualties.
M451: Decisive Action
Case Study Defense Support of Civil Authorities
1. Scenario
Good morning, welcome to VNN -- local officials are celebrating this morning as a new industrial
park is being christened in our community, there’s a ribbon-cutting scheduled for 10am this
morning. Officials say the new Hampton Industrial Park will bring millions of dollars of new tax
revenues and thousands of new jobs to state and local communities. But a group of activi ...
(Remarks)Please keep in mind that the assiMoseStaton39
(Remarks)
Please keep in mind that the assignment states, "Each of your sections’ content must be at least one full page in length, in Times New Roman 12-pt. font, double-spaced, with 1” margins." When you turn something in that is about half of the required length, you take a bit of a double hit. The first hit is for not meeting minimum expectations for the assignment. The second hit is for not going into as much detail as needed to get a high grade. I can see that you are ahead on the sections. That is not a problem as those have not been graded yet. However, understand that as is, they will also have significant point deductions.
1
4
A Pollution Prevention Plan (P3) Pre-Assessment Study
[Student name here…remove brackets]
Columbia Southern University
ENV 4301: Pollution Prevention
[Instructor name here…remove brackets]
[Date here…remove brackets]
Abstract
Block one full paragraph (no indenting the first line or any subsequent lines). Provide one full sentence here for each unit as you complete a level 1 heading section, describing what material or calculations were presented in that section. By the time the Unit VII material is complete, you will have six or seven sentences in this abstract (one for each unit, for Units II–VII).
Pollution Prevention Plan (P3) Pre-Assessment Study
General Operational Characteristics
Start typing here for Unit II in non-italicized font (despite the different font types and sizes allowed with APA 7th edition, please stay in Times New Roman 12-pt. font for this document, since this template is already in that font and size), citing with
CSU APA Citation Guide p. 6 styled citations to defend what you state as fact.
Potential Ecological Health Impacts
Fill this in for Unit II. Remove each blank section before submittal in each unit.
Potential Human Health Impacts
Fill this in for Unit III.
Potential Societal Health Impacts
Fill this in for Unit IV.
Risk Assessment and Regulatory Requirements
Fill this in for Unit V.
Pollution Prevention Technologies
Fill this in for Unit VI.
Engineering Opportunities for Pollution Prevention
Fill this in for Unit VII.
References
Brusseau, M. L., Pepper, I. L., & Gerba, C. P. (2019).
Environmental and pollution science (3rd ed.). Academic Press. https://online.vitalsource.com/#/books/9780128147207
List additional references here alphabetically (you may need to list some before the textbook reference). Be sure to double-space and use a hanging indent for each subsequent line in each reference entry, formatting according to CSU APA Citation Guide pp. 8–11.
1
4
A Pollution Prevention Plan (P4) Pre-Assessment Study
Abstract
This undertaking essentially entails a Pre-Assessment study on behalf of the board of directors at ABC Agriculture Production Inc; it explores the general operational characteristics, potential ecological health effects, potential human health impacts, potential societal health impacts, risk ...
(This is provided as an example of the paper layout and spacMoseStaton39
(This is provided as an example of the paper layout and spacing. No running header required
for this report. Don’t add graphic title pages or additional embellishments. Follow complete
instructions provided for each staged assignment. Note: The BA&SR report is a business
report, and you will be expected to follow the specific formatting guidelines that are shown
in the assignment instructions. This report should be typed and double-spaced on standard-
sized paper (8.5" x 11"), with 1" margins on all sides. You should use a font consistently
throughout the paper. APA recommends using either a sans serif font such as 11-point Calibri,
11-point Arial, or 10-point Lucida Sans Unicode, or a serif font such as 12-point Times New
Roman, 11-point Georgia, or 10-point Computer Modern.
(Title page – centered horizontally and vertically; no running head required)
Title of Report
Company Name
Your Name
Course and Section #
Date of Submission
1
Introduction
(Begin your report with a clear, concise, well organized introduction to explain why you are
writing and what is to come in the complete BA&SR report (not just Stage 1). This should
briefly set the context for MTC – business purpose, environment, and current challenges related
to hiring. Then specifically provide what is to come in the full report. Keep your audience in
mind – this is an internal report for the CIO of MTC. Provide an introduction in one paragraph
that engages the reader’s interest in continuing to read your report.)
I. Strategic Use of Technology
A. Business Strategy
(In this section, you should clearly present – at a broad level – what MTC’s
business strategy is (refer to case study information), then what issues the current
manual hiring process may present that interfere with achieving that strategy, and
how improving the hiring process will benefit MTC and support its business
strategy. (Use two to three strong sentences that explain how the system would
support the strategy and justify your position with specifics from the Case Study.)
B. Competitive Advantage
(First, provide an overview of the competitive environment that MTC is currently
operating in based on information from the case study. Then explain how and
why MTC can use the new hiring system to increase its competitive advantage
and help achieve its overall business strategy. Your explanation should
demonstrate your understanding of what competitive advantage is as well as how
improving the hiring process will help achieve MTC’s competitive advantage.
Include how MTC can use the type of data or information that will be in the
2
hiring system to improve its competitive advantage. (Paragraph of 4-5
sentences))
C. Strategic Objectives
(First, insert an introductory opening sentence for this table. Then, for each of the
rows listed below, complete the table with the requested information. (Pr ...
(Student Name)Date of EncounterPreceptorClinical SiteClMoseStaton39
(Student Name)
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Grivel J. Hera Gomez APRN, FNP-C
Soap Note # ____ Main Diagnosis ______________
PATIENT INFORMATION
Name:
Age:
Gender at Birth:
Gender Identity:
Source:
Allergies:
Current Medications:
·
PMH:
Immunizations:
Preventive Care:
Surgical History:
Family History:
Social History:
Sexual Orientation:
Nutrition History:
Subjective Data:
Chief Complaint:
Symptom analysis/HPI:
The patient is …
Review of Systems (ROS)
CONSTITUTIONAL:
NEUROLOGIC:
HEENT:
RESPIRATORY:
CARDIOVASCULAR:
GASTROINTESTINAL:
GENITOURINARY:
MUSCULOSKELETAL:
SKIN:
Objective Data:
VITAL SIGNS:
GENERAL APPREARANCE:
NEUROLOGIC:
HEENT:
CARDIOVASCULAR:
RESPIRATORY:
GASTROINTESTINAL:
MUSKULOSKELETAL:
INTEGUMENTARY:
ASSESSMENT:
Main Diagnosis
(Include the name of your Main Diagnosis along with its ICD10 I10. (Look at PDF example provided) Include the in-text reference/s as per APA style 6th or 7th Edition.
Differential diagnosis (minimum 3)
-
-
-
PLAN:
Labs and Diagnostic Test to be ordered (if applicable)
· -
· -
Pharmacological treatment:
-
Non-Pharmacologic treatment:
Education (provide the most relevant ones tailored to your patient)
Follow-ups/Referrals
References (in APA Style)
Examples
Codina Leik, M. T. (2014). Family Nurse Practitioner Certification Intensive Review (2nd ed.).
ISBN 978-0-8261-3424-0
Domino, F., Baldor, R., Golding, J., Stephens, M. (2010). The 5-Minute Clinical Consult 2010
(25th ed.). Print (The 5-Minute Consult Series).
(Student Name)
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Dr. David Trabanco DNP, APRN, AGNP-C, FNP-C
Soap Note # Main Diagnosis ( Exp: Soap Note #3 DX: Hypertension)
PATIENT INFORMATION
Name: Mr. DT
Age: 68-year-old
Gender at Birth: Male
Gender Identity: Male
Source: Patient
Allergies: PCN, Iodine
Current Medications:
· Atorvastatin tab 20 mg, 1-tab PO at bedtime
· ASA 81mg po daily
· Multi-Vitamin Centrum Silver
PMH: Hypercholesterolemia
Immunizations: Influenza last 2018-year, tetanus, and hepatitis A and B 4 years ago.
Preventive Care: Coloscopy 5 years ago (Negative)
Surgical History: Appendectomy 47 years ago.
Family History: Father- died 81 does not report information
Mother-alive, 88 years old, Diabetes Mellitus, HTN
Daughter-alive, 34 years old, healthy
Social History: No smoking history or illicit drug use, occasional alcoholic beverage consumption on social celebrations. Retired, widow, he lives alone.
Sexual Orientation: Straight
Nutrition History: Diets off and on, Does not each seafood
Subjective Data:
Chief Complaint: “headaches” that started two weeks ago
Symptom analysis/HPI:
The patient is 65 years old male who complaining of episodes of headaches and on 3 different occasions blood pressure was measured, which was high (159/100, 158/98 and 160/100 respectively). Patient noticed the problem started two weeks ago and somet ...
(TITLE)Sung Woo ParkInternational American UniversityFINMoseStaton39
(TITLE)
Sung Woo Park
International American University
FIN 500: Financial management
Vahick Yedgarian, Ph.D., J.D., M.B.A., M.S.
April 15th, 2021
TITLE
According to the market analysis of Walmart, the retail firm is considered an unstoppable retail force. It is ranked as the first or number retail firm and the largest business organization in revenue and employee size. The company's total number of employees is estimated to be 2.2 million employees across its different stores. Apart from the retail business line, it also undertakes wholesale business activities (Tan, 2017). It provides all types of assortment merchandise as well as services for affordable costs. In this research paper, the main objective is to undertake a cash flow analysis statement of Walmart and its Relevance to its investors (Tan, 2017).
A cash flow statement is an important financial statement. A cash flow statement is understood as the financial statement that summarizes the financial or cash amounts. It is a summary of the amount in cash and cash equivalents (Murphy, 2021). In other words, it reflects the amount of cash entering and leaving an organization. The cash flow statement provides measures of a company’s financial strength and reflects its position in terms of revenue (Murphy, 2021). Besides, it helps investors to make the right financial decision.
The cash flow statement is an important financial document to investors. Investors always have a trait of looking at how a company is performing by evaluating the progress, the trends among other issues, and deciding whether to invest in the company. Investment decision-making in an in-depth analysis is usually achieved by looking at the cash flow performance based on an analysis of different elements of the statement.
The cash flow statement for Walmart is an important document to its investors. The cash flow statement of Walmart is an important measure of the profitability of the company. Besides, it provides investors with a clear picture and future projection outlook of how the company will be. Based on the analysis of the company’s cash flow statement company has been recording high levels of revenue over the past few years. As a result, it has been ranked as the largest company in terms of revenue collected. Such a specific entity of the company is a clear reflection that Walmart is indeed a profitable firm in profitability (Tan, 2017). Hence, it is a clear reflection to the investors that the company is making money instead of losses. For instance, over the past few years, the company has recorded a revenue increment and stability. The economic analysis measures the company revenue growth in terms of net sales changes to be 7.2% (WMT | Walmart Inc. Annual Cash Flow Statement | Market Watch. Market Watch, 2021). Such a growth rate is indeed admirable and attractive to investors searching for companies to invest in. The company's revenue level is a general overview and clear or direct instant and r ...
(Student Name) UniversityDate of EncounterPreceptorCliniMoseStaton39
(Student Name)
University
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor:
Soap Note # Main Diagnosis ( Exp: Soap Note #3 DX: Hypertension)
PATIENT INFORMATION
Name: Mr. DT
Age: 68-year-old
Gender at Birth: Male
Gender Identity: Male
Source: Patient
Allergies: PCN, Iodine
Current Medications:
· Atorvastatin tab 20 mg, 1-tab PO at bedtime
· ASA 81mg po daily
· Multi-Vitamin Centrum Silver
PMH: Hypercholesterolemia
Immunizations: Influenza last 2018-year, tetanus, and hepatitis A and B 4 years ago.
Preventive Care: Coloscopy 5 years ago (Negative)
Surgical History: Appendectomy 47 years ago.
Family History: Father- died 81 does not report information
Mother-alive, 88 years old, Diabetes Mellitus, HTN
Daughter-alive, 34 years old, healthy
Social History: No smoking history or illicit drug use, occasional alcoholic beverage consumption on social celebrations. Retired, widow, he lives alone.
Sexual Orientation: Straight
Nutrition History: Diets off and on, Does not each seafood
Subjective Data:
Chief Complaint: “headaches” that started two weeks ago
Symptom analysis/HPI:
The patient is 65 years old male who complaining of episodes of headaches and on 3 different occasions blood pressure was measured, which was high (159/100, 158/98 and 160/100 respectively). Patient noticed the problem started two weeks ago and sometimes it is accompanied by dizziness. He states that he has been under stress in his workplace for the last month. Patient denies chest pain, palpitation, shortness of breath, nausea or vomiting.
Review of Systems (ROS)
CONSTITUTIONAL: Denies fever or chills. Denies weakness or weight loss. NEUROLOGIC: Headache and dizziness as describe above. Denies changes in LOC. Denies history of tremors or seizures.
HEENT: HEAD: Denies any head injury, or change in LOC. Eyes: Denies any changes in vision, diplopia or blurred vision. Ear: Denies pain in the ears. Denies loss of hearing or drainage. Nose: Denies nasal drainage, congestion. THROAT: Denies throat or neck pain, hoarseness, difficulty swallowing.
RESPIRATORY: Patient denies shortness of breath, cough or hemoptysis.
CARDIOVASCULAR: No chest pain, tachycardia. No orthopnea or paroxysmal nocturnal
dyspnea.
GASTROINTESTINAL: Denies abdominal pain or discomfort. Denies flatulence, nausea, vomiting or
diarrhea.
GENITOURINARY: Denies hematuria, dysuria or change in urinary frequency. Denies difficulty starting/stopping stream of urine or incontinence.
MUSCULOSKELETAL: Denies falls or pain. Denies hearing a clicking or snapping sound.
SKIN: No change of coloration such as cyanosis or jaundice, no rashes or pruritus.
Objective Data:
VITAL SIGNS: Temperature: 98.5 °F, Pulse: 87, BP: 159/92 mmhg, RR 20, PO2-98% on room air, Ht- 6’4”, Wt 200 lb, BMI 25. Report pain 2/10.
GENERAL APPREARANCE: The patient is alert and oriented x 3. No acute distress noted. NEUROLOGIC: Alert, CNII-XII grossly intact, oriented to person, ...
(Student Name)Miami Regional UniversityDate of EncounterMoseStaton39
(Student Name)
Miami Regional University
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Patricio Bidart MSN, APRN, FNP-C
Soap Note # ____ Main Diagnosis ______________
PATIENT INFORMATION
Name:
Age:
Gender at Birth:
Gender Identity:
Source:
Allergies:
Current Medications:
·
PMH:
Immunizations:
Preventive Care:
Surgical History:
Family History:
Social History:
Sexual Orientation:
Nutrition History:
Subjective Data:
Chief Complaint:
Symptom analysis/HPI:
The patient is …
Review of Systems (ROS) (This section is what the patient says, therefore should state Pt denies, or Pt states….. )
CONSTITUTIONAL:
NEUROLOGIC:
HEENT:
RESPIRATORY:
CARDIOVASCULAR:
GASTROINTESTINAL:
GENITOURINARY:
MUSCULOSKELETAL:
SKIN:
Objective Data:
VITAL SIGNS:
GENERAL APPREARANCE:
NEUROLOGIC:
HEENT:
CARDIOVASCULAR:
RESPIRATORY:
GASTROINTESTINAL:
MUSKULOSKELETAL:
INTEGUMENTARY:
ASSESSMENT:
(In a paragraph please state “your encounter with your patient and your findings ( including subjective and objective data)
Example : “Pt came in to our clinic c/o of ear pain. Pt states that the pain started 3 days ago after swimming. Pt denies discharge etc… on examination I noted this and that etc.)
Main Diagnosis
(Include the name of your Main Diagnosis along with its ICD10 I10. (Look at PDF example provided) Include the in-text reference/s as per APA style 6th or 7th Edition.
Differential diagnosis (minimum 3)
-
-
-
PLAN:
Labs and Diagnostic Test to be ordered (if applicable)
· -
· -
Pharmacological treatment:
-
Non-Pharmacologic treatment:
Education (provide the most relevant ones tailored to your patient)
Follow-ups/Referrals
References (in APA Style)
Examples
Codina Leik, M. T. (2014). Family Nurse Practitioner Certification Intensive Review (2nd ed.).
ISBN 978-0-8261-3424-0
Domino, F., Baldor, R., Golding, J., Stephens, M. (2010). The 5-Minute Clinical Consult 2010
(25th ed.). Print (The 5-Minute Consult Series).
Nutrition and Diet.
Semester:
Spring
Course:
MSN6150C Advanced Practice Pediatrics
Preceptor:
REYES-CHOUZA, CARLOS
Clinical Site:
IDEAL MEDICAL CENTER
Setting Type:
Patient Demographics
Age:
12 years
Race:
Black or African American
Gender:
Male
Insurance:
Medicaid
Referral:
No referral
Clinical Information
Time with Patient:
25 minutes
Consult with Preceptor:
15 minutes
Type of Decision-Making:
Moderate complexity
Reason for Visit:
New Consult
Chief Complaint:
Felling pressure behaving my eyes
Type of HP:
Detailed
Social Problems Addressed:
Sanitation/Hygiene
Emotional
Prevention
Procedures/Skills (Observed/Assisted/Performed)
Physical Assessment - Physical Assessment (Perf)
General Skills - Vital Signs (Perf)
ICD-10 Diagnosis Codes
#1 -
J01.10 - ACUTE FRONTAL SINUSITIS, UNSPECIFIED
CPT Billing Codes
#1 -
99214 - OFFICE/OP VISIT, EST PT, MEDICALLY APPROPRIATE HX/EXAM; MODERATE LEVEL MED DECISION; 30-39 MIN
Birth & Delivery
Medications
# OTC Drugs taken regularly:
0
# Prescriptions currently pre ...
(Student Name)Miami Regional UniversityDate of EncounterPMoseStaton39
(Student Name)
Miami Regional University
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Dr. David Trabanco DNP, APRN, AGNP-C, FNP-C
Soap Note #1 DX: Allergic Rhinitis
PATIENT INFORMATION
Name: Ms. JD
Age: 23-year-old
Gender at Birth: Female
Gender Identity: Female
Source: Patient
Allergies: NKDA
Current Medications:
· Cetirizine 10mg/d
· Mucinex-D
PMH:
Immunizations: Tetanus.
Preventive Care: No history.
Surgical History: No history of surgery.
Family History: Father- alive, 60 years old, healthy.
Mother-alive, 54 years old, HTN, hyperlipidemia.
Sister-alive, 20 years old, Asthma.
Social History: Denies alcohol, tobacco or illicit drugs use. College student, lives alone in campus hostels. Physically active and occasionally does exercise.
Sexual Orientation: Active
Nutrition History: Eats balance diet but avoids excessive junk food.
Subjective Data:
Chief Complaint: “stuffy nose” that has lasted for two weeks.
Symptom analysis/HPI:
Ms. JD is a 23-year-old patient who presents with complaints of a stuffy nose, rhinorrhea, congestion and sneezing. She reports a spontaneous start of the symptoms that have remained consistent. Indicates no particular aggravating symptoms but reports higher severity of the symptoms in the morning. She complains of a sore throat and itchy eyes. She reports an all-day clear runny nose. She indicates consistent outdoor handball practice routine. She reports using Cetirizine and Mucinex-D which do not help. She denies vision or taste changes. She denies fever or chills. Denies diagnosis with allergies.
Review of Systems (ROS)
CONSTITUTIONAL: Denies change in weight, fatigue, fever, night sweats or chills. NEUROLOGIC: Denies seizure, numbness or blackout.
HEENT: HEAD: Denies headache. Eyes: Reports itchy eyes. Denies vision change. Ear: Denies hearing loss, pain or discharge. Nose: Admits stuffiness, nasal congestion and clear discharge. Denies nose bleeds. THROAT: Reports a sore throat.
RESPIRATORY: Patient denies breathing difficulties, cough, wheezing, TB, pneumonia.
CARDIOVASCULAR: No palpitations or chest pain. No edema, PND or orthopnea.
GASTROINTESTINAL: Denies nausea, abdominal pains, vomiting and diarrhea. Denies ulcers hx.
GENITOURINARY: Denies change in urine color, urgency and frequency. Regular menses cycle. Denies ovulation pain. Denies hematuria and dysuria.
MUSCULOSKELETAL: Denies back and joint pains or stiffness.
SKIN: No skin rashes or lesions.
Objective Data:
VITAL SIGNS: Temperature: 36.7 °C, Pulse: 78, BP: 119/87 mmHg, RR 20, PO2-97% on room air, Ht- 1.60m, Wt 67kg, BMI 26.
GENERAL APPREARANCE: Healthy appearing. Alert and oriented x 3. No acute distress. Well-groomed and responds appropriately.
NEUROLOGIC: Alert, oriented, posture erect, clear speech. gait. to person, place, and time.
HEENT: Head: Normocephalic, atraumatic, symmetric, non-tender. Maxillary sinuses mild tenderness. Eyes: Bilateral conjunctival inject ...
(Monica)Gender rarely shapes individual experience in isolation buMoseStaton39
(Monica)Gender rarely shapes individual experience in isolation but is instead linked to other social statuses in the effects it has on our lives. The gender distinction reflects what we see as appropriate “masculine” or “feminine.” For example, some societies expect men to be more aggressive and competitive and women to be emotionally nurturing. I was playing with dolls one day and was playing with two dolls: a female doll and a male doll. Upon passing by, an uncle of mine saw me playing with my toys and frowned. When I asked what was wrong, he seemed uncomfortable. In this statement, he suggested that girls should act like girls and play with girlie things, while boys should play with boy things, including boy dolls. The family experiences that taught me about gender and gender roles are vividly in my memory. Throughout my childhood, my mother and father stressed how essential it is for me to understand and know that I am a girl, and I should always act and carry myself accordingly.
I found conversations like that to be overly exaggerated at the time, but I subsequently understood why my parents did what they did. We were a family of six, with five girls and one boy. As a child, my parents, specifically my mother, stressed what clothing the girls wore. Our mother was always careful not to let us wear anything provocative, and we were to get married and have our own families. Girls are often told that it's alright to cry because girls cry, and if I was a boy, I'd be made to suck it up and deal with it. In addition, my mother taught me that women nurture and that we take care of the home, including cooking, cleaning, and taking care of the children. As girls, we could not play any sports that were deemed "too rough" or to be performed by boys. From a young age, we chose professional careers. All these careers involved female dominating industries, such as nursing, teaching, caretaking, and hairdressing. They all contributed to the construction of my gender.
Multiple ways are available to conceptualize gender; essentialists see it as a binary division, which classifies you as male or female at birth. In contrast, mainstream social scientists take a constructionist approach to gender. Page 242 argues that gender is a constructed concept that has been shaped through culture and history. Finally, people internalize the social expectations they are introduced to.(Ferris & Stein, 2020) (Links to an external site.)
Resources
Ferris, T., & Stein, J. (2020). Chapter 9/ Page 242. In The Real World: An Introduction to Sociology (7th ed., pp. 236–242). essay, W.W. Norton.
...
(Monica) A summary of my decision-making process starts with flippMoseStaton39
(Monica) A summary of my decision-making process starts with flipping through ads to find a job, I was concerned with what companies offered for pay, the type of work I would be doing, and how long would the job last. There were a few companies that were only looking to hire temporarily and again not an ideal situation if I am already concerned with having a steady income. Between the three ads, Office temp, a server at a restaurant making $2.13hr plus tips with hours varying, and a warehouse position, starting at $14Hr with hours from 12 pm to 7 pm. I chose to pick the warehouse position since it offers the most money and a set schedule. Continuing with the simulation, my monthly take-home pay after taxes is $1,224, making my weekly pay only $306. Ideally $1,224 is not enough funds to help sustain a family, barely one person. During this time, I have to pick my insurance, which is a requirement through the Affordable Care Act. Luckily my child is covered and I picked the cheapest plan that I could afford, the bronze plan and it costs $303 a month, which averages to almost $76 a paycheck. I have to ensure I have a place to live, paying rent over $720 and traveling puts my monthly rental and traveling costs at more than 800 dollars a month. The results of me living further away from my job, so that my rent is lower also increased gas costs. According to the simulation, every working household that saves a dollar spends 77 cents on transportation. My balance jumps from $1000 to $192 after paying rent only to find out my apartment is too small for my things, so I chose to have a yard sale. I only made $150 from the yard sale and made the decision to get paid by the piece, since I am barely making a living wage on an hourly paycheck, and in doing so my paycheck decreased by 25cents. I skipped my grandfather’s memorial service because I can not afford to travel, I paid $25 to replace a broken item I fixed, even though considered hiding the evidence. Grocery shopping is next on my to-do list, spending only 30 for things I needed, I felt was hardly enough food, but could not really afford to splurge and spend on extra things. During this time my stress levels are at an all-time high, but I turn the offer for a cigarette down because I do not want to get addicted. As a result, the simulation states there is a misconception that smoking relieves stress during difficult situations in life.
Now that I have come to payday, I decided to start my fitness journey by asking a friend to be my running partner. On the way to work, something blew in the car and needed to get fixed, and asking a friend to look at the issue saved money. The landlord decided to raise rent and $150 had to be paid or I could spend more on legal fees fighting it in court. On the way out to work, someone stole my gas from my car, so I had to make the decision to take the bus and the result where it took me three buses and fives times longer to get there, making me miss a few hours of p ...
(Note This case study is based on many actual cases. All the nameMoseStaton39
(Note: This case study is based on many actual cases. All the names used are made up, and any relation to actual people or events is purely accidental and coincidental.)
Addictions Case Study: Narrative
Presenting Problem:
Marci is a 22-year-old female college student who was arrested five months ago for driving while impaired with a blood alcohol level of 0.13. She was also charged with possession of a small amount (about 1 gram) of marijuana. Her license was suspended, but she has driving privileges to get to school/work and back.
Drug History and Current Patterns of Use:
She has smoked cigarettes since age 16 and currently smokes one pack daily. Marci stopped smoking cigarettes for six months one year ago, but she presently does not plan to cut down or quit.
She has five prescription pills (Xanax) for depression and anxiety that were given to her by a college classmate (for whom they were prescribed). Marci shared that she had been struggling with feelings of sadness and worrying too much about two months ago. She hasn’t taken them yet, but has considered trying them.
Marci first experimented with marijuana during her senior year of high school (age 17), with her use becoming more regular after she entered college. Marci was first introduced to marijuana by her high school boyfriend, who used it every day along with alcohol on the weekends.
While she started drinking wine with her family when she was 13, she started to
EDCO 740
Page 2 of 2
“seriously” drink starting around 18-years-old. She currently drinks four or more alcoholic beverages (usually wine or wine coolers; sometimes beer) three to four times a week and had been smoking marijuana two to three times a week for one year. Her usual pattern was to go on weekend binges, starting to drink and smoke on Friday evenings until 2:00 a.m. She would then have a glass or two of wine around lunchtime on Saturday, smoking a joint or two with a couple of friends during Saturday afternoons prior to attending college sporting or social events. She would then go to parties with friends on Saturday evenings, typically consuming six to seven cans/bottles/cups of beer and sharing several joints of marijuana with others. She had also started to consume energy drinks (Red Bull, Monster, etc.) when she drank beer at these parties to get an added “boost” to her high.
During the past two months, she has sometimes had one to two glasses of wine (she also used to smoke half a joint of marijuana with it) when alone on school nights. On the mornings after she used alcohol, Marci tended to sleep in and cut class, but not every week. Her recreational and social interests had increasingly involved the use of alcohol and marijuana, now since her arrest, it is mainly alcohol (although she still desires to smoke cannabis). Recently, Marci has begun to express concern to her friends about “feeling depressed and anxious,” but she reports no suicidal ideation or panic attacks. She is also concerned since sh ...
(Individuals With Disabilities Act Transformation Over the Years)DMoseStaton39
(Individuals With Disabilities Act Transformation Over the Years)
Discussion Forum Instructions:
1. You must post at least three times each week.
2. Your initial post is due Tuesday of each week and the following two post are due before Sunday.
3. All post must be on separate days of the week.
4. Post must be at least 150 words and cite all of your references even it its the book.
Discussion Topic:
Describe how the lives of students with disabilities from culturally and/or linguistically diverse backgrounds have changed since the advent of IDEA. What do you feel are some things that can or should be implemented to better assist with students that have disabilities? Tell me about these ideas and how would you integrate them?
ANOVA
ANOVA
• Analysis of Variance
• Statistical method to analyzes variances to determine if the means from more than
two populations are the same
• compare the between-sample-variation to the within-sample-variation
• If the between-sample-variation is sufficiently large compared to the within-sample-
variation it is likely that the population means are statistically different
• Compares means (group differences) among levels of factors. No
assumptions are made regarding how the factors are related
• Residual related assumptions are the same as with simple regression
• Explanatory variables can be qualitative or quantitative but are categorized
for group investigations. These variables are often referred to as factors
with levels (category levels)
ANOVA Assumptions
• Assume populations , from which the response values for the groups
are drawn, are normally distributed
• Assumes populations have equal variances
• Can compare the ratio of smallest and largest sample standard deviations.
Between .05 and 2 are typically not considered evidence of a violation
assumption
• Assumes the response data are independent
• For large sample sizes, or for factor level sample sizes that are equal,
the ANOVA test is robust to assumption violations of normality and
unequal variances
ANOVA and Variance
Fixed or Random Factors
• A factor is fixed if its levels are chosen before the ANOVA investigation
begins
• Difference in groups are only investigated for the specific pre-selected factors
and levels
• A factor is random if its levels are choosen randomly from the
population before the ANOVA investigation begins
Randomization
• Assigning subjects to treatment groups or treatments to subjects
randomly reduces the chance of bias selecting results
ANOVA hypotheses statements
One-way ANOVA
One-Way ANOVA
Hypotheses statements
Test statistic
=
𝐵𝑒𝑡𝑤𝑒𝑒𝑛 𝐺𝑟𝑜𝑢𝑝 𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
𝑊𝑖𝑡ℎ𝑖𝑛 𝐺𝑟𝑜𝑢𝑝 𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
Under the null hypothesis both the between and within group variances estimate the
variance of the random error so the ratio is assumed to be close to 1.
Null Hypothesis
Alternate Hypothesis
One-Way ANOVA
One-Way ANOVA
One-Way ANOVA Excel Output
Treatme
(Kaitlyn)To be very honest I know next to nothing about mythology,MoseStaton39
(Kaitlyn)To be very honest I know next to nothing about mythology, it has never been something that I have had around me or taught in school, I guess it was one of those subjects that got kind of, overlooked. But history is history and in my opinion, it’s important to know what happened in the past to prevent future mishaps or wrongdoings. Therefore I don't know anything about mythology to start, but I am eager to learn more about all these different gods, goddesses, etc., and am surprised to find out that entire towns or civilizations would support the myths or people I am reading about.
The gods and goddesses seem to all have their sanction of what was claimed as their own, one wraps his arms around the earth floating the continents with his aqua arms, and another is essentially the undertaker and decides whose soul belongs where. The people are peasants and they are unequal to those that are considered the higher power, they are the protected and shall not reach out to become a protector. From what I have read it doesn't seem like the gods step on each other’s territory or have competitions to push each other out, it seems as though all that made it up there are respected and get to look down on those that are less than them.
While reading I noticed that there is a bit of a divide between men and women the same as we have today. A big part of societal issues today is gender equality and the general outlook on how each gender is portrayed without any prior information. Men are supposed to be large, strong, and tall, to protect and conquer for the interest of mankind. Women are supposed to be dainty and spread love, make a house a home, and show endearing qualities. I can see the reverse argument for Cupid who is the God of Love being that Eros is a male, being portrayed as the, "fairest of the deathless gods," (Hamilton, 36) but that is one instance in an array of different people. It seems that even though we have come a long way to today with working on gender-specific stereotypes, for these "myths" to be ancient and long ago, it doesn't seem like we have come that far. Yes women are seen as loving and they can be attractive to people around them, but in the man’s brain, they are simply there to be of service to the man, and to man the home when they are not present. It's interesting because even though the language of the reading may be hard for me to get used to, being that it is not in modern English, I can still very well understand one thing. Women like Aphrodite would "...[laugh] sweetly or mockingly at those her wiles had conquered, the irresistible goddess who stole away even the wits of the wise" (Hamilton, 32). Being a woman I translated this to essentially smiling in the faces of those who either are factually in the wrong, or have done wrong to you, and that is something that is still very much alive today. From history, we know that women were seen as property or disposable at the discretion of the man that homed her, and f ...
(Harry)Dante’s Inferno is the first of the three-part epic poem, DMoseStaton39
(Harry)Dante’s Inferno is the first of the three-part epic poem, Divine Comedy, written by Dante Alighieri. The Inferno depicts Dante’s journey through Hell, accompanied and guided by the ancient Roman poet Virgil. In his poem, Dante describes Hell’s topography consisting of nine circles, each representing the seriousness of the sin committed by its offenders, these sins are categorized (by the Catholic Church), grouped, and commonly known as the nine deadly sins. Each level of Hell represent places of torment where the first level is home to less serious offenders, and increase in severity in each circle. As they go deeper into each level, our characters, Dante and Virgil encounter offenders within each ring of hell who have committed more serious offenses and the sins are more egregious. We find that the lowest part of hell houses the betrayers, and punishment here is more severe. Punishment in the poem is handed out in a poetic justice fashion Dante calls contrapasso. In this last (deepest) level or ring of Hell the betrayers of Julius Caesar: Brutus and Cassius are prime tenants, along with Judas, who had betrayed Jesus.
As I read this poem, I can agree with how Hell was organized, and as it sits currently, those guilty of child sexual abuse could reside along with those who are being tortured in the second circle: Lust. But Dante seemed to portray these sins as less severe. But personally, I think that those guilty of committing child sexual abuse should be in the ninth circle of Hell, along with those committing treachery because what is child sexual abuse if not treachery! It is treacherous against the innocent children, who fall betrayed by those who they must respect and obey (adults or those older then they), it is an act of treason to the victim who may have trusted the person committing such a heinous act. But after much contemplation, I still cannot agree with this placement. Child sexual abuse and child sexual assault is, in a very real way, equal to those types of betrayals. The innocence of a child makes those crimes so bad that I feel so uncomfortable writing about. As defined on their website, child sexual abuse includes: any sexual act between an adult and a minor, or between two minors, when one exerts power over the other, forcing, coercing or persuading a child to engage in any type of sexual act, non-contact acts such as exhibitionism, exposure to pornography, voyeurism, and communicating in a sexual manner by phone or Internet. In Dante’s world, those guilty of child sexual assault are far more wicked than those guilty of other sexual sins, and even worse than those guilty of aberrant sexual behavior (as it was understood at the time). Therefore, these sinners would have their very own special place below the ninth circle.
For sinners tormented in the tenth circle, the torture must be as gruesome as the act committed by the sinners. For someone who has committed such a abominable act as is child sexual abuse, assault, ...
(Lucious)Many steps in the systems development process may cause aMoseStaton39
(Lucious)Many steps in the systems development process may cause a project to balloon out of control, affecting the scope's size, where the budget and timeline remain the same. Unfortunately, this is a widespread problem known as scope creep during an IS development. Scope creep is an unexpected demand that moves a project past its predetermined limits. Projects are always documented with a planning outline, which covers in-depth details on boundaries, schedules, major deliverables, time, and budget. Unfortunately, individuals involved in the project may intentionally or unintentionally cause a project to not meet its goals due to the unpredictable nature of adding tasks to a project in progress. Project managers can ensure that the scope is clear by referring to the project planning outline, where all the boundaries and parameters of the project stipulate all deliverables. Spending extra time finalizing the plan can dial in a clear and detailed scope for everyone involved in the project. A project manager needs to engage directly with the clients by speaking with them and thoroughly walking them through all the parameters and deliverables. Closely collaborating with clients throughout the various stages of the project can prevent hiccups that may occur. If issues arise during project development, it is always best to be transparent with the client about every problem. Being able to work through solutions with clients will ease the anxieties as strategies are planned. To ensure deliverables are to the client's expectations, necessary features should be identified as critical for delivering a usable end product. For example, managing a scope creep can be difficult if not handled correctly. However, managing change in a project development does not have to be a battle of wills. Knowing how to address change can be beneficial. It can be outlined in the project planning document with parameters that will deliver the best product for the client without derailing the project. (Joseph S. Valacich, 2015)
REFERENCES
Joseph S. Valacich, J. F. (2015). Essentials of Systems Analysis and Design Sixth Edition. Pearson Education, Inc.
i1v2e5y5pubs
W21153
NEDBANK GROUP: LEADERSHIP AND ADAPTIVE SPACE FOR
DIGITAL INNOVATION
Caren Scheepers, Jill Bogie, and Michael Arena wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business Sch ...
(ELI)At the time when I first had to take a sociology class in higMoseStaton39
(ELI)At the time when I first had to take a sociology class in high school, I was staunchly anti-feminism, as I felt it was unnecessary in first world countries and primarily focused on encouraging immodesty and considering women to be worth more than men. At that time, my only education on feminism or feminist issues had come from my parents during homeschooling. I clearly remember getting into a heated debate with a classmate whom I considered "the feminist equivalent of a vegan," (referring to the stereotypical joke, "How do you know if someone is a vegan? Don't worry, they'll tell you,") and I told her I simply could not see any situations in real life where women aren't being represented without a real reason. She introduced me to the term Bechdel Test, and encouraged me to spend a few weeks watching my usual shows, but counting how many times the female characters spoke to each other about anything other than men.
As my understanding of feminism and of the world around me has evolved, I have seen an increase in media that passes the Bechdel Test, but have also been surprised to find it is significantly less common than I expected. Additionally, the Bechdel Test only looks at named female characters who discuss something other than men. It does not look at factors of race, sexuality, topics of conversation, or visual presentation. Some argue that although media increasingly passes the test, the quality of that media is lacking and therefore the value of the Bechdel Test does not hold up (How does the Bechdel Test measure up in evaluating film representations of women, 2021). More detailed studies show that women remain underrepresented in media, both behind and before the camera (Smith et. al, 2016). The female characters that are portrayed in trend towards being young and traditionally attractive, reinforcing the "ideal" image as the standard and further raising the standard for the average woman. Additionally, women of color and women belonging to other racial or social minority groups are even less visible, impacting the expectations that society has of women based on how they are shown, and influencing what women consider "normal" in themselves.
How does the Bechdel Test measure up in evaluating film representations of women? (2021, April 19). UWIRE Text, 1.
Smith, S., Choueiti, M., & Pieper, K. (2016). Inclusion or invisibility? Comprehensive Annenberg Report on diversity in entertainment. Media, Diversity & Social Change Initiative. USC Annenberg School for Communication and Journalism.
...
(Executive Summary)MedStar Health Inc, a leader in the healthcMoseStaton39
(Executive Summary)
MedStar Health Inc, a leader in the healthcare industry regionally and nation-wide, is a constant target of the malicious attempts of cyber criminals. Over the past 6 years MedStar Health Inc. has faced several instances of data breach most notably, the 2016 breach that compromised 370 computer systems and halted its operations. As the organization continues to digitize and broaden the use of electronic medical records across its facilities, the threat of cyber-attack remains even more pervasive. The purpose of this report is to provide an overview of MedStar Health Inc cybersecurity vulnerabilities, examine the overall causes and impact of the breaches and explore solutions to meet the organization’s cybersecurity challenges.
With a focal point on MedStar Health breaches, a literature-based study was conducted, and various news articles, academic journals and company publications were analyzed. It was found that the 2016 and 2020 data breaches were attacks on the organization’s internet servers. The 2020 hack compromised the records of 668 patients, whereas the 2016 hack was a result of a ransomware infection that compromised 7500 individuals’ records and halted the organizations’ operations. The cost of the virus infection was greater than the $19,000 ransom requested due to additional recovery and remediation costs. It was also revealed that the 2019 breach was due to human error.
To best combat the efforts of cyber criminals, it is recommended that MedStar Health Inc. place greater emphasis on cyber awareness training for employees/professionals, implementing multiple factor authentications and a strong password and identity management system to reinforce its IT infrastructure against future hacks. Failure to effectuate these measures pose significant risk to MedStar Health Inc., its affiliates and patients that extend beyond ransom payments, fines, imprisonment, lawsuits and costs incurred for subsequent identity theft protection services. The damage caused by data security breaches may prove fatal for patients, the company’s most valued asset, compromising public perception and the company’s mission to provide the highest quality of medical care and build long-term relationships with the patients they serve.)
Actual Technical Report
MedStar Medical Vs. Cybercrime
In the health sector, experts "see persistent cyber-attacks as the single greatest threat to the protection of healthcare data" (Moffith & Steffen, 2017). To the world at large, this is not the most absurd news or revelation. Healthcare data embodies some of the most marketable information, and for the black market this is Eldorado – the fictional tale of the city of gold. Healthcare organizations are tasked with fighting the uphill battle of providing quality medical care to their number one stakeholder – patients – while also ensuring that their valuable information is kept safe and secure. Despite their efforts, healthcare organizations sometimes fail in ...
(Diquan)Analog Transmission of Digital DataBefore describing theMoseStaton39
(Diquan)Analog Transmission of Digital Data
Before describing the analog transmission of digital data there are a few terms that we should be familiar with, modem, encoding and carrier wave. A modem is modulator, demodulator device that converts digital to analog and analog to digital. Encoding is the conversion of data to a format required and in this case the conversion of digital data to analog data. Carrier wave is a basic wave of constant frequency transmitted through a circuit.
To transmit digital data in an analog format first you must be connected to a modem which encodes the data and converts the digital data into analog data. It does this by populating the analog signal with a carrier wave and modulating the characteristics of the carrier wave which allows for the analog data to be encoded to digital data and digital data to be decoded to analog.
Digital Transmission of Analog Data
An example of the digital transmission of analog data would be Voice over IP (VOIP) or a more modern and relatable example would be a Zoom meeting. This is done through a couple different technologies a Codec and Pulse-code modulation (PCM). Codec stands for Code, Decode and it is a device or software that converts analog signal into digital form and vice versa. PCM on the other hand converts analog to digital by sampling the analog signal at regular intervals, measuring the amplitude of each sample, and then encoding or quantizing the amplitude as binary data. Through this sampling analog data such as your voice is encoded into digital data via the technologies previously mentioned.
Reference:
Samoilenko, S. (n.d.). Physical Layer: Data and Data Transmission.
...
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
(Eric)Technology always seems simple when it works and it is when
1. (Eric)Technology always seems simple when it works and it is
when it fails that we see how complex these physical and virtual
spiderwebs truly are. Networks can fail due to multiple reasons,
namely lack of redundancy and failover. This can be in the form
of backup servers and switches that can activate when primary
hardware fails or backup power supplies for when there are
failures outside the network hardware. Hardware runs firmware
and software, which needs to be updated. Forgetting to keep it
updated can also lead to issues with loss of efficiency or
complete failure.
I work for the Texas Department of Criminal Justice, and one of
the common LAN issues that we have on our units is outdated
hardware. The units suffer daily from bandwidth problems si nce
the physical cables that are run throughout the building(s) are
incredibly outdated. This means that the physical network
cannot handle the data required for daily business. Another
issue with LAN design is the lack of continuous testing. You
should plan to test your networks on a regular basis to ensure
that they are continuing to function as intended and plan for
unscheduled testing after large increases in company growth.
Introduction
On a cold winter morning in 2006, Jeff Ryan sat in his office
steaming over the fax he had just received from his long-time
distribution partner. This could easily be the last straw for the
company, as what choice did he have since this partner was
responsible for the sales and distribution of over 95 percent of
their product? The fax had come on the heels of a highly
charged discussion with this distributor just two days earlier,
which had been tense but ended with the distributor assuring
Jeff that they would continue their exclusive arrangement with
Versare. At the meeting, Jeff aired his concerns about the
2. distributor’s lack of interest in the business, the cost increases
for Versare, and the distributor’s poor receiving and order -
taking processes, which cause expensive and unnecessary extra
work on wall bed installations. As Jeff walked out of the
meeting, though, he was assured by the distributor’s president
that they were maintaining the exclusive arrangement. “We give
you our word. Everything goes through you,” he assured Jeff.
So, despite the tensions, he felt good about the agreement that
had been reached two days earlier. But this fax changed
everything. Sent to Versare by mistake, the fax was intended for
a competitor, and it included a large order for the same product
that the distributor had promised would come only from
Versare. Jeff quickly realized that the distributor’s assurances
of two days earlier had been a lie. In his head, he could already
hear the president saying, “It’s just business you understand.”
While he did understand, he also knew that this relationship
accounted for nearly all his company’s revenues. In hindsight,
this may not have been smart, but in the early days it had been
the only way to get the company’s product to the customers.
The alternative of direct sales, or a patchwork dealer network,
was simply not a viable business model in 1998 when the
company was founded. All this begged the question of what to
do next. Could they afford to continue the relationship with the
distributor? Could they afford not to continue the relationship?
What were their alternatives?
Versare’s History
Robert Jantschek and Jeff Ryan founded Versare in 1998. The
two had met while working at a manufacturer and distributor of
mobile folding and rolling, space-efficient products. They left
the company to start their own venture in 1998: “We left on
pretty good terms. You know, we look back at it and we kind of
joked that it would have been smarter to wait a year and
develop everything and start the company on somebody else’s
dime. But Robert and I couldn’t do that,” said Jeff.
Their first location was shared with a custom cabinetry
company that did very high-end cabinetry work for upscale
3. offices and homes. As Jeff explained, “We bunked with them
because I had had a relationship with the owner. He used to do
work for me when I was at my previous life. The equipment he
had we needed to build our stuff. So, it was a good marriage.”
The first product they developed was a portable room partition
that they believed had significant competitive advantages over
other product offerings in the market. While in the same general
market as their previous employer, the product did not compete
directly with any of its offerings. Versare manufactured the
entire partition in-house, but distribution was a challenge. They
had a manufacturing arm, a marketing arm, and a distribution
arm. Unfortunately, the distribution arm could not sign up any
dealers. And they did not have the resources to build it, “buy a
van and put a guy in a territory.” The company was saved in
July 1998 when Jeff secured Hufcore as a distributor. Hufcore
had a national dealer network that could sell their initial
product. At approximately the same time, Jeff began
conversations with their previous employer.
The Product and the Market
Portable partitions are movable walls – used mainly by
institutions such as schools, churches, hotels, and conference
centers to divide large rooms into smaller, more intimate
spaces. They are part of a larger category of portable products
used by institutions to add flexibility to their larger rooms,
similar to portable dance floors, choral risers, portable stages,
and folding tables. These products generally come under North
American Industry Classification System (NAICS) Code 337215
– showcases, partitions, shelving and lockers. In 2005, the 1789
companies in this industry generated approximately $9 billion
in sales and employed 54000 in the USA.a
These products are generally sold through a distribution
network that includes local dealers and large distributors and
catalog houses. Delivery times are generally four to six weeks
to the end customer, with the products being shipped via local
freight services to the loading docks of the institutional
purchaser. Freight costs can run from $300–400 per partition.
4. Dealers generally do not hold significant inventory, but place
orders as needed with the distributors or manufacturers.
Delivered price to the customer, including shipping, has
averaged at about $850 for a basic partition.
The Distributor Relationship
The combination of Robert’s design skills, the equipment they
had purchased and cobbled together, and access to their office
mate’s millwork equipment provided them with a wide range of
skills and potential work. The problems in attracting a dealer
network had spurred the company on to begin looking for
contract work and anything else they could do to generate
revenues. This led to a conversation with the president of their
former employer: As Jeff said: “We had all these extra things
that we could do, but I started a conversation with the president
of our former employer about something else. During the
meeting I said, ‘Yeah, we’ve got all this millwork,’ and he said,
‘Well, we’re really having trouble with the guys that do our
case goods for our wall bed system. Would you be interested i n
it?’ So I said, ‘Sure,’ and he handed me an order for $162000.”
The distributor is a long-standing company located in
Minnesota. In 2007, it employed 350 people with sales of
approximately $25 million.b The distributor manufactures and
distributes a range of portable products for institutional users
(hospitals, hotels, schools, churches) such as folding tables,
choir risers, portable dance floors, luggage carts, and so on. It
is a leader in the industry and a private family-owned company.
In both culture and operations it is a very traditional,
conservative mid-sized Midwestern company, stable and
prosperous while achieving modest annual growth. It had not
yet embraced the Internet in the late 1990s. It was still a brick-
and-mortar, suitcase, car, van, and printed literature company
with no plans to change. It was positioned as a high-price
provider of high-quality, fully featured, very reliable products
in its market. According to Jeff Ryan, its philosophy was,
“We’re 30 percent higher and we better prove we’re worth it.”
By January 1999, Versare had become the primary supplier of
5. the wood casing for the distributor’s wall beds, and also
assembled the beds the distributor was selling to the hospitality
industry. Sales of wall beds quickly became a $500000 business
for Versare. In November of 1999, the distributor approached
them with an offer to manufacture its portable wall partition
under the distributor’s name and branded as “The Insta-Wall.”
They priced the Insta-Wall at $1099 including shipping: “We
had no sales force. We were struggling to get it sold. We had
one OEM [original equipment manufacturer] out of Janesville
that was selling it, but they were only doing $400000 a year. So,
you combo the two and we were under a million. We wanted to
get bigger than that and we thought that that would be the way
to do it,” said Jeff.
In November 1999, Versare entered into an OEM contract with
the distributor for its portable partition, a contract that in
hindsight may not have been in Versare’s best interests. “I look
at the contract today and realized what they were doing. In fact,
we knew it back then too. It basically says, ‘We will sell this
OEM, but, oh, by the way, you cannot manufacture any other
products that are similar to any of our other products,’” sai d
Jeff.
The contract was for 18 months and automatically renewed
unless one party informed the other that they were terminating
the contract prior to the renewal. Once notified of the intent to
terminate, the contract remained in force for 18 months. Once
the contract was signed, sales increased substantially for the
portable partition. The distributor’s dealer network began
moving the product throughout the country. In April of 2000,
the distributor came to Jeff and demanded that they no longer
sell directly to Hufcore. Jeff said: “They came to us and said,
‘Oh, you can’t sell to Hufcore anymore. You have to sell to us
and we’ll sell to Hufcore’…you can imagine what happened to
our sales through Hufcore. Sales went to zero.”
Versare’s revenues grew from $250000 in 1998 to over $1
million in 2000 and its work force had expanded from the two
partners to 13 employees. But after the September 11, 2001
6. terrorist attacks, the orders stopped. Within six months they
were back down to themselves and a skeleton crew, and 100
percent dependent on the distributor for their revenues. The
following year, 2002, was bleak.
The relationship with the distributor was supportive but also
contentious. Jeff explained how the relationship worked in the
wall beds segment: “We kind of filled in the gap. The customer
would ask us for details that the distributor should have already
provided… We’d fill in the gap…step up for the customer, and
we’d make it happen.”
The distributor supported Versare in many ways, including
providing partial payment in advance for some big orders,
paying promptly in 30 days, and investing $75000 in Versare’s
inventory to allow Versare to maintain the inventory on hand to
meet the two-week delivery time the distributor demanded. On
the other hand, the distributor made a lot of demands for
features and product changes. As Robert explained: “Once they
came in and they were OEMing the product they started to sell
it, but then there was always something. No matter what we did
there was always ‘Oh, we want you to change this’ and we
started chasing our tail a lot. They never had anybody who had
embraced our product. It was always, ‘Oh, by the way,’ or ‘Oh,
I guess we do have this.’ So, when you asked them, they’d make
the sale. So you have all these different dealers and all these
different reps out there getting that fall-off-the-truck sale, but
every time they got that sale it was like, ‘Oh, by the way, but if
it did this…’ We heard that a million times. So, Jeff would say,
‘Gosh, I’m seeing sales volume drop,’ and they’d come back
and say, ‘Well, if it only did this, we could assure you this.’ So
by the end of our relationship we had probably the biggest Rube
Goldberg devicesc you could ever imagine because we always
gave them what they asked.”
At one point the distributor demanded that a rubber gasket be
developed for between the folding pieces of the partition to
protect children’s fingers. Versare had to spend $10000 on a
special piece of equipment to create the gasket. While the
7. additional features added to the cost, the distributor refused to
raise the price to the customer, or the price they paid Versare.
In fact, Versare was contractually forbidden from raising prices
of the product to the distributor during the year; prices could
only be adjusted at the start of the year, and, once set, remained
in place for the entire year.
The distributor prohibited Versare from direct contact with
customers, yet no one at the distributor had direct responsibility
for the product. No one took the time to assess the market and
what the market really wanted, and Versare could not because it
never had the chance to talk to the customer…the distributor
was its customer. As Robert noted, “So if Joe the sales person
out in the south territory said it needs to do this, it needed to do
that. Nobody embraced the product at the company and said,
‘No, no, no, no. Here are our features and benefits and here’s
what we need’.”
The relationship also included co-marketing between Versare
and the distributor at trade shows. The distributor would
purchase a large booth at the key shows and place Versare’s
portable partition on the edge somewhere, while highlighting
their own products in the central spaces. None of the
distributor’s sales staff would directly answer questions, show
or sell Versare’s products. This led to Jeff traveling to the
shows at Versare’s expense and representing the product in the
booth, following up on leads and then handing them over to the
distributor and their dealer network.
The School Specialty Catalog
In late 2002, the distributor approached Versare with an
opportunity to get into the School Specialty Catalog, the leading
provider of instructional solutions, basic school supplies and
equipment to K-12 schools. As Jeff describes it, “They’re out of
Appleton, Wisconsin and they own the K-12 market. If you buy
something in the K-12 you’re buying it out of this catalog.”
However, to get into the catalog, the distributor demanded that
they reduce their price by 25 percent to meet the price of a
competitive product already listed in the catalog. Versare
8. agreed to lower their price to the distributor by 25 percent for
catalog sales. The distributor than came back and said, “Oh, by
the way, since you gave us 25 percent less for these guys, you
have to now do it for every product you sell, otherwise we’re
out.” In the end, Versare took a 25 percent price cut on all its
partition products. The product was featured in the 2003 School
Specialty Catalog. Sales rebounded and 2003 was a record year
for revenues, at $1.3 million, but profits did not follow suit.
Versare reduced their price by 25 percent; sales of partitions
increased to about $750000 on double the number of units. To
quote Robert, “We worked a lot harder and made slightly less.”
Versare had to nearly double its infrastructure to support the
growth, even though revenues grew substantially slower. Jeff
noted “We never had a chance to grow equity. You know, we
were always in a survival mode because we got squeezed,
squeezed, squeezed and we were growing, growing, growing,
but our margins were shrinking, shrinking, shrinking. So we
never could put nothing down.” More than 95 percent of
Versare’s revenues still flowed directly through the distributor,
with most of their volume for the partitions coming from the
School Specialty Catalog.
The distributor did not have any salesperson actually calling on
the School Specialty Catalog managing the account. In January
of 2004, Jeff had a school meeting with the Edina school board
and was asked what he did. They had a brand-new School
Specialty Catalog on the table – “I’m looking through it to show
them what we do, and I see my competitor but we’re not even in
the catalog. The catalog had just come out and that’s how we
found out. The next day I literally threw the catalog down on
the president’s desk and said, ‘What happened?’ He had no idea.
He was so embarrassed that he did not know that they got
thrown out.”
In 2004, with their partition dropped from the catalog, sales
stagnated, and margins continued to decline as the distributor
demanded that additional features be added to the product. By
2005, Versare’s profitability had declined to the point that
9. Robert had to take a full-time job at another company.
Robert in China
Robert’s new position was managing several product lines for
his new employer. The job required frequent travel to China for
extended periods of time to oversee the design and
manufacturing of these product lines by Chinese companies. It
was there that Robert had an epiphany.
During the first half of 2005, as Robert described it, “You
know, I basically took over a few of their product lines. They
basically just threw me to the wolves. I had no idea what I was
doing. I figured it out and learned how to do business in China.”
Robert was over there for extended periods of time by himself,
leaving him some free time to explore opportunities for Versare.
Robert discovered that China presented Versare with “the
opportunity to really make a first-class product with a limited
budget.”
Robert focused on a simplified, streamlined design that removed
much of the clutter that the distributor had demanded be added
to their products over the years. Shipping had always been a
significant challenge for partitions, which required the use of
expensive, slow, and unreliable local freight services. Partitions
were shipped fully assembled because dealers did not want to do
the assembly. The products were designed to be easily
assembled. This made the partitions heavy, awkward, and
challenging to ship, which also made them easily damaged
during shipping. Robert noted that with the new design they
could “get shipping costs down to $40 a box to any address.”
The new product, the MP10, was designed to do 90 percent of
what the existing portable partitions did but also be easily
packaged, shipped, and assembled. Robert also estimated that
the new design would require less than half the labor at their
plant to complete the assembly. Robert took the designs to one
of his contacts in China, who offered to develop the mold in two
weeks for $1500, a process that cost $15000–20000 in the
United States and took over a month. The new design was to be
constructed in components that would be manufactured in
10. China, shipped to Minneapolis, and assembled into the finished
product. Jeff and Robert agreed to have the mold developed and
prototypes created. Proud of their innovation, Versare were
convinced it would be well received in the market – if they
could get it to the market. They estimated that delivered price
for the MP10 would be less than $600.
Potential from Online Sales
New design in hand, Jeff attempted unsuccessfully to get back
into the School Specialty Catalog. He attempted to reach an
agreement with Staples to sell and distribute their product,
again with no success. The distributor was still generating 95
percent of Versare’s revenues, split about evenly between
partitions and wall beds.
Versare’s last option was to become a direct company through
online sales. Versare had had a simple informational website,
Versare.com, since 2003, but no e-commerce or direct sales
occurred. The site attracted very little traffic and was rarely
updated or changed. Neither Jeff nor Robert had any significant
knowledge of the Internet, or more specifically, e-commerce or
Internet marketing. In fact, Versare was not even set up to
accept credit card orders. In late 2005, they began researching
the Internet and specifically looking at Google. Jeff began
reading every article about Google and how they were
operating.
The Opportunity
As Jeff sat in his car after that fateful fax in January of 2006, it
was clear to him that they had an opportunity to go direct to the
consumer via the Internet, but that it was very risky and
uncertain. No institutions were currently purchasing this type of
product online, especially expensive products like theirs that
cost $1500. The distribution and sales channels were well -
established and institutionalized. Still, selling online offered
several advantages. One was eliminating the costs of the
distribution margin, allowing them to capture retail pricing.
Another advantage was that Versare’s cash flow cycle would
shift from a six- to eight-week negative cash flow cycle to a
11. pre-paid positive cash flow. Through their research, Jeff and
Robert concluded that they would need to invest at least
$150000 to develop their e-commerce capabilities and get two
containers of the new MP10 manufactured and shipped to them
– which at that moment was $150000 more than Versare had in
January of 2006. In order to get the necessary capital they
would need to place second mortgages against their houses.
Beyond the basic investment, Versare might also need as much
as another $150000 to maintain liquidity during any transition,
particularly if sales via the distributor declined in response to
this move and they were sitting on the $80000–90000 in credit
card debt that had supported company operations.
The move to direct sales of the MP10 would put the relationship
with the distributor at significant risk, jeopardizing nearly
100% of their revenues, of which only half are from partitions.
How should they handle the distributor? Inform them directly of
their new offerings? Given their contractual obligations, the
distributor probably had the ability to block them from selling
directly for the remaining 18 months of their contract. If the
distributor exercised that option and shifted their orders to other
companies, it would bankrupt Versare.
On this cold January day in Minneapolis, Jeff knew he and
Robert had to decide whether to stay with the distributor, move
to direct sales of their new product via the Internet, or wind
Versare down, and return to working for somebody else.
Source: Adapted from Deeds, D. (2014). “Versare, Inc. – the
accidental fax,”Entrepreneurship & Innovation Exchange, June
26.
Notes:
a. Darnay, A.J. and J.P. Simkin (eds) (2009), Manufacturing &
Distribution USA: Industry Analyses, Statistics and Leading
Companies, Vol. 2, 5th edition, Detroit: Gale, pp.1601–6.
b. Global Duns Market Identifiers, July 29, 2011. Copyright
2007 Dun & Bradstreet, Inc.
c. Rube Goldberg, cartoonist, sculptor and inventor, is best
12. known for a series of cartoons depicting complicated gadgets
that perform simple tasks in convoluted ways.
Review and consider this case study (Attachment below) and
record your thoughts. Then answer the following questions in a
2 pages written response. For this assignment, explore the
questions below as you write a 2, APA-formatted paper with a
minimum of three (3) academic and/or valid sources.
1. What should Jeff do about the fax?
2. Has the relationship with the distributor been beneficial to
Versare in the past? Was it still beneficial in 2006?
3. Did Jeff and Robert make a mistake in entering the
relationship with the distributor? In hindsight, what would you
do differently in managing the relationship with the distributor?
4. Should Versare send a termination letter to end the contract?
5. What strategy and business model should Versare pursue
moving forward?