!
J U N E 9 , 2 0 1 6
Americans Remain Relatively
Optimistic About Job Market
BY J U S T I N M C C A R T H Y
S TO R Y H I G H L I G H T S
Forty-three percent say it's a "good time" to find a job
Half of employed Americans say it's a good time
12/4/19, 4:47 PM
Page 1 of 7
Full-time employees, students most upbeat about job market
WASHINGTON, D.C. -- Forty-three percent of Americans say it is a good time to
find a quality job. While this reading is similar to the 40% to 45% recorded in
2016 so far, it is on the high end of Gallup's trend since 2001. The percentage
saying it is a good time to find a quality job has ranged from a low of 8% in 2009
and 2011 to a high of 48% in January 2007.
Americans' perceptions of the U.S. job market bottomed out after the Great
Recession but steadily rebounded from 2012 to 2014, reaching a recent high of
45% in January 2015. Since then, the percentage saying now is a good time to
find a quality job has hovered around 40%, similar to levels seen in 2006 and
2007.
12/4/19, 4:47 PM
Page 2 of 7
The latest Bureau of Labor Statistics employment report released on June 3
raised concerns about the health of the job market. That report came out while
the latest update on Gallup's quality job question was in the field from June 1-5.
An analysis of responses by day of interview shows that Americans were just as
positive about the job market after the report's release as they were before it.
Employed Adults More Optimistic Than Nonworking Adults About Job Market
Views of the job market vary significantly by employment status. While half of
employed Americans (51%) say it is a "good time" to find a quality job, only a
third of adults who are not currently working (33%) say it is a ripe time for job
seekers.
In 2013, employed and unemployed adults' views of the job market were similar.
Both working and nonworking adults have grown more optimistic about the job
market, but confidence has picked up much more among the employed.
12/4/19, 4:47 PM
Page 3 of 7
Employed Americans' more positive evaluation of the job market is consistent
with employed Americans' solid gains in perceptions of hiring in their workplaces
over the past seven years.
Full-Time Workers, Students Most Positive About Job Market
Confidence in the job market also varies by subgroup within the category of
those who are employed. Full-time employed Americans are much more likely
than part-time employees to say it is a good time to find a quality job, 50% vs.
39%, respectively. These data are based on combined responses from 2015
and 2016 so far.
Students (51%), who may expect to land a job upon completion of their
education, seem to share the same optimism for the job market as those who
already have a full-time job. Meanwhile, 36% of unemployed job seekers say it is
a good time to find a job.
Optimism is lower among other nonworking adults, including the retired (31%),
disabled (29%) and the unemployed who are not actively looking ...
Data was collected from groups of Generation Y employees of corporate institutions, freelancers, entrepreneurs, small business workers as well as students between the ages of 16-30. Participants in the research were asked to provide basic biographical data† and then answer a series of 15 questions which pertained to their beliefs and opinions about current and past experiences and habits. These were based around Political, Economic, Social and Technological topics.
Have questions? Tweet @calomas
This document summarizes a report about a survey of nearly 4,500 job seekers in five countries regarding candidate preferences and employer branding. Some key findings include:
- Over half of candidates say an employer's brand/reputation is more important now than 5 years ago. One in five are "brand-driven" where brand is a top factor in career decisions.
- Employer-employee trust is seen as the most important aspect of an employer's brand by 80% of candidates globally.
- Younger "Millennial" candidates aged 25-34 who have 10-12 years of experience are more likely to be brand-driven than other groups.
The document is a report from the Transamerica Center for Retirement Studies that examines the retirement outlook of unemployed and underemployed workers. Some key findings are that over half of those displaced less than a year are unemployed, while over half displaced over a year are underemployed. Nearly one in five of those unemployed over a year have dropped out of the workforce. The report provides recommendations to help improve the retirement readiness of unemployed and underemployed individuals.
Marc Cullen, M.D., a professor of medicine at Yale University, explains that "the amount of stress you feel from your job has a lot to do with whether the job fits you -- that is, whether it matches your personality and style and other demands of your life. . . If you come home at the end of the day feeling angry, alientated, and exhausted, maybe you need more than a new job; you need a new line of work. 'The biggest problems are with a misfit.' If you're a misfit, fix it -- or you'll die trying."
Notice that he didn't say to change your personality or your style. He said to change your line of work. Find the right situation. Find a better fit.
Employee engagement in the US workforce has remained stagnant since 2000, with only 30% of employees engaged and the majority (70%) not reaching their full potential. Gallup research shows that engagement improves key performance outcomes like productivity, profitability, customer ratings and reduces absenteeism and turnover. Companies that have higher ratios of engaged to disengaged employees experience significantly higher earnings per share compared to their competitors. The report examines trends in engagement and strategies that companies can adopt to improve engagement among their employees.
State of the American Workplace Report 2013: Employee Engagement Insights for...DAVID MALAM
State of the American Workplace:
Employee Engagement Insights for U.S. Business Leaders.
The State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders report highlights findings from Gallup's ongoing study of the American workplace from 2010 through 2012.
This is a continuation of Gallup's previous report on the U.S. workplace covering 2008 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes an overview of the trend in U.S. employee engagement, a look at the impact of engagement on organizational and individual performance, information about how companies can accelerate employee engagement, and an examination of engagement across different segments of the U.S. working population.
Recommended by Business Doctors, Graz, Austria.
www.business-doctors.at
SEE FULL SUPPORTING ARTICLE AND OTHER INSIGHTS RELATING TO ENGAGEMENT, STRESS, BURNOUT PREVENTION AS AN ECONOMIC FACTOR IN OUR BLOG .................... LINK:
http://burnout-businessdoctors.blogspot.co.at/
Top 10 Public Relations Research Insights of 2015sjackson625
The document summarizes the top 10 public relations research insights of 2015 as selected by the Institute for Public Relations Board. The research topics range from how Millennials view work reputation to diversity in the PR industry. Key findings are highlighted for each study, which was chosen based on rigorous methodology, relevance to practice, and accessibility. The Board aims to present insights that uncover the science behind the art of public relations each year.
Data was collected from groups of Generation Y employees of corporate institutions, freelancers, entrepreneurs, small business workers as well as students between the ages of 16-30. Participants in the research were asked to provide basic biographical data† and then answer a series of 15 questions which pertained to their beliefs and opinions about current and past experiences and habits. These were based around Political, Economic, Social and Technological topics.
Have questions? Tweet @calomas
This document summarizes a report about a survey of nearly 4,500 job seekers in five countries regarding candidate preferences and employer branding. Some key findings include:
- Over half of candidates say an employer's brand/reputation is more important now than 5 years ago. One in five are "brand-driven" where brand is a top factor in career decisions.
- Employer-employee trust is seen as the most important aspect of an employer's brand by 80% of candidates globally.
- Younger "Millennial" candidates aged 25-34 who have 10-12 years of experience are more likely to be brand-driven than other groups.
The document is a report from the Transamerica Center for Retirement Studies that examines the retirement outlook of unemployed and underemployed workers. Some key findings are that over half of those displaced less than a year are unemployed, while over half displaced over a year are underemployed. Nearly one in five of those unemployed over a year have dropped out of the workforce. The report provides recommendations to help improve the retirement readiness of unemployed and underemployed individuals.
Marc Cullen, M.D., a professor of medicine at Yale University, explains that "the amount of stress you feel from your job has a lot to do with whether the job fits you -- that is, whether it matches your personality and style and other demands of your life. . . If you come home at the end of the day feeling angry, alientated, and exhausted, maybe you need more than a new job; you need a new line of work. 'The biggest problems are with a misfit.' If you're a misfit, fix it -- or you'll die trying."
Notice that he didn't say to change your personality or your style. He said to change your line of work. Find the right situation. Find a better fit.
Employee engagement in the US workforce has remained stagnant since 2000, with only 30% of employees engaged and the majority (70%) not reaching their full potential. Gallup research shows that engagement improves key performance outcomes like productivity, profitability, customer ratings and reduces absenteeism and turnover. Companies that have higher ratios of engaged to disengaged employees experience significantly higher earnings per share compared to their competitors. The report examines trends in engagement and strategies that companies can adopt to improve engagement among their employees.
State of the American Workplace Report 2013: Employee Engagement Insights for...DAVID MALAM
State of the American Workplace:
Employee Engagement Insights for U.S. Business Leaders.
The State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders report highlights findings from Gallup's ongoing study of the American workplace from 2010 through 2012.
This is a continuation of Gallup's previous report on the U.S. workplace covering 2008 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes an overview of the trend in U.S. employee engagement, a look at the impact of engagement on organizational and individual performance, information about how companies can accelerate employee engagement, and an examination of engagement across different segments of the U.S. working population.
Recommended by Business Doctors, Graz, Austria.
www.business-doctors.at
SEE FULL SUPPORTING ARTICLE AND OTHER INSIGHTS RELATING TO ENGAGEMENT, STRESS, BURNOUT PREVENTION AS AN ECONOMIC FACTOR IN OUR BLOG .................... LINK:
http://burnout-businessdoctors.blogspot.co.at/
Top 10 Public Relations Research Insights of 2015sjackson625
The document summarizes the top 10 public relations research insights of 2015 as selected by the Institute for Public Relations Board. The research topics range from how Millennials view work reputation to diversity in the PR industry. Key findings are highlighted for each study, which was chosen based on rigorous methodology, relevance to practice, and accessibility. The Board aims to present insights that uncover the science behind the art of public relations each year.
Facebook costing 16-34s jobs in tough economic climate
One in ten young people have been rejected for a job because of their social media profile
We have just finished the third wave of our young people’s consumer confidence (YPCC) index, which is designed to help businesses understand what young people (16-34) think about their current and future economic and employment prospects, in both developed and growth markets.
The index covers 6000 16-34 year olds across six countries and revealed some surprising results.
Impact of social media on careers
If getting a job wasn’t hard enough in this tough economic climate the survey revealed that one in ten young people have been rejected for a job because of their social media profile.
Yet worryingly the majority (two-thirds) are not concerned that their use of social media now may harm their future career prospects and are not deterred from using it.
They are also more likely to have altered their social media profile to look good to their friends, as opposed to prospective employers.
Better education of the impact of social media is needed, to ensure young people are not making it even harder for themselves to get on the career ladder.
Consumer confidence
At the top line level consumer confidence levels amongst young people in growth markets are twice as high as the UK and US.
Young Chinese and Nigerian consumers have the overall highest confidence levels, indexing at 39, followed closely by Brazil (37) then India (37). In comparison, Britons index at just 16 and the US at 19.
Future employment
Confidence in growth markets is fuelled by optimism about their future employment prospects, with 88% firmly believing they will get a better education than their parent’s vs their counterparts in developed markets (64%). They are also more confident about earning a higher salary (89%) where as young people in developed markets are less certain (60%).
This document summarizes a report about "boomerang workers" or retirees returning to the workforce. It finds that over 1/3 of global candidates perceive ageism as a barrier to their careers. Perceptions of ageism vary by country, with over half of candidates in Mexico seeing it as a challenge. While ageism remains an issue, some companies are addressing talent shortages by hiring retirees. The document outlines some advantages of hiring boomerang workers, such as cultural competence, institutional knowledge, and flexibility. It provides seven strategies for companies to develop talent pools of boomerang workers, such as emphasizing flexibility, leveraging referrals, and targeted outreach.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
Gallup report: State of the American WorkplaceAgustin Varela
U.S. workers are increasingly confident and ready to leave their jobs. A record 47% say now is a good time to find a quality job, and 51% are actively looking or watching for openings. While the job market has improved overall, not all workers have benefited, as many lack skills for in-demand roles or struggle financially even with full-time work. Organizations must adapt to attract and retain talented employees, as workers now have more options and are willing to search until they find an exceptional workplace that meets their needs and values.
Three key insights about what high tech professionals in the US and Canada want from recruiters:
1. 65% of high tech professionals are passive candidates, meaning they are open to new opportunities but not actively job searching.
2. The top three factors that would entice high tech professionals to accept a new job are better compensation, improved work-life balance, and ability to make an impact.
3. When first contacted by recruiters, high tech professionals want to understand why the recruiter believes they are a good fit for the role.
This document summarizes the key findings of a survey of nearly 4,500 job seekers in 5 countries conducted by ManpowerGroup Solutions. Some of the main trends found include:
- Candidates see "type of work" as equally or more important than compensation when making career decisions.
- Candidates increasingly do their own online research and apply directly instead of relying solely on recruiters.
- Company brand reputation is important, especially for younger candidates.
- Over 1/3 of candidates see themselves as "continuous candidates" who are always looking for next opportunities.
The document summarizes a study conducted by Gallup and Purdue University that surveyed over 30,000 college graduates across the U.S. to examine the relationship between the college experience and graduates having great jobs and great lives. It finds that only 30% of U.S. workers are engaged in their jobs, and 29% of Americans are not thriving in any of the key elements of well-being like purpose, social relationships, financial security, community, and physical health. The study aims to provide insights for colleges on improving student outcomes and lives in these areas.
The document discusses findings from a study of over 30,000 college graduates conducted by Gallup and Purdue University. Some key findings include:
- Only 39% of college graduates are engaged in their jobs, while experiences during college like having caring professors and meaningful internships more than double graduates' odds of being engaged.
- About half of graduates are thriving in areas like social well-being and community well-being, while only 11% are thriving in all areas measured. Experiences like feeling supported in college are linked to higher well-being.
- Only 29% of graduates strongly feel their college prepared them well for life, but this sentiment is linked to much higher odds of being thriving and attached to their al
For over a decade the Chartered Institute of Public Relations
(CIPR) has conducted industry-wide research exploring issues
and challenges facing the public relations profession.
We use this data to report on trends and provide industry leading insights on topics including where practitioners work, what they do, how much they earn, and much more.
This year’s study provides a focus on how the industry is
adapting to life beyond the pandemic and what this has meant to those working in the profession.
This document provides a 3-paragraph summary of a report on the state of the global workplace:
The summary states that 85% of employees worldwide are disengaged from their jobs. It then discusses two regional sections from the full report - Western Europe and Eastern Europe. For Western Europe, it notes the low employee engagement levels across countries in the region, especially relative to more engaged workforces like the US. For Eastern Europe, it discusses challenges like brain drain and low perceptions that hard work leads to advancement, as well as the region's low employee engagement rates. The summary concludes by emphasizing the importance of management practices in developing human capital and engagement to address productivity problems.
This document summarizes the key findings of a study on workforce preparedness among millennials commissioned by Bentley University. The study surveyed over 3,100 people from various stakeholder groups. It found both agreement and discrepancies in how preparedness is defined. While most see a college degree as valuable, there are misperceptions about its guarantee of success. Recent college graduates demonstrate self-awareness by grading their own preparedness critically. While stakeholders generally grade recent graduates' preparedness poorly, parents view their own children more positively. The lack of preparedness is seen as a real problem impacting individuals, businesses, and the economy.
J U N E 8 , 2 0 1 7!3 Trends That Will Disrupt Your .docxchristiandean12115
J U N E 8 , 2 0 1 7
!
3 Trends That Will Disrupt Your Workplace
Forever
by Andrew Dugan and Bailey Nelson
Story Highlights
Many millennials don't stay with their company for the long term
The AI revolution is here, and leaders are unprepared for it
Amid many changes, workplace planning and forecasting are increasingly vital
The "future of work" has become a much-hyped topic as change permeates the U.S. workplace.
Millennials view work in markedly different ways than the generations before them did, and
technology and artificial intelligence (AI) are rewriting workflows.
Understandably, these rapid changes leave leaders wondering: What will workplaces look like in the
future, and how are those differences affecting my workplace now?
Leaders are smart to ask these questions because with change comes the need to adapt -- and
leaders don't want to find out the hard way that their workplace management strategies are no
longer effective.
Gallup has been studying the American workplace for decades. Our recent research has uncovered
three disruptive workplace trends that demand leaders' focus and innovative strategies sooner
rather than later:
1. Millennials now represent the largest generation in the U.S. workforce -- and many don't
stay with their company for the long term.
For most employers, millennials now outnumber employees from the Generation X and baby
boomer generations. Millennial workers have a lot to offer, including more diversity, tech savviness
and a fresh perspective. The trick is getting them to stay with your company.
Gallup's 2016 How Millennials Want to Work and Live report revealed that 21% of millennials -- more
than three times the number of non-millennials -- switched jobs in the last year. Gallup also found
that only half of millennials strongly agree that they plan to be working at their current company in
one year.
But compared with those from other generations, millennials are as satisfied or more satisfied with
nearly all aspects of their job. Gallup uncovered this trend in a recent analysis of three overarching
job aspects: the tangible rewards a job brings, the demands a job imposes on a person and the
opportunities a job offers.
Satisfaction With Aspects of Job, by Generation
% saying "completely satisfied" with aspect of job
Gen Xers and baby boomers Millennials
% %
TANGIBLE REWARDS
Vacation time 61 52
Health insurance benefits 40 44
Retirement plan company offers 39 43
Amount of money you earn 32 34
DEMANDS JOB REQUIRES
On-the-job stress 30 28
Amount of work required of you 53 56
Flexibility of your hours 65 59
OPPORTUNITY JOB OFFERS
Chances for promotion 43 40
http://www.gallup.com/reports/199961/state-american-workplace-report-2017.aspx?utm_source=gbj&utm_medium=copy&utm_content=20170608-gbj
http://www.gallup.com/businessjournal/194204/millennials-job-hoppers-not.aspx?&utm_source=link_newsv9&utm_campaign=item_211799&utm_medium=copy
http://www.gallup.com/reports/189830/millennials-work-liv.
Dois terços dos Millennials desejam deixar até 2020 as organizações onde trabalham atualmente. As empresas devem ajustar-se às melhores formas de fomentar a lealdade dos Millennials, sob o risco de perderem uma elevada percentagem da sua força de trabalho.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
State of the global workplace gallup report 2017Américo Roque
Relatório demonstra o que impulsiona o comportamento dos funcionários e como líderes e organizações podem aumentar a produtividade na visão de 155 países.
State of the Global Workplace - Gallup Report (2017)Adrian Boucek
Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low?
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Facebook costing 16-34s jobs in tough economic climate
One in ten young people have been rejected for a job because of their social media profile
We have just finished the third wave of our young people’s consumer confidence (YPCC) index, which is designed to help businesses understand what young people (16-34) think about their current and future economic and employment prospects, in both developed and growth markets.
The index covers 6000 16-34 year olds across six countries and revealed some surprising results.
Impact of social media on careers
If getting a job wasn’t hard enough in this tough economic climate the survey revealed that one in ten young people have been rejected for a job because of their social media profile.
Yet worryingly the majority (two-thirds) are not concerned that their use of social media now may harm their future career prospects and are not deterred from using it.
They are also more likely to have altered their social media profile to look good to their friends, as opposed to prospective employers.
Better education of the impact of social media is needed, to ensure young people are not making it even harder for themselves to get on the career ladder.
Consumer confidence
At the top line level consumer confidence levels amongst young people in growth markets are twice as high as the UK and US.
Young Chinese and Nigerian consumers have the overall highest confidence levels, indexing at 39, followed closely by Brazil (37) then India (37). In comparison, Britons index at just 16 and the US at 19.
Future employment
Confidence in growth markets is fuelled by optimism about their future employment prospects, with 88% firmly believing they will get a better education than their parent’s vs their counterparts in developed markets (64%). They are also more confident about earning a higher salary (89%) where as young people in developed markets are less certain (60%).
This document summarizes a report about "boomerang workers" or retirees returning to the workforce. It finds that over 1/3 of global candidates perceive ageism as a barrier to their careers. Perceptions of ageism vary by country, with over half of candidates in Mexico seeing it as a challenge. While ageism remains an issue, some companies are addressing talent shortages by hiring retirees. The document outlines some advantages of hiring boomerang workers, such as cultural competence, institutional knowledge, and flexibility. It provides seven strategies for companies to develop talent pools of boomerang workers, such as emphasizing flexibility, leveraging referrals, and targeted outreach.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
Gallup report: State of the American WorkplaceAgustin Varela
U.S. workers are increasingly confident and ready to leave their jobs. A record 47% say now is a good time to find a quality job, and 51% are actively looking or watching for openings. While the job market has improved overall, not all workers have benefited, as many lack skills for in-demand roles or struggle financially even with full-time work. Organizations must adapt to attract and retain talented employees, as workers now have more options and are willing to search until they find an exceptional workplace that meets their needs and values.
Three key insights about what high tech professionals in the US and Canada want from recruiters:
1. 65% of high tech professionals are passive candidates, meaning they are open to new opportunities but not actively job searching.
2. The top three factors that would entice high tech professionals to accept a new job are better compensation, improved work-life balance, and ability to make an impact.
3. When first contacted by recruiters, high tech professionals want to understand why the recruiter believes they are a good fit for the role.
This document summarizes the key findings of a survey of nearly 4,500 job seekers in 5 countries conducted by ManpowerGroup Solutions. Some of the main trends found include:
- Candidates see "type of work" as equally or more important than compensation when making career decisions.
- Candidates increasingly do their own online research and apply directly instead of relying solely on recruiters.
- Company brand reputation is important, especially for younger candidates.
- Over 1/3 of candidates see themselves as "continuous candidates" who are always looking for next opportunities.
The document summarizes a study conducted by Gallup and Purdue University that surveyed over 30,000 college graduates across the U.S. to examine the relationship between the college experience and graduates having great jobs and great lives. It finds that only 30% of U.S. workers are engaged in their jobs, and 29% of Americans are not thriving in any of the key elements of well-being like purpose, social relationships, financial security, community, and physical health. The study aims to provide insights for colleges on improving student outcomes and lives in these areas.
The document discusses findings from a study of over 30,000 college graduates conducted by Gallup and Purdue University. Some key findings include:
- Only 39% of college graduates are engaged in their jobs, while experiences during college like having caring professors and meaningful internships more than double graduates' odds of being engaged.
- About half of graduates are thriving in areas like social well-being and community well-being, while only 11% are thriving in all areas measured. Experiences like feeling supported in college are linked to higher well-being.
- Only 29% of graduates strongly feel their college prepared them well for life, but this sentiment is linked to much higher odds of being thriving and attached to their al
For over a decade the Chartered Institute of Public Relations
(CIPR) has conducted industry-wide research exploring issues
and challenges facing the public relations profession.
We use this data to report on trends and provide industry leading insights on topics including where practitioners work, what they do, how much they earn, and much more.
This year’s study provides a focus on how the industry is
adapting to life beyond the pandemic and what this has meant to those working in the profession.
This document provides a 3-paragraph summary of a report on the state of the global workplace:
The summary states that 85% of employees worldwide are disengaged from their jobs. It then discusses two regional sections from the full report - Western Europe and Eastern Europe. For Western Europe, it notes the low employee engagement levels across countries in the region, especially relative to more engaged workforces like the US. For Eastern Europe, it discusses challenges like brain drain and low perceptions that hard work leads to advancement, as well as the region's low employee engagement rates. The summary concludes by emphasizing the importance of management practices in developing human capital and engagement to address productivity problems.
This document summarizes the key findings of a study on workforce preparedness among millennials commissioned by Bentley University. The study surveyed over 3,100 people from various stakeholder groups. It found both agreement and discrepancies in how preparedness is defined. While most see a college degree as valuable, there are misperceptions about its guarantee of success. Recent college graduates demonstrate self-awareness by grading their own preparedness critically. While stakeholders generally grade recent graduates' preparedness poorly, parents view their own children more positively. The lack of preparedness is seen as a real problem impacting individuals, businesses, and the economy.
J U N E 8 , 2 0 1 7!3 Trends That Will Disrupt Your .docxchristiandean12115
J U N E 8 , 2 0 1 7
!
3 Trends That Will Disrupt Your Workplace
Forever
by Andrew Dugan and Bailey Nelson
Story Highlights
Many millennials don't stay with their company for the long term
The AI revolution is here, and leaders are unprepared for it
Amid many changes, workplace planning and forecasting are increasingly vital
The "future of work" has become a much-hyped topic as change permeates the U.S. workplace.
Millennials view work in markedly different ways than the generations before them did, and
technology and artificial intelligence (AI) are rewriting workflows.
Understandably, these rapid changes leave leaders wondering: What will workplaces look like in the
future, and how are those differences affecting my workplace now?
Leaders are smart to ask these questions because with change comes the need to adapt -- and
leaders don't want to find out the hard way that their workplace management strategies are no
longer effective.
Gallup has been studying the American workplace for decades. Our recent research has uncovered
three disruptive workplace trends that demand leaders' focus and innovative strategies sooner
rather than later:
1. Millennials now represent the largest generation in the U.S. workforce -- and many don't
stay with their company for the long term.
For most employers, millennials now outnumber employees from the Generation X and baby
boomer generations. Millennial workers have a lot to offer, including more diversity, tech savviness
and a fresh perspective. The trick is getting them to stay with your company.
Gallup's 2016 How Millennials Want to Work and Live report revealed that 21% of millennials -- more
than three times the number of non-millennials -- switched jobs in the last year. Gallup also found
that only half of millennials strongly agree that they plan to be working at their current company in
one year.
But compared with those from other generations, millennials are as satisfied or more satisfied with
nearly all aspects of their job. Gallup uncovered this trend in a recent analysis of three overarching
job aspects: the tangible rewards a job brings, the demands a job imposes on a person and the
opportunities a job offers.
Satisfaction With Aspects of Job, by Generation
% saying "completely satisfied" with aspect of job
Gen Xers and baby boomers Millennials
% %
TANGIBLE REWARDS
Vacation time 61 52
Health insurance benefits 40 44
Retirement plan company offers 39 43
Amount of money you earn 32 34
DEMANDS JOB REQUIRES
On-the-job stress 30 28
Amount of work required of you 53 56
Flexibility of your hours 65 59
OPPORTUNITY JOB OFFERS
Chances for promotion 43 40
http://www.gallup.com/reports/199961/state-american-workplace-report-2017.aspx?utm_source=gbj&utm_medium=copy&utm_content=20170608-gbj
http://www.gallup.com/businessjournal/194204/millennials-job-hoppers-not.aspx?&utm_source=link_newsv9&utm_campaign=item_211799&utm_medium=copy
http://www.gallup.com/reports/189830/millennials-work-liv.
Dois terços dos Millennials desejam deixar até 2020 as organizações onde trabalham atualmente. As empresas devem ajustar-se às melhores formas de fomentar a lealdade dos Millennials, sob o risco de perderem uma elevada percentagem da sua força de trabalho.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
State of the global workplace gallup report 2017Américo Roque
Relatório demonstra o que impulsiona o comportamento dos funcionários e como líderes e organizações podem aumentar a produtividade na visão de 155 países.
State of the Global Workplace - Gallup Report (2017)Adrian Boucek
Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low?
-I am unable to accept emailed exams or late exams. No exception.docxgertrudebellgrove
-I am unable to accept emailed exams or late exams. No exceptions.
-For technical issues you would need to go through tech support.
-Turn in work early to avoid technical issues. Technical issues are not a valid reason for failing to submit work.
-Make sure to research the exam drop box and where to find it a week or more ahead.
-Make sure to read all announcements and most importantly around exam times.
-The Professor has 2-3 days to grade the exam and once graded you need to check your grade book. I do not release exam grades via email.
-For any directions only contact your Professor, DO NOT use “all student” email to email other students because this only confuses them and points will be deducted as well as violations of the course policies
--Most exams you are given a FULL WEEK to complete. I also indicate day one of the course what the exam will cover and include. Do not email me the last minute to turn in work or ask any questions. I may not be available the hour before an exam so it is important to plan ahead.
- Review the sample exam to gain an A. Follow the length, and structured, apply APA format and go in depth. It is not too rough but points are deducted for failing to following the samples.
-Please do BOTH (1) copy and paste your work into the dropbox comment are or area provided, PLUS (2) attach the file. PLEASE DO BOTH. For attachments it must be in word. If it is any other format, or I am unable to open the file (such as word perfect) a 0 (zero) will be granted and no re-submissions will be allowed)
-See your course due dates for any dates as well as announcements. These are set and well planned week 1.
-Do not use work you previously submitted this term or a past one, do not work with anyone and do not plagiarize. This will result in a 0/F and I want you to gain an A!
-1 page each question, APA format.
-Keep an eye on your gradebook for grades. I am unable to respond to “confirm” if it is submitted or not, you can do so with tech support if needed.
NOTE +++IF YOUR TEXT DOES NOT HAVE END OF CHAPTER QUESTIONS, YOU MAY SUMMARIZE EACH CHAPTER IN DEPTH, THAT MEANS ALL CHAPTERS 7,8,9,10,11,12
EXAM worth 25 points.
READ ALL OF THE DIRECTIONS OR POINTS WILL BE DEDUCTED.
Grades will be final and I will not discuss the grade or
change a grade under any circumstances.
Work alone.
IMPORTANT NOTES:
Feel free to attach and/or copy and paste the work into the provided drop box.
No emailed papers will count.
IF YOUR CLASS HAS A DROPBOX THAT IS THE MAIN AREA TO SUBMIT THE EXAM
If I cannot open it I will not GRADE IT.
I will not accept ANY late work for exams.
FOLLOW THE DATES IN THE SYLLABUS ONLY!
YOU HAVE till the date listed on the syllabus to email it back to me. Good luck!
USE APA FORMAT
Please email me with any questions. DO NOT WORK WITH ANYONE! Put time into it and go IN DEPTH!
Please apply Primary sources, journals, articles, etc.
The Midterm is essay/short answer. Use the readings, the discussion .
-delineate characteristics, prevalence of exceptionality-evalua.docxgertrudebellgrove
-delineate characteristics, prevalence of exceptionality
-evaluate causes and concerns of each exceptionality
-critique and analyses component of the IEP
-identify and analyze instructional assessment and strategies to the individual with the exceptional needs
Follow the rubs. 4 DOUBLE SPACE with running head
.
-1st play name is READY STEADY YETI GO-2nd play name is INTO .docxgertrudebellgrove
-1st play name is "READY STEADY YETI GO"
-2nd play name is "INTO THE WOODS "
REVIEW PAPER GUIDELINES (3 pages,
Essay format) Introduction
Plot
What happens?
E.g., “Mother Courage follows the misadventures of Courage and her children over a ten year period during the 100 Years War...”
How does it happen?
E.g., “The play is built in a series of episodes, alternating personal struggles against a backdrop of the larger social/political struggles.”
What does it mean?
A one-two sentence that captures the essence of the action. In the case of Epic Theatre, this statement is primarily about the intended “lesson” of the play. E.g., “MC is about how capitalism inevitably leads to the corruption then destruction of society—from nations to families.”
Rhythm
Flow of the plots?
Character
Main character Description
E.g., “Courage is a middle-aged mother of three who will stop at nothing to exploit the financial opportunities she encounters. Her role in the play is ‘survivor.’ Her character is the ‘anti-mom’—a woman who sees her children (and other human beings) as a collection of debits and credits.”
Second Character Description
Thought—what are the ideas in the play
e.g., Mother Courage looks at the intersection of war and commerce and how one feeds off the other, to the destruction of land, civilization, and families. The ideas arise out of the work of Karl Marx. Summarize--
Historical (Where and When) Philosophical (What & Why)
Diction--
Summarize the language the playwright uses. How do the characters speak?
E.g., prose, poetry, cliché, long speeches, short, etc.?
7 of 8
Music—
is more than song, but the SOUND of the play. Describe the aural environment created and executed in the production.
Spectacle
—describe the visual environment of light and scenery created for the production, and their execution and relevance (e.g., it could look great but mean nothing, or it could look terrible but somehow it works!)
Conclusion
A paragraph about your particular feelings about the play—did it engage you? Were you changed, even a little? Goethe asked three questions—What was it trying to do? How well was it done? Was it worth doing? Answer these questions.
.
-6th-Edition-Template-without-Abstract.dotWhat are Heuristics .docxgertrudebellgrove
-6th-Edition-Template-without-Abstract.dot
What are Heuristics and can it lead to bias?
Why is Maslow's Hierarchy a basic psychological stable? (Watch the video for better understanding and cite it)
How does FEAR keep you alive? (See emotions and feelings video)
Please write 300 or more words and APA to address the above concepts for week four.
.
- write one 5-7 page paper about All forms of Euthanasia are moral..docxgertrudebellgrove
- write one 5-7 page paper about All forms of Euthanasia are moral.
- Argumentative/Persuasive paper structure
- Include an introduction and conclusion. The main points of your paper should be identified in
the introduction.
- include at least three arguments to support the position
- Include at least one opposing argument against your topic
- times new roman font
- double spaced
- 12 point font size
- work cited page
.
-1st Play name is BERNHARDTHAMLET -2nd Play name is READY ST.docxgertrudebellgrove
-1st Play name is "BERNHARDT/HAMLET "
-2nd Play name is "READY STEADY YETI GO"
PREVIEW PAPER GUIDELINES
1. Title of Show
2. Playwright (and, if musical, Composer, Librettist)
3. Creative Team: Lead actors, Director, Designers (if musical, Choreographer and Music Director)
4. Venue: Broadway, Off-Broadway, College, etc. (incl. # of seats, cost of a regular ticket
5. Audience: (that is, what demographic is the production trying to attract?) Whom do you think would come and enjoy the performance?
Substantiate this claim by citing advertising evidence--type of ad, where it is advertised (e.g., NY Times, TimeOut New York, Internet, radio)
6. In one sentence, what's the story about?
7. In three sentences, what is your expectation? E.g., Deliriously excited? Modestly intrigued? Morbidly curious? Apathetic? Anxiously anticipating? Horrifically terrified? Dolefully dreading? And why?
.
. 1. Rutter and Sroufe identified _____________ as one of three impo.docxgertrudebellgrove
. 1. Rutter and Sroufe identified _____________ as one of three important areas of focus in the future of developmental psychopathology.
A. How cause and effect underlie childhood disorders
B. The role of the media in the life of the modern child.
C. Creating a stricter definition of normal behavior.
D. Fetal development’s influence on childhood behavior
2. Which of the following questions is not appropriate on a mental status exam?
A. What’s four times five?
B. Who’s the current president of the United States?
C. What day of the week is it today?
D. Who wrote the Harry Potter books?
3. State laws can influence decision making in all the following ways, except
A. who can legally provide consent for the child.
B. beneficence and maleficence
C. timelines for reporting suspected child abuse
D. custodial versus noncustodial parental rights
4. The transactional model was developed to
A. illustrate how even very disabled children are able to adapt to their environments.
B. analyze exactly which characteristics are passed from a caregiver to a child.
C. predict the future of a child’s development by analyzing past events and behaviors.
D. show how a child adapts to an environment and how the environment changes as a result.
5. All of the following are true concerning the APA 10 ethical standards except
A. the standards were useful in past decades but are no longer useful.
B. the standards address appropriate advertising and displays of public information.
C. the standards address matters pertaining to research and publication.
D. the standards assist professionals to resolve ethical issues.
6. Which of the following is true regarding the age of majority?
A. It’s 18 in 34 of the U.S. States.
B. It’s 19 years in all Canadian provinces.
C. It’s 18 years of age in every USA State
D. It’s not an important consideration for psychologists working with children.
7. In the context of Sue’s 2006 article on cultural competent treatment, gift giving refers to
A. giving a token gift to the client
B. rules about barbering
C. accepting a gift from the client
D. gifts of therapy, such as reduced tension
8. Which of the following is one of the guiding principle of the American Psychological Association (APA).
A. Generosity
B. Duplicity
C. Felicity
D. Integrity
9. Mash and Wolfe (2002) suggest three goals of assessment . Which of the following is not one of the goals?
A. Diagnosis
B. Treatment planning
C. Prognosis
D. Research
10. Using the K-3 Paradigm involves knowledge of
A. brain chemistry
B. the Diagnostic and Statistical Manual of Mental Disorders
C. a child’s family medical history
D. developmental expectations
12. Which of the following is true regarding a functional behavioral assessment?
A. An FBA assesses the degree to which a behavior exists.
B. An FBA is norms-based.
C. The FBA was developed to analyzed why a behavior exists.
D. The use of FBA has been discouraged by the American Psycholo.
-Prior to the Civil War, how did the (dominant) discourse over the U.docxgertrudebellgrove
-Prior to the Civil War, how did the (dominant) discourse over the United States’ future reach a crisis point? What were the arguments regarding the Constitutionality of slavery and notions of citizenship? How did relative definitions of liberty/freedom/equality become irreconcilable?
.
- Using the definition Awareness of sensation and perception to ex.docxgertrudebellgrove
- Using
the definition Awareness of sensation and perception to explain why or why not dolphins have consciousness
!
-
two to three paragraph explanation
-
Specify the definition you are using.
Then demonstrate appropriate application of that definition.
- You should describe the creature you are exploring and its behavior for those unfamiliar with it.
- Stick to behaviors that are relevant to whether the creature has consciousness or not under your chosen definition.
- The behavior must be observable! You declaring that a creature "looks fearful/happy/sad" is not on observation, it's an opinion.
- Present arguments that illustrates your position.
* For example, "Research has shown (citation if available can help) that Orangutans can recognize themselves in the mirror and realize the image they see is a reflection of themselves. This suggests they have awareness of their themselves as separate from the environment and others."
.
- should include an introduction to the environmental issue and its .docxgertrudebellgrove
- should include an introduction to the environmental issue and its location
- next portion should be about the opposing views (atleast 3 cons. and 3 possible solutions to the cons) The cons needs to be focused on the environmental impact of the problem, not just how it's affecting humans. What is it doing to the ecosystems?
- must be 4 pages double-spaced not including references and include in-text citation
-not opinion based!!
.
- FIRST EXAM SPRING 20201. Describe how the view of operations.docxgertrudebellgrove
- FIRST EXAM SPRING 2020
1. Describe how the view of operations as a process can be applied to the following:
a. Acquisition of another company
b. Marketing Research for a New Product
c. Design of an Information System
2. An operations manager was heard complaining
“My boss never listens to me ----- all the boss wants from me is to avoid making waves. I rarely get any capital to improve operations. Also, we do not have weekly, biweekly or even monthly meetings with our product managers, supply chain department, customer service or the sales department. We only meet with the accounting and finance departments when there are issues with the monthly budgets. Furthermore, our department has interacted with information service department about four times in past fiscal year”
Please assess the following:
a. Whether this business has a business strategy ?
b. Does it have an operations strategy?
c. What would you recommend?
3. Firm A has recorded the following costs in 2018:
Incoming materials and inspection $20,000
Training of Personnel $40,000
Warranty $45,000
Process Planning $15,000
Scrap $13,000
Quality Laboratory $30,000
Rework $25,000
Allowances $10,000
Complaints $14,000
a. What are the Prevention, Appraisal, Internal Failure and External Failure costs?
b. What inferences can you draw on Quality Measures taken by Firm A?
c. What would you recommend to improve quality programs in Firm A?
d. What initiatives should Firm A implement for 2019 and 2020?
4. Please explain the House of Quality (QFD) as discussed in class.
5. A certain process is under statistical control and has a mean value of 130 and a standard deviation of 8. The specifications for the process are:
a. USL (upper specification limit) = 150
b. LSL(lower specification limit) =100
a. Calculate the cp and cpk
b. Which of these indices is a better measure of process capability and why?
c. Assuminng a normal distribution what percentage of output is expected to fall ourside the specification. Why is it important to know this?
d. What would you recommend?
2
Chapter 7
Government Ethics
and the Law
William A. Myers, Ph.D.
Learning Objectives (1 of 2)
• Describe some of the reasons why there has
been a loss of trust in government.
• Explain the purpose of various government
committees on ethics.
• Discuss how public policy protects the rights of
citizens.
Learning Objectives (2 of 2)
• Describe federal laws designed to protect each
individual’s rights.
• Explain the concept of political malpractice.
• Understand the importance of ethics in public
service.
Let every American, every lover of liberty, every
well wisher to his posterity, swear by the blood
of the Revolution, never to violate in the least
particular, the laws of the country; and never to
tolerate their violation by others.
—Abraham Lincoln
Executive Branch:
U.S. Office of Government Ethics
• Exercises leadership .
- Considering the concepts, examples and learning from the v.docxgertrudebellgrove
- Considering the concepts, examples and learning from the various modules you have attended this year, summarise and reflect on in a critical way what you think are the key elements (both internal and external to businesses) that organisations should consider to develop and grow responsibly and effectively in today’s economy.
.
- Discuss why a computer incident response team (CIRT) plan is neede.docxgertrudebellgrove
- Discuss why a computer incident response team (CIRT) plan is needed, and its purpose.
- Why are the roles and responsibilities important to be listed and kept updated for a CIRT plan.
- Connect the dots: Discuss your understanding of the CIRT incident handling procedures, the role policies play, and the importance of communication escalation procedures.
- What are some best practices for implementing a CIRT plan? Do some personal research to answer this questions.
.
- Discuss why a computer incident response team (CIRT) plan is n.docxgertrudebellgrove
- Discuss why a computer incident response team (CIRT) plan is needed, and its purpose.
- Why are the roles and responsibilities important to be listed and kept updated for a CIRT plan.
- Connect the dots: Discuss your understanding of the CIRT incident handling procedures, the role policies play, and the importance of communication escalation procedures.
- What are some best practices for implementing a CIRT plan? Do some personal research to answer this questions.
.
- 2 -Section CPlease write your essay in the blue book.docxgertrudebellgrove
- 2 -
Section C
Please write your essay in the blue book.
Write an informal narrative about "some" composing process of yours. Essentially, you will write a Reflective Self-Evaluation of yourself as a college writer. What exactly does that mean? It requires you to:
a. look back over a recently completed process
b. think reflectively about that process
c. critically evaluate what went well, what didn’t go well, or what you might have done differently
As the aforementioned examples suggest, reflective writing is writing that describes, explains, interprets, and evaluates any past performance, action, belief, feeling, or experience. To reflect is to turn or look back, to reconsider something in the past from the perspective of the present. So, in your final essay, you will reflect and make an evaluation of your experience in this course.
Remember, reflection involves multiple angles of vision. Just as light waves are thrown or bent back from the surface of a mirror, so, too, reflective writing throws our experience, action, or performance back to us, allowing us to see differently. We view the past from the angle of the present, what was from the angle of what could have been or what might be. Multiplying your angle of vision through reflection often yields new insights and more complicated (complex) understanding of the issue on which you are reflecting.
Professors generally look for four kinds of knowledge in reflective self-evaluation essays: self-knowledge, content knowledge, rhetorical knowledge, and critical knowledge (aka judgment). Following are ideas for each of these types of knowledge, which may be used to generate ideas for your essay. Choose only a few of the questions to respond to, questions that allow you to explain and demonstrate your most important learning for the course.
You may write about your composing process for academic papers or creative genres or a combination of both. Reflect as thoroughly as possible upon your writing process and explain it. Your narrative should include whatever you DO when you write, as well as whatever you DO when you compose. Composing should be understood in the broad sense, i.e. composing goes on in your mind when you are cleaning your refrigerator, mowing your grass, etc. It also occurs when you are researching, taking notes, or procrastinating. In essence you are NEVER NOT composing something. So the key to your reflections is to include everything you do that makes a difference in your writing, from having to use a certain pen, to listening to music or sitting in the library. Both your formal and informal processes impact the way you produce a written work, if you use a formal method of note taking or outlining, if you compose on the computer or with pen and paper explore any and all of these activities that are helpful to you in your process. Explore all possible aspects that apply. This is a useful exercise for now and for you to revisit and revise in the future .
- Confidence intervals for a population mean, standard deviation kno.docxgertrudebellgrove
- Confidence intervals for a population mean, standard deviation known
- Confidence intervals for a population mean, standard deviation unknown
-Confidence intervals for population proportion
- Confidence intervals for a standard deviation
.
) Create a new thread. As indicated above, select two tools describ.docxgertrudebellgrove
) Create a new thread. As indicated above, select two tools described in chapter 7 from different categories, and describe how these tools could be used to develop a policy for optimizing bus and local train schedules to minimize energy use and passenger wait times in a SmartCity environment.
tools
•Visualization
•Argumentation
•eParticipation
•Opinion mining
•Simulation
•Serious games
•Tools specifically designed for policy makers
•Persuasive
•Social network analysis (SNA)
•Big data analytics
•Semantics and linked data
.
(Write 3 to 4 sentences per question) 1. Describe one way y.docxgertrudebellgrove
(Write 3 to 4 sentences per question)
1.
Describe one way you can leverage any strengths you have in research and information literacy to promote your success.
Consider successes, lessons learned, or skills you have gained as a result of your past academic, personal, or professional experiences.
2.
1.
Why do you think it is important to use source materials to support your viewpoints?
Why is it important that the sources you use in your coursework be scholarly sources?
.
( America and Venezuela) this is a ppt. groups assignment. Below is .docxgertrudebellgrove
( America and Venezuela) this is a ppt. groups assignment. Below is my part.
Explain how an American would apply the knowledge of verbal and nonverbal communication to foster effective cross-cultural communication within the selected country.
Lastly, summarize how cultural differences affect cross-cultural communications.
.
++ 2 PAGES++Topic Make a bill to legalize all felon has the rig.docxgertrudebellgrove
++ 2 PAGES++
Topic: Make a bill to legalize all felon has the right to vote with no condition (become a green state) https://www.aclu.org/issues/voting-rights/voter-restoration/felony-disenfranchisement-laws-map
Guideline: **only do part 2 (3-55)** follow guideline on this website: https://leg.wa.gov/CodeReviser/Documents/2019BillDraftingGuide.pdf
additional websites (or you can search more info beside the websites i provide):
https://www.sos.wa.gov/elections/voters/felons-and-voting-rights.aspxhttps://www.sos.wa.gov/elections/voter-eligibility.aspx
.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
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Walmart Business+ and Spark Good for Nonprofits.pdf
!J U N E 9 , 2 0 1 6Americans Remain RelativelyOpt.docx
1. !
J U N E 9 , 2 0 1 6
Americans Remain Relatively
Optimistic About Job Market
BY J U S T I N M C C A R T H Y
S TO R Y H I G H L I G H T S
Forty-three percent say it's a "good time" to find a job
Half of employed Americans say it's a good time
12/4/19, 4:47 PM
Page 1 of 7
Full-time employees, students most upbeat about job market
WASHINGTON, D.C. -- Forty-three percent of Americans say it
is a good time to
find a quality job. While this reading is similar to the 40% to
45% recorded in
2016 so far, it is on the high end of Gallup's trend since 2001.
The percentage
saying it is a good time to find a quality job has ranged from a
low of 8% in 2009
and 2011 to a high of 48% in January 2007.
Americans' perceptions of the U.S. job market bottomed out
after the Great
2. Recession but steadily rebounded from 2012 to 2014, reaching a
recent high of
45% in January 2015. Since then, the percentage saying now is
a good time to
find a quality job has hovered around 40%, similar to levels
seen in 2006 and
2007.
12/4/19, 4:47 PM
Page 2 of 7
The latest Bureau of Labor Statistics employment report
released on June 3
raised concerns about the health of the job market. That report
came out while
the latest update on Gallup's quality job question was in the
field from June 1-5.
An analysis of responses by day of interview shows that
Americans were just as
positive about the job market after the report's release as they
were before it.
Employed Adults More Optimistic Than Nonworking Adults
About Job Market
Views of the job market vary significantly by employment
status. While half of
employed Americans (51%) say it is a "good time" to find a
quality job, only a
third of adults who are not currently working (33%) say it is a
ripe time for job
seekers.
In 2013, employed and unemployed adults' views of the job
3. market were similar.
Both working and nonworking adults have grown more
optimistic about the job
market, but confidence has picked up much more among the
employed.
12/4/19, 4:47 PM
Page 3 of 7
Employed Americans' more positive evaluation of the job
market is consistent
with employed Americans' solid gains in perceptions of hiring
in their workplaces
over the past seven years.
Full-Time Workers, Students Most Positive About Job Market
Confidence in the job market also varies by subgroup within the
category of
those who are employed. Full-time employed Americans are
much more likely
than part-time employees to say it is a good time to find a
quality job, 50% vs.
39%, respectively. These data are based on combined responses
from 2015
and 2016 so far.
Students (51%), who may expect to land a job upon completion
of their
education, seem to share the same optimism for the job market
as those who
already have a full-time job. Meanwhile, 36% of unemployed
job seekers say it is
a good time to find a job.
4. Optimism is lower among other nonworking adults, including
the retired (31%),
disabled (29%) and the unemployed who are not actively
looking for a job (28%).
Percentage in U.S. Saying Now Is a Good Time to Find a
Quality Job, by Employment
Situation
Yes
%
Employed full time 50
Employed part time 39
Student 51
Unemployed but looking for work 36
Homemaker 35
Retired 31
Disabled 29
12/4/19, 4:47 PM
Page 4 of 7
Bottom Line
The dismal BLS employment report for May seems to have done
little to shake
Americans' views about the job market, with the percentage of
Americans
saying it is a good time to find a quality job being on the higher
end of Gallup's
trend since 2001.
5. Americans' improving outlook for the job market since 2013 has
primarily been
influenced by employed adults, with those having a full-time
job, along with
students, the most optimistic about the job market. Americans
who have not
found full-time employment -- including those who are working
part time and
those who are unemployed and looking for work -- are
somewhat less positive
about the market. To some degree, then, Americans' own
employment status
shapes their perceptions of the U.S. job market.
Historical data are available in Gallup Analytics.
Survey Methods
Results for this Gallup poll are based on telephone interviews
conducted June
1-5, 2016, on the Gallup U.S. Daily survey, with a random
sample of 1,027 adults,
aged 18 and older, living in all 50 U.S. states and the District of
Columbia. For
results based on the total sample of national adults, the margin
of sampling error
is ±4 percentage points at the 95% confidence level. All
reported margins of
sampling error include computed design effects for weighting.
Unemployed and not looking for work 28
G A L L U P, 2 0 1 5 - 2 0 1 6
12/4/19, 4:47 PM
Page 5 of 7
7. GMJ, Gallup Panel, Gallup Press, Gallup
Tuesday Briefing, Gallup University, Gallup World News,
HumanSigma, HumanSigma Accelerator, ICE11,
I10, L3, ME25, NurseInsight, NurseStrengths, Patient Quality
System, Performance Optimization, Power
12/4/19, 4:47 PM
Page 6 of 7
of 2, PrincipalInsight, Q12, Q12 Accelerator, Q12 Advantage,
Selection Research, Inc., SE25, SF34, SRI,
Soul of the City, Strengths Spotlight, Strengths-Based Selling,
StatShot, StrengthsCoach,
StrengthsExplorer, StrengthsFinder, StrengthsInsight,
StrengthsQuest, SupportInsight, TX(R+E+R)=P3,
TeacherInsight, The Gallup Path, The Gallup Poll, The Gallup
School, VantagePoint, Varsity Management,
Wellbeing Finder, Achiever, Activator, Adaptability,
Analytical, Arranger, Belief, Command,
Communication, Competition, Connectedness, Consistency,
Context, Deliberative, Developer,
Discipline, Empathy, Fairness, Focus, Futuristic, Harmony,
Ideation, Includer, Individualization, Input,
Intellection , Learner, Maximizer, Positivity, Relator,
Responsibility, Restorative, Self-Assurance,
Significance, Strategic, and Woo. All other trademarks are the
property of their respective owners.
These materials are provided for noncommercial, personal use
only. Reproduction prohibited without
the express permission of Gallup, Inc.
12/4/19, 4:47 PM
Page 7 of 7
8. Our Focus
Six Sigma, leading edge R&D and exceeding ISO 9000
standards define the attitude and abilities of Riordan
Manufacturing.
We are industry leaders in using polymer materials to provide
solutions to our customers challenges.
Our R&D is, and will remain, the industry leader in identifying
industry trends.
Our Customer Relationships
We will strive to be a solution provider for our customers and
not be a part of our customers challenges.
Long-term relationships will be sought by maintaining rigorous
quality controls, innovative solutions, a responsive business
attitude and reasonable pricing.
Our Employees
We will maintain an innovative and team oriented working
environment.
By assuring that our employees are well informed and properly
supported, we will provide a climate focused on the long term
viability of our company.
Our Future
We must be focused in achieving and maintaining reasonable
profitability to assure that the financial and human capital is
available for sustained growth.
Riordan Manufacturing
Riordan Manufacturing is a global plastics manufacturer
employing 550 people with projected annual earnings of $46
million. The company is wholly owned by Riordan Industries, a
Fortune 1000 enterprise with revenues in excess of $1 billion.
Its products include plastic beverage containers produced at its
plant in Albany, Georgia, custom plastic parts produced at its
plant in Pontiac, Michigan, and plastic fan parts produced at its
facilities in Hangzhou, China. The company's research and
development is done at the corporate headquarters in San Jose.
9. Riordan's major customers are automotive parts manufacturers,
aircraft manufacturers, the Department of Defense, beverage
makers and bottlers, and appliance manufacturers.
History
The company was founded by Dr. Riordan, a professor of
chemistry, who had obtained several patents relative to
processing polymers into high tensile strength plastic
substrates. Sensing the commercial applications for his patents,
Dr. Riordan started Riordan Plastics, Inc. in 1991.
Initially, the company's focus was on research and development
and the licensing of its existing patents, but in 1992 Dr. Riordan
obtained venture capital which he used to purchase a fan
manufacturing plant in Pontiac, MI. At that time, the company's
name was changed to "Riordan Manufacturing, Inc." In 1993,
the company expanded into the production of plastic beverage
containers when it acquired a manufacturing plant in Albany,
GA.
The company's most recent expansion took place in 2000 when
it opened its operations in China. At that time, the entire fan
manufacturing operation was moved from Michigan to China
and the Pontiac, MI facility was retooled for the manufacture of
custom plastic parts.
PDF/RiordanMfgNetworkAlbanyDiagram.pdf
CISCOSYSTEMS Cisco Router
2900
Bay Networks 24 port
100 Mbps Switches
11. 48 port
Patch Panels
Bay Networks 24 port
100 Mbps Switches
Connection to
Corp.
Cisco Catalyst 3560
Ethernet Switch
48 port
HP CP4225n
Color Laser Printer
Cisco Catalyst 3560
Ethernet switch 24 port
APC Smart-UPS
5000 VA USB & Serial 220V
Riordan Manufacturing
Albany, GA Network Diagram
All cabling CAT 5
100baseT
12. NAS Disk array Blade Server
HP BL 460 P
Print, file, exchange, local ERP to home office
Fiber link
for NAS
Firewall
RiordanMfgNetworkAlbanyDiagram.vsdAlbany
PDF/RiordanMfgNetworkAlbanyDiagram2010.pdf
CISCOSYSTEMS Cisco Router
2900
Bay Networks
24 port
100 Mbps Switches
T 2 c
onne
ction
to co
rpora
te
UPS
14. Corp.
Cisco Catalyst 3560
Ethernet Switch
48 port
HP CP4225n
Color Laser Printer
Cisco Catalyst 3560
Ethernet switch 24 port
APC Smart-UPS
5000 VA USB & Serial 220V
Riordan Manufacturing
Albany, GA Network Diagram
All cabling CAT 5
100baseT
NAS Disk array Blade Server
HP BL 460 P
Print, file, exchange, local ERP to home office
Fiber link for NAS
Firewall
18. Iomega
P800M
24 Port Hub
Linksys EF2H24
WIN
Exchange
Server
WIN
Network
Server
iMac iMac iMac iMac
UNIX
ERP/MRP
Server
ERP = SAP
UPS:
Serve the
entire server
room;
additional
UPS in
satellite
base station.
19. IBM
pSeries
6E4
Multipocessor
16GB RAM
1 TB HD
2 ea IBM
HS20
Blade Svrs
2 X XEON
2.8 GHz
1 GB RAM
1 GB Fiber
backbone
3 ea
Phaser
6700 color
Printers
100 base T
35 ea Dell
Vostro
i3 3.3 Ghz
21. 7 8 9
* 8 #
35 IP
Phones
COL-
ACT-
STA-
1 2 3 4 5 6 7 8 9101112
HS1 HS2 OK1 OK2 PS
CONSOLE
Gateway/Switch
1 HP Plotter
Identical to
other WIN
servers
VOIP/Data
Router
T3 to
outside
22. network
COL-
ACT-
STA-
1 2 3 4 5 6 7 8 9101112
HS1 HS2 OK1 OK2 PS
CONSOLE
Gateway/Switch
VOIP/Data
Router
Ka Band
ATM AA1 PVC
51.8 Mb data
rate, AES end-
to-end
8 HP Laserjet BW
printers – P3015dn
2 in each department
RiordanMfgNetworkChinaDiagram2010.vsdCorp. HQ
PDF/RiordanMfgNetworkPontiacDiagram2010.pdf
CISCOSYSTEMS Cisco Router
2900
23. Bay Networks
T-
2
co
nn
ec
tio
n
to
co
rp
or
at
e
UPS
Cat 5 cable
19 20 21 22 23 2413 14 15 16 17 187 8 9 10 11 121 2 3 4 5 6
43 44 45 46 47 4837 38 39 40 41 4231 32 33 34 35 3625 26 27
28 29 30
45 client computers with
Windows 7 and MS office
24. 2007
4 Network Printers
Cat 5 cabling in building
Manufacturing
Floor
48 Port patch panels
Bay Networks
Connection to
Corp.
45 office computers
Dell Vostro
I3 3.3 GHz
4 GB RAM
500 MB HD
2 - HP Laserjet M602n
HP CP4225n
Color Laser Printer
Blade Server
HP – BL 460 P
25. Print, file, Exchange, local
ERP back to home office
Cisco Catylst 3580 Ethernet
switch 48 port
Cisco catalyst 3560
Ethernet switch 24 port APC Smart-UPS
5000 VA USB & Serial
220VAC
Riordan Manufacturing
Pontiac, MI Network Diagram
3 U
HP Laserjet
Pro MFN
M425dn
NAS Disk array
Fiber link
for NAS
RiordanMfgNetworkPontiacDiagram2010.vsdPontiac
PDF/RiordanMfgNetworkR-DDiagram2010.pdf
28. 5x
7x
1x
C
Corp Marketing Finance HR
R&D
Network
MAC
PRO
(15)
Dual 1.8 GB
1 Ghz 6 core
12 GB Ram
1 TB HD
27" monitors
Satellite base station
NAS
Iomega
P800M
24 Port Hub
Linksys EF2H24
30. 16GB RAM
1 TB HD
2 ea IBM
HS20
Blade Svrs
2 X XEON
2.8 GHz
1 GB RAM
1 GB Fiber
backbone
3 ea
Phaser
6700 color
Printers
100 base T
35 ea Dell
Vostro
i3 3.3 Ghz
4 GB MB
RAM
32. * 8 #
35 IP
Phones
COL-
ACT-
STA-
1 2 3 4 5 6 7 8 9101112
HS1 HS2 OK1 OK2 PS
CONSOLE
Gateway/Switch
1 HP Plotter
Identical to
other WIN
servers
VOIP/Data
Router
T3 to
outside
network
COL-
33. ACT-
STA-
1 2 3 4 5 6 7 8 9101112
HS1 HS2 OK1 OK2 PS
CONSOLE
Gateway/Switch
VOIP/Data
Router
Ka Band
ATM AA1 PVC
51.8 Mb data
rate, AES end-
to-end
8 HP Laserjet BW P4510
Printers: 2 in each
department.
2 HP color Multifunction
Office Jet 8600. 1 in
corporate, 1 in marketing
RiordanMfgNetworkR-DDiagram2010.vsdCorp. HQ
Visio 2010/RiordanMfgNetworkAlbanyDiagram.vsd
Ethernet
Disk array
34. Link builder
Firewall
Cisco Router
2900
Fiber link for NAS
24 port
100 Mbps Switches
NAS Disk array
T 2 connection to corporate
24 port
100 Mbps Switches
Connection to
Corp.
UPS
Blade Server
HP BL 460 P
Print, file, exchange, local ERP to home office
Cat 5 cable
20 office computers
Dell Vostro
i3 3.3 Ghz
4 GB MB RAM
GB HD
35. WIN 7 OS
Office 2007
Cisco Catalyst 3560
Ethernet Switch
48 port
Manufacturing
Floor
48 port
Patch Panels
All cabling CAT 5
100baseT
HP CP4225n
Color Laser Printer
Cisco Catalyst 3560
Ethernet switch 24 port
APC Smart-UPS
5000 VA USB & Serial 220V
Riordan Manufacturing
Albany, GA Network Diagram
Visio 2010/RiordanMfgNetworkAlbanyDiagram2010.vsd
Ethernet
Disk array
Link builder
36. Firewall
Cisco Router
2900
Fiber link for NAS
24 port
100 Mbps Switches
NAS Disk array
T 2 connection to corporate
24 port
100 Mbps Switches
Connection to
Corp.
UPS
Blade Server
HP BL 460 P
Print, file, exchange, local ERP to home office
Cat 5 cable
20 office computers
Dell Vostro
i3 3.3 Ghz
4 GB MB RAM
GB HD
WIN 7 OS
37. Office 2007
Cisco Catalyst 3560
Ethernet Switch
48 port
Manufacturing
Floor
48 port
Patch Panels
All cabling CAT 5
100baseT
HP CP4225n
Color Laser Printer
Cisco Catalyst 3560
Ethernet switch 24 port
APC Smart-UPS
5000 VA USB & Serial 220V
Riordan Manufacturing
Albany, GA Network Diagram
Visio 2010/RiordanMfgNetworkChinaDiagram2010.vsd
Ethernet
Satellite dish
�
Riordan Manufacturing China Headquarters
39. Network
Server
UNIX
ERP/MRP
Server
ERP = SAP
UPS:
Serve the entire server room; additional UPS in satellite base
station.
IBM
pSeries
6E4 Multipocessor
16GB RAM
1 TB HD
2 ea IBM
HS20
Blade Svrs
2 X XEON
2.8 GHz
1 GB RAM
1 GB Fiber backbone
3 ea Phaser 6700 color Printers
100 base T
35 ea Dell
Vostro
i3 3.3 Ghz
4 GB RAM
40. 500 GB HD
WIN 7 OS
Office 2007
12
8
8
7
2 ea 24 port switches
Cisco 2950
35 IP
Phones
Gateway/Switch
1 HP Plotter
Identical to other WIN servers
VOIP/Data
Router
T3 to
outside network
Gateway/Switch
VOIP/Data
Router
41. Ka Band
ATM AA1 PVC 51.8 Mb data rate, AES end-to-end
8 HP Laserjet BW printers – P3015dn
2 in each department
Visio 2010/RiordanMfgNetworkPontiacDiagram2010.vsd
Ethernet
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�
�
Disk array
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Cisco Router
2900
T-2 connection to corporate
UPS
HP Laserjet Pro MFN
M425dn
42. NAS Disk array
Cat 5 cable
45 client computers with Windows 7 and MS office 2007
4 Network Printers
Cat 5 cabling in building
45 office computers
Dell Vostro
I3 3.3 GHz
4 GB RAM
500 MB HD
Manufacturing
Floor
48 Port patch panels
Connection to
Corp.
Fiber link for NAS
2 - HP Laserjet M602n
HP CP4225n
Color Laser Printer
Blade Server
HP – BL 460 P
Print, file, Exchange, local ERP back to home office
Cisco Catylst 3580 Ethernet switch 48 port
43. Cisco catalyst 3560
Ethernet switch 24 port
APC Smart-UPS
5000 VA USB & Serial 220VAC
Riordan Manufacturing
Pontiac, MI Network Diagram
Visio 2010/RiordanMfgNetworkR-DDiagram2010.vsd
Ethernet
Satellite dish
�
Riordan Manufacturing Corporate Headquarters
Corp
Marketing
Finance
HR
R&D
Network
MAC
PRO
(15)
Dual 1.8 GB
1 Ghz 6 core
12 GB Ram
44. 1 TB HD
27" monitors
Satellite base station
NAS
Iomega
P800M
24 Port Hub
Linksys EF2H24
WIN
Exchange
Server
WIN
Network
Server
UNIX
ERP/MRP
Server
ERP = SAP
UPS:
Serve the entire server room; additional UPS in satellite base
station.
IBM
pSeries
6E4 Multipocessor
16GB RAM
1 TB HD
45. 2 ea IBM
HS20
Blade Svrs
2 X XEON
2.8 GHz
1 GB RAM
1 GB Fiber backbone
3 ea Phaser 6700 color Printers
100 base T
35 ea Dell
Vostro
i3 3.3 Ghz
4 GB MB RAM
GB HD
WIN 7 OS
Office 2007
12
8
8
7
2 ea 24 port switches
Cisco 2950
35 IP
Phones
Gateway/Switch
46. 1 HP Plotter
Identical to other WIN servers
VOIP/Data
Router
T3 to
outside network
Gateway/Switch
VOIP/Data
Router
Ka Band
ATM AA1 PVC 51.8 Mb data rate, AES end-to-end
8 HP Laserjet BW P4510 Printers: 2 in each department.
2 HP color Multifunction Office Jet 8600. 1 in corporate, 1 in
marketing
SanJose2003.vsd
Ethernet
Satellite dish
Riordan Manufacturing Corporate Headquarters
Corp
48. Server
UPS
IBM
pSeries
6E4 Multipocessor
1GB RAM
80GB HD
2 ea IBM
HS20
Blade Svrs
2 X XEON
2.8 GHz
1 GB RAM
1 GB backbone
3 ea Phaser color Printers
100 base T
35 ea Dell
Optiflex
2.6 Ghz
512 MB RAM
60 GB HD
WIN 2K OS
Office 2000
12
8
49. 8
7
2 ea 24 port switches
Cisco 2950
35 IP
Phones
Gateway/Switch
1 HP Plotter
Identical to other WIN servers
VOIP/Data
Router
T1 to
oustide network
Gateway/Switch
VOIP/Data
Router
Albany2003.vsd
Ethernet
Cisco Router
1760
50. 24 port
100 Mbps Switches
24 port
100 Mbps Switches
UNIX MRP II
UNIX - ERP
Windows NT
Exchange Server
Fractional T-1
256K with
256K CIR for E-mail and 1.5Mbps CIR for Burst
24 port
100 Mbps Switches
Connection to
Corp.
UPS
Windows NT
File/Print Server
Cat 5 cable
20 client computers with Windows 98 and MS office
2 Network Printers
Cat 5 cabling in building
CSU/DSU
52. HP - UX Server
HP - UX Server
APC Smart-UPS
1500VA USB & Serial 120V
Riordan Manufacturing
Albany, GA Network Diagram
China2003.vsd
Ethernet
Satellite dish
Riordan Manufacturing - China Network Diagram
Factory
Floor
Corp
Finance
MFG
QA
Satellite base station
Connection to Corp HQ
NAS
Iomega
P800M
53. 3 ea 24 Port Hub
Linksys EF2H24
WIN
Exchange
Server
WIN
Network
Server
UNIX
ERP/MRP
Server
UPS
IBM
pSeries
6E4 Multipocessor
1GB RAM
80GB HD
2 ea IBM
HS20
Blade Svrs
2 X XEON
2.8 GHz
1 GB RAM
100 base T
40 ea Dell
Optiflex
54. 2.6 Ghz
512 MB RAM
60 GB HD
WIN 2K OS
Office 2000
12
8
8
6
2 ea 24 port switches
Cisco 2950
40 IP
Phones
Router
T1 to
oustide network
Gateway/Switch
VOIP/Data
Router
8 ea HP
Laserjet V printers
55. 8 port hub
MTLS
6
Overview2003.vsd
Ethernet
San Jose
Albany, GA
Pontiac, MI
China
WAN
WAN
WAN
Corporate HQ
R & D
Custom Plastic Parts Plant
130 Employees
Plastic Beverage Container Plant
45 Employees
Plastic Fan Plant
(Joint Venture)
250 Employees
56. Riordan Manufacturing - Network Overview
125 Employees
Pontiac2003.vsd
Ethernet
Cisco Router
2500
24 port
10 Mbps Hub
w/Bridge Module
24 port
10 Mbps Hub
w/Bridge Module
24 port
10 Mbps Hub
w/Bridge Module
UNIX MRP II
UNIX - ERP
Windows NT
Exchange Server
Fractional T-1
256K with
256K CIR for E-mail and 1.5Mbps CIR for Burst
UPS
57. CSU/DSU
Windows NT
File/Print Server
Cat 3 cable
45 client computers with Windows 98 and MS office
5 Network Printers
Cat 3 cabling in building
15 Compaq Presario
PI - 233 Mhz
64 MB Ram
Manufacturing
Floor
24 port
Patch Panels
24 port
Patch Panels
24 port
Patch Panels
24 port
10 Mbps Hub
Connection to
Corp.
15 - Compaq Desktop
486 Mhz
58. 32 MB Ram
15 Compaq Presario
PII - 450 Mhz
128 MB Ram
HP Laserjet III
w/jetdirect
HP Laserjet IV
w/jetdirect
HP Laserjet V
Compaq Proliant
PIII - 450 Mhz
256 MB Ram
HP - UX Server
RS6000
IBM - AIX
Blackbox CSU/DSU
V35 MT100A-35 R2
Nortel Baystack 107 10BT Hub
Nortel Baystack 107 10BT Hub
Nortel Baystack 107 10BT Hub
Nortel Baystack 107 10BT Hub
Compaq Proliant
PIII - 450 Mhz
59. 256 MB Ram
APC Back-UPS
500 Clear
Riordan Manufacturing
Pontiac, MI Network Diagram
Narrative Descriptions of Network Diagrams for Riordan
Manufacturing
The set of network diagrams for Riordan Manufacturing consists
of five (5) diagrams. They are:
1) Riordan Manufacturing – Network Overview
a) This diagram shows the 4 physical locations of Riordan
Manufacturing interconnected by a WAN. The WAN connection
between corporate headquarters and the China facility is
specifically defines as a satellite link. Along with the location
pictorial is a listing of the main functions taking place at that
location, and also the number of current employees at that
location.
2) Riordan Manufacturing Corporate Headquarters
a) The network diagram for the corporate headquarters is really
a composite of a number of sections: Note the backbone base
for this location is 100baseT
i) The administration section. Displays the main operational
functions: Corporate, HR, etc. with a computer icon that defines
the current number of employees in that function, and a
description of the computer. There are 36 VOIP telephones in
this section.
ii) The R&D function, which has 1000baseF network backbone
and is totally a MAC based environment. There are 15
employees each with their computers; the section includes 3
high-end color printers and a plotter. The 1000baseF network is
60. connected to the corporate LAN through a switch
iii) The servers and an NAS. The servers include WIN server, a
WIN Exchange server, a UNIX server, which hosts the corporate
SAP ERP SW. All the servers are IBM servers: the WIN servers
are IBM HS20 blade servers and the main UNIX server is an
IBM p series.
iv) An UPS is provided to prove backup power for the server
room
v) The last section is the communications environment, which
has two main parts: the data link to the Satellite base station
through a switch and a VOIP router to connect the two facilities
with voice. The satellite operates in Ka band and is setup to
handle an OC1 data rate with end-to-end encryption. The
second part of the communications environment is a router to
provide a T3 connection through a firewall to the outside
network.
3) Riordan Manufacturing – Albany, GA Network Diagram
a) The Albany network includes 20 office computers for the
administration people in the facility. The local server is an HP
BL460P blade server, which handles local print; file, exchange
and interfaces back to the home office. A local NAS system
provides local data backup. A 5KVA UPS is provides for power
backup. A link to the router/firewall provides the T2 connection
to the outside network. Internally the factory floor is connected
to the main LAN through a 24 port Cisco switch.
4) Riordan Manufacturing – Pontiac MI Network Diagram
a) The Pontiac network includes 45 office computers for the
administration people in the facility. The local server is an HP
BL460P blade server, which handles local print; file, exchange
and interfaces back to the home office. A local NAS system
provides local data backup. A 5KVA UPS is provides for power
backup. A link to the router/firewall provides the T2 connection
to the outside network. Internally the factory floor is connected
to the main LAN through a 24 port Cisco switch.
5) Riordan Manufacturing China Headquarters.
a) The network diagram for the China facility is a composite of
61. a number of sections: Note the backbone base for this location
is 100baseT
i) The administration section. Displays the main operational
functions: Corporate, HR, etc. with a computer icon that defines
the current number of employees in that function, and a
description of the computer. There are 35 VOIP telephones in
this section.
ii) The R&D function, which has 1000baseF network backbone
and is totally a MAC based environment. There are 15
employees each with their computers; the section includes 3
high-end color printers and a plotter. The 1000baseF network is
connected to the corporate LAN through a switch
iii) The servers and an NAS. The servers include WIN server, a
WIN Exchange server, a UNIX server, which interfaces to the
corporate SAP ERP SW. All the servers are IBM servers: the
WIN servers are IBM HS20 blade servers and the main UNIX
server is an IBM p series.
iv) An UPS is provided to prove backup power for the server
room
b) The last section is the communications environment, which
has two main parts: the data link to the Satellite base station
through a switch and a VOIP router to connect the two facilities
with voice. The satellite operates in Ka band and is setup to
handle an OC1 data rate with end-to-end encryption. The
second part of the communications environment is a router to
provide a T3 connection through a firewall to the outside
network.
!
J U N E 9 , 2 0 1 6
62. Americans Remain Relatively
Optimistic About Job Market
BY J U S T I N M C C A R T H Y
S TO R Y H I G H L I G H T S
Forty-three percent say it's a "good time" to find a job
Half of employed Americans say it's a good time
12/4/19, 4:47 PM
Page 1 of 7
Full-time employees, students most upbeat about job market
WASHINGTON, D.C. -- Forty-three percent of Americans say it
is a good time to
find a quality job. While this reading is similar to the 40% to
45% recorded in
2016 so far, it is on the high end of Gallup's trend since 2001.
The percentage
saying it is a good time to find a quality job has ranged from a
low of 8% in 2009
and 2011 to a high of 48% in January 2007.
Americans' perceptions of the U.S. job market bottomed out
after the Great
Recession but steadily rebounded from 2012 to 2014, reaching a
recent high of
45% in January 2015. Since then, the percentage saying now is
a good time to
find a quality job has hovered around 40%, similar to levels
seen in 2006 and
2007.
63. 12/4/19, 4:47 PM
Page 2 of 7
The latest Bureau of Labor Statistics employment report
released on June 3
raised concerns about the health of the job market. That report
came out while
the latest update on Gallup's quality job question was in the
field from June 1-5.
An analysis of responses by day of interview shows that
Americans were just as
positive about the job market after the report's release as they
were before it.
Employed Adults More Optimistic Than Nonworking Adults
About Job Market
Views of the job market vary significantly by employment
status. While half of
employed Americans (51%) say it is a "good time" to find a
quality job, only a
third of adults who are not currently working (33%) say it is a
ripe time for job
seekers.
In 2013, employed and unemployed adults' views of the job
market were similar.
Both working and nonworking adults have grown more
optimistic about the job
market, but confidence has picked up much more among the
employed.
12/4/19, 4:47 PM
Page 3 of 7
64. Employed Americans' more positive evaluation of the job
market is consistent
with employed Americans' solid gains in perceptions of hiring
in their workplaces
over the past seven years.
Full-Time Workers, Students Most Positive About Job Market
Confidence in the job market also varies by subgroup within the
category of
those who are employed. Full-time employed Americans are
much more likely
than part-time employees to say it is a good time to find a
quality job, 50% vs.
39%, respectively. These data are based on combined responses
from 2015
and 2016 so far.
Students (51%), who may expect to land a job upon completion
of their
education, seem to share the same optimism for the job market
as those who
already have a full-time job. Meanwhile, 36% of unemployed
job seekers say it is
a good time to find a job.
Optimism is lower among other nonworking adults, including
the retired (31%),
disabled (29%) and the unemployed who are not actively
looking for a job (28%).
Percentage in U.S. Saying Now Is a Good Time to Find a
Quality Job, by Employment
65. Situation
Yes
%
Employed full time 50
Employed part time 39
Student 51
Unemployed but looking for work 36
Homemaker 35
Retired 31
Disabled 29
12/4/19, 4:47 PM
Page 4 of 7
Bottom Line
The dismal BLS employment report for May seems to have done
little to shake
Americans' views about the job market, with the percentage of
Americans
saying it is a good time to find a quality job being on the higher
end of Gallup's
trend since 2001.
Americans' improving outlook for the job market since 2013 has
primarily been
influenced by employed adults, with those having a full-time
job, along with
students, the most optimistic about the job market. Americans
who have not
found full-time employment -- including those who are working
part time and
66. those who are unemployed and looking for work -- are
somewhat less positive
about the market. To some degree, then, Americans' own
employment status
shapes their perceptions of the U.S. job market.
Historical data are available in Gallup Analytics.
Survey Methods
Results for this Gallup poll are based on telephone interviews
conducted June
1-5, 2016, on the Gallup U.S. Daily survey, with a random
sample of 1,027 adults,
aged 18 and older, living in all 50 U.S. states and the District of
Columbia. For
results based on the total sample of national adults, the margin
of sampling error
is ±4 percentage points at the 95% confidence level. All
reported margins of
sampling error include computed design effects for weighting.
Unemployed and not looking for work 28
G A L L U P, 2 0 1 5 - 2 0 1 6
12/4/19, 4:47 PM
Page 5 of 7
Each sample of national adults includes a minimum quota of
60% cellphone
respondents and 40% landline respondents, with additional
minimum quotas by
time zone within region. Landline and cellular telephone
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Context, Deliberative, Developer,
Discipline, Empathy, Fairness, Focus, Futuristic, Harmony,
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