The latest collection of things we (Atomico) found interesting and important in tech and VC land, but that didn’t necessarily get the attention they deserve. We think of them as our hidden little gems. We’ll add to the collection over time, so bookmark the page and keep coming back for updates or to dig into the archive.
Gafanomics - The Quarterly - Episode 1 (Q1FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.
Overview of industry trends and insights of Fortune 500 companies and startups' activities in the FinTech space. We cover banking tech (security, crm, analytics), payments (pos, money transfer, commerce), cyber currency (blockchain, bitcoin, wallets, cryptocurrency exchanges), business finance (lending, crowdfunding), personal finance (lending, wealth management, mortgage, credit), and alternative cores (banking, insurance).
The latest collection of things we (Atomico) found interesting and important in tech and VC land, but that didn’t necessarily get the attention they deserve. We think of them as our hidden little gems. We’ll add to the collection over time, so bookmark the page and keep coming back for updates or to dig into the archive.
Gafanomics - The Quarterly - Episode 1 (Q1FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.
Overview of industry trends and insights of Fortune 500 companies and startups' activities in the FinTech space. We cover banking tech (security, crm, analytics), payments (pos, money transfer, commerce), cyber currency (blockchain, bitcoin, wallets, cryptocurrency exchanges), business finance (lending, crowdfunding), personal finance (lending, wealth management, mortgage, credit), and alternative cores (banking, insurance).
This is the annual forecast created by Corum Group that dives into the various sectors and sub-sectors of Tech, with a specific focus on M&A, valuation arena, and what we will see this year.
Creating Global Ventures - The Next Challenge for Japan's Evolving Venture Ha...Allen Miner
Presentation on SunBridge and the evolving environment for Entrepreneurism and Venture Capital in Japan given at Stanford University US-Asia Technology Management Center April 20, 2010. Identifies failure to expand internationally as a key failure of Japanese startups relative to their peers in the US and Europe.
2011 The Cloud Map by the Asia Cloud Computing Associationaccacloud
2011 Cloud Map, by the Asia Cloud Computing Association.
The Cloud is emerging at an incredible pace and keeping current on the key developments, influencers, trends and evolution is a must. The Cloud Map project is designed to bring you a few uncommon insights into various Cloud debates. Insights into government regulatory initiatives and how they're being influenced, security and privacy concerns and cloud delivery models to name a few. We will be tapping into the pulse of the debate across the Internet, the Twittersphere and the Blogosphere. We will follow how the topic or issue is being discussed, who it involves, what is being said and who the main actors in the story are. Visit us at http://www.asiacloudcomputing.org
Cognizant is the only company to earn a place in the list of Forbes fastest growing technology companies every year since the list’s inception. Its intriguing growth leaves us inquisitive – is there a framework to excel? Has Cognizant found the same? It is known that the book Built to Last by Jim Collins and Jerry Porras influenced Francisco D’Souza (CEO of Cognizant) the most. He is committed to establish a “cult like” culture focused on core values. But, beyond this, does their dual mandate of run better and run different have any role in their monumental growth? Cognizant is not only preaching about helping their clients to transform in order to run better and run different but also walking the talk by practicing the dual mandate within organization from its early days. This paper digs into Cognizant’s history and current trends to understand what they have done to run better and run different.
Global Tech M&A Annual Report - January 2013 Corum Group
Corum Group experts and a luminary panel of tech experts will share their their annual predictions for software, IT and related tech. What are the trends in SaaS, Mobile, Social, Big Data, Gaming and Verticals that will affect you? With complete valuation metrics and predictions for all 26 market sectors.
Who were the top buyers in 2012? Who will be in 2013? More importantly, what will they buy and why? How can you get your firm on their radar? Meanwhile, what are the 10 Deadly Sins of Tech M&A Advisors that you should watch out for?
Tech M&A Monthly: 12 Deal Structure Tips to Maximize Value + Trump and Tech M&ACorum Group
The booming public markets, rising valuations and increasingly active Private Equity firms are helping drive an increase in more complex tech M&A deals--stock, earnouts, debt and other structural methods are being used to bridge gaps and get deals done. But more complexity can mean more risk if you aren't properly prepared. November 10, Corum's global team of senior dealmakers will share 12 deal structure tips to help you achieve an optimal outcome when you sell your technology company. Plus a special report - Drumpf and M&A: What does this mean for you?
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Safety Management System1SMS-1Jeffrey D Carpenter, CSP.docxrtodd599
Safety Management System
1
SMS-1
Jeffrey D Carpenter, CSP
Columbia Southern University
The International Air Transport Association defines a Safety Management System (SMS) as being a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures.
Another definition of an SMS is a businesslike approach to safety. It is a systematic, explicit and comprehensive process for managing safety risks. As with all management systems, a safety management system provides for goal setting, planning, and measuring performance.
1
SMS-2
2
This is a risk based approach to the safety management throughout the organization
Safety Management System
Definitions of a Safety management system
An SMS provides a systematic way to identify hazards and control risks while maintaining assurance that these risk controls are effective.
Setting up your safety management system
You can read our setting up your SMS and our SMS for aviation guide which is a resource kit that will help you prepare and implement your plan. It'll need to include a detailed guide about how you're going to set up your SMS. Your safety management system will grow and improve and will be a living document.
How do I educate my staff?
You and your staff will need safety management system training and to review online resources. It can be useful to collect documents and resources for an SMS library within your organization.
2
SMS-3
3
Safety Management System
A Safety Management System is not:
Rocket Science
Magic
Safety Management System
An SMS is not “rocket science” or “magic.”
There are three imperatives for adopting a safety management system for a business – these are ethical, legal and financial. You can also educate your staff through internal and external safety training and communication. This could include providing SMS information in your organization's safety bulletins, newsletters and or through promotional posters or by holding meetings and workshops with external providers.
3
SMS-4
4
KISS method of a SMS
Four key elements:
Safety Assurance
Safety Policy
Risk Management
Safety Promotion
KISS METHODS FOR SMS
To be effective an SMS needs the following four key elements:
Safety Policy
Risk Management
Safety Assurance
Safety Promotion
4
SMS-5
5
The Four SMS Components
Safety Assurance
Involves the evaluation of the continued implementations and effectiveness of the risk control procedures which supports both existing and future hazards.
Safety Policy
This is established by the senior management to help in improving the safety standards, while defining methods, organizations and the structure required in delivering the safety standards and goals.
Safety Promotion
Safety promotions include the activities such as safety, building a positive culture and having the designated areas which are used in safety education.
Safety Risk
Management
Determines the
need for and
.
Sajan Thapa1) Allegory suggests that enlightenment or educatio.docxrtodd599
Sajan Thapa
1) Allegory suggests that enlightenment or education work the same way whereby they expand the growth of ideas. Educational institutions limit the knowledge given to students despite tutor sharing the educational knowledge to their respective students. Nevertheless, the allegory also suggests people should become opportunistic by taking advantage of any favorable opportunity. Enlightenment or education is sharing of knowledge because individuals learn from you and vice versa. Finally, knowing the reality is very important in our life. Therefore, knowledge acquired from enlightenment or education is powerful and by stripping it from individuals cute their view of the reality.Furthermore, allegory deems education to be a masterpiece of brain expansion where the generation of ideas and skill sets. In this case representation of knowledge has been symbolized by “Light” to mean that an enlightened individual who is educated is enlightened. In this summary, we can say that human in their superiority of knowledge, idea, and information they are free to be free thinkers without getting stuck in anything. This builds the strength and analogy of “enlightenment.”
= REPLY
Sajan thapa
2) Being a philosopher, Socrates believed that philosophy was the most important above everything else. His examining and thinking about life spilled out into the lives of others, and he believed that they would all die someday. Believing that philosophy is the love of wisdom, Socrates stated that a life without a philosophy that is ‘unexamined’ life is not worthy of living. Examining one’s life is valuable because it enables you to know the goodness, virtues, justice, truth, and beauty of an individual to name but a few. Nevertheless, examining one’s life enables one to discuss goodness and failing to examine one’s life is the best thing someone can do according to Socrates because without this kind of examination life is not worth living.
=Reply
Nikita Tamang
3) I personally do not think that being self-interested is a bad thing. In fact, being self-interested is a good thing. Most of the time, self- interested people are termed to be selfish. But this does not apply every time. Self-interest leads one to be more creative and develops the eagerness and thirst to learn more about oneself and others. Self- interest generates knowledge and ideas. As well, it is the key to a successful life. If a person can stay happy and satisfied with themselves, then they do not seek others in life. Self-interested people always tend to be happy as they think for their good first and prioritize their own happiness. So, being self-interested is never a bad thing.
Reply
Nikita tamang
4) Both Christ’s Golden rule and Hobbes Golden rule have similarities. But the major difference between these two rules is the difference in the thoughts and context of their principles. Here, while Christ’s Golden rule says that a person needs to do good for others as of the moral values, but the .
Safety and Health Providing a safe and secure environment for emplo.docxrtodd599
Safety and Health: Providing a safe and secure environment for employees. Ensuring physical, emotional, and technological security.
Description of how the above mentionesd HR Function is traditionally practiced?
Please use APA format and Citations. 500 words(only Scholarly articles)
Due By 11:59 PM 03/28/2020
.
Safeby Rachael FabelurinSubmission dat e 07 - Jan- 201.docxrtodd599
Safe
by Rachael Fabelurin
Submission dat e : 07 - Jan- 2019 12:02PM (UT C+0000)
Submission ID: 98321601
File name : 94 812_Rachael_Fabelurin_Saf e_506158_84 631664 2.do cx
Word count : 4 369
Charact e r count : 24 07 0
1
Int ro. Int ro brief
¶
LO1.1
LO1.1
¶
E and E.Equal considerat ion t o LO's
LO2.1
ref up t o dat e 1
Good point s needs ref erences. Ref erence t hroughout your work
LO3.1
2
address immediat ely
RW
address immediat ely
4
LO1.1
Abbreviat ions
Good point s needs ref erences.
over-reliance
LO3.1
Abbr.
LO1.1
LO3.1
very good, however.....
6
8
LO1.1
9
LO3.1
analysis
LO3.1
LO3.1
RW
10
LO4.1
Good knowledge 1
11
LO3.1
LO4.1
12
LO4.1
E and E.
Det ail
Expa
Good point s needs ref erences.
desc wit h links f or analysis
LO4.1
Equal considerat ion t o LO's
LO4.1
LO4.1
Good
13
14
15
LO4.1
Good
Good
16
17
18
succinct
19
Good knowledge 1
analysis
LO2.1
repet it ion
20
ref -up t o dat e-1
21
avoid f irst , second....
Conc. conc t oo brief
abbr - end t ext
4%
SIMILARIT Y INDEX
3%
INT ERNET SOURCES
0%
PUBLICAT IONS
1%
ST UDENT PAPERS
1 1%
2 <1%
3 <1%
4 <1%
5 <1%
6 <1%
7 <1%
8 <1%
9
Safe
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to Bolton Institute of Higher
Education
St udent Paper
www.ncb.org.uk
Int ernet Source
Submitted to Coventry University
St udent Paper
www.grandparentsplus.org.uk
Int ernet Source
angliaruskin.openrepository.com
Int ernet Source
www.sor.org
Int ernet Source
www.tandf online.com
Int ernet Source
www.childrensmapping.org.uk
Int ernet Source
core.ac.uk
<1%
10 <1%
11 <1%
12 <1%
13 <1%
14 <1%
15 <1%
Exclude quo tes Of f
Exclude biblio graphy On
Exclude matches Of f
Int ernet Source
kinderschutzf onds.ch
Int ernet Source
www.childprotectioninquiry.qld.gov.au
Int ernet Source
ssrg.org.uk
Int ernet Source
sro.sussex.ac.uk
Int ernet Source
kemsley.kent.sch.uk
Int ernet Source
www.publications.parliament.uk
Int ernet Source
FINAL GRADE
30/100
Safe
GRADEMARK REPORT
GENERAL COMMENTS
Instructor
T hank yo u f o r submitting yo ur essay, I can see that
then similarity sco re is 21% which is acceptable but
please try to paraphrase mo re ef f ectively to keep
this sco re to a minimum.
Please review co mments belo w which explain ho w
yo u met the learning o utco mes and any po ints f o r
f uture develo pment.
LO1: Critically analyse the co ncepts o f saf eguarding
children and child abuse in the co ntext o f yo ur
pro f essio nal ro le.
MET
Yo u have explained the so cial wo rkers ro les and
respo nsibilities in relatio n to saf eguarding children in
detail, ho wever, the discussio n is a descriptio n o f
the so cial wo rker ro le rather than a critical
discussio n abo ut the co ncepts o f children and
saf eguarding. T he discussio ns wo uld f ro m mo re
analysis and co uld be achieved by f o llo wing the
written and verbal guidance I pro vi.
This is the annual forecast created by Corum Group that dives into the various sectors and sub-sectors of Tech, with a specific focus on M&A, valuation arena, and what we will see this year.
Creating Global Ventures - The Next Challenge for Japan's Evolving Venture Ha...Allen Miner
Presentation on SunBridge and the evolving environment for Entrepreneurism and Venture Capital in Japan given at Stanford University US-Asia Technology Management Center April 20, 2010. Identifies failure to expand internationally as a key failure of Japanese startups relative to their peers in the US and Europe.
2011 The Cloud Map by the Asia Cloud Computing Associationaccacloud
2011 Cloud Map, by the Asia Cloud Computing Association.
The Cloud is emerging at an incredible pace and keeping current on the key developments, influencers, trends and evolution is a must. The Cloud Map project is designed to bring you a few uncommon insights into various Cloud debates. Insights into government regulatory initiatives and how they're being influenced, security and privacy concerns and cloud delivery models to name a few. We will be tapping into the pulse of the debate across the Internet, the Twittersphere and the Blogosphere. We will follow how the topic or issue is being discussed, who it involves, what is being said and who the main actors in the story are. Visit us at http://www.asiacloudcomputing.org
Cognizant is the only company to earn a place in the list of Forbes fastest growing technology companies every year since the list’s inception. Its intriguing growth leaves us inquisitive – is there a framework to excel? Has Cognizant found the same? It is known that the book Built to Last by Jim Collins and Jerry Porras influenced Francisco D’Souza (CEO of Cognizant) the most. He is committed to establish a “cult like” culture focused on core values. But, beyond this, does their dual mandate of run better and run different have any role in their monumental growth? Cognizant is not only preaching about helping their clients to transform in order to run better and run different but also walking the talk by practicing the dual mandate within organization from its early days. This paper digs into Cognizant’s history and current trends to understand what they have done to run better and run different.
Global Tech M&A Annual Report - January 2013 Corum Group
Corum Group experts and a luminary panel of tech experts will share their their annual predictions for software, IT and related tech. What are the trends in SaaS, Mobile, Social, Big Data, Gaming and Verticals that will affect you? With complete valuation metrics and predictions for all 26 market sectors.
Who were the top buyers in 2012? Who will be in 2013? More importantly, what will they buy and why? How can you get your firm on their radar? Meanwhile, what are the 10 Deadly Sins of Tech M&A Advisors that you should watch out for?
Tech M&A Monthly: 12 Deal Structure Tips to Maximize Value + Trump and Tech M&ACorum Group
The booming public markets, rising valuations and increasingly active Private Equity firms are helping drive an increase in more complex tech M&A deals--stock, earnouts, debt and other structural methods are being used to bridge gaps and get deals done. But more complexity can mean more risk if you aren't properly prepared. November 10, Corum's global team of senior dealmakers will share 12 deal structure tips to help you achieve an optimal outcome when you sell your technology company. Plus a special report - Drumpf and M&A: What does this mean for you?
Similar to S w 906M23 SUN MICROSYSTEMS Sc.docx (15)
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Safety Management System1SMS-1Jeffrey D Carpenter, CSP.docxrtodd599
Safety Management System
1
SMS-1
Jeffrey D Carpenter, CSP
Columbia Southern University
The International Air Transport Association defines a Safety Management System (SMS) as being a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures.
Another definition of an SMS is a businesslike approach to safety. It is a systematic, explicit and comprehensive process for managing safety risks. As with all management systems, a safety management system provides for goal setting, planning, and measuring performance.
1
SMS-2
2
This is a risk based approach to the safety management throughout the organization
Safety Management System
Definitions of a Safety management system
An SMS provides a systematic way to identify hazards and control risks while maintaining assurance that these risk controls are effective.
Setting up your safety management system
You can read our setting up your SMS and our SMS for aviation guide which is a resource kit that will help you prepare and implement your plan. It'll need to include a detailed guide about how you're going to set up your SMS. Your safety management system will grow and improve and will be a living document.
How do I educate my staff?
You and your staff will need safety management system training and to review online resources. It can be useful to collect documents and resources for an SMS library within your organization.
2
SMS-3
3
Safety Management System
A Safety Management System is not:
Rocket Science
Magic
Safety Management System
An SMS is not “rocket science” or “magic.”
There are three imperatives for adopting a safety management system for a business – these are ethical, legal and financial. You can also educate your staff through internal and external safety training and communication. This could include providing SMS information in your organization's safety bulletins, newsletters and or through promotional posters or by holding meetings and workshops with external providers.
3
SMS-4
4
KISS method of a SMS
Four key elements:
Safety Assurance
Safety Policy
Risk Management
Safety Promotion
KISS METHODS FOR SMS
To be effective an SMS needs the following four key elements:
Safety Policy
Risk Management
Safety Assurance
Safety Promotion
4
SMS-5
5
The Four SMS Components
Safety Assurance
Involves the evaluation of the continued implementations and effectiveness of the risk control procedures which supports both existing and future hazards.
Safety Policy
This is established by the senior management to help in improving the safety standards, while defining methods, organizations and the structure required in delivering the safety standards and goals.
Safety Promotion
Safety promotions include the activities such as safety, building a positive culture and having the designated areas which are used in safety education.
Safety Risk
Management
Determines the
need for and
.
Sajan Thapa1) Allegory suggests that enlightenment or educatio.docxrtodd599
Sajan Thapa
1) Allegory suggests that enlightenment or education work the same way whereby they expand the growth of ideas. Educational institutions limit the knowledge given to students despite tutor sharing the educational knowledge to their respective students. Nevertheless, the allegory also suggests people should become opportunistic by taking advantage of any favorable opportunity. Enlightenment or education is sharing of knowledge because individuals learn from you and vice versa. Finally, knowing the reality is very important in our life. Therefore, knowledge acquired from enlightenment or education is powerful and by stripping it from individuals cute their view of the reality.Furthermore, allegory deems education to be a masterpiece of brain expansion where the generation of ideas and skill sets. In this case representation of knowledge has been symbolized by “Light” to mean that an enlightened individual who is educated is enlightened. In this summary, we can say that human in their superiority of knowledge, idea, and information they are free to be free thinkers without getting stuck in anything. This builds the strength and analogy of “enlightenment.”
= REPLY
Sajan thapa
2) Being a philosopher, Socrates believed that philosophy was the most important above everything else. His examining and thinking about life spilled out into the lives of others, and he believed that they would all die someday. Believing that philosophy is the love of wisdom, Socrates stated that a life without a philosophy that is ‘unexamined’ life is not worthy of living. Examining one’s life is valuable because it enables you to know the goodness, virtues, justice, truth, and beauty of an individual to name but a few. Nevertheless, examining one’s life enables one to discuss goodness and failing to examine one’s life is the best thing someone can do according to Socrates because without this kind of examination life is not worth living.
=Reply
Nikita Tamang
3) I personally do not think that being self-interested is a bad thing. In fact, being self-interested is a good thing. Most of the time, self- interested people are termed to be selfish. But this does not apply every time. Self-interest leads one to be more creative and develops the eagerness and thirst to learn more about oneself and others. Self- interest generates knowledge and ideas. As well, it is the key to a successful life. If a person can stay happy and satisfied with themselves, then they do not seek others in life. Self-interested people always tend to be happy as they think for their good first and prioritize their own happiness. So, being self-interested is never a bad thing.
Reply
Nikita tamang
4) Both Christ’s Golden rule and Hobbes Golden rule have similarities. But the major difference between these two rules is the difference in the thoughts and context of their principles. Here, while Christ’s Golden rule says that a person needs to do good for others as of the moral values, but the .
Safety and Health Providing a safe and secure environment for emplo.docxrtodd599
Safety and Health: Providing a safe and secure environment for employees. Ensuring physical, emotional, and technological security.
Description of how the above mentionesd HR Function is traditionally practiced?
Please use APA format and Citations. 500 words(only Scholarly articles)
Due By 11:59 PM 03/28/2020
.
Safeby Rachael FabelurinSubmission dat e 07 - Jan- 201.docxrtodd599
Safe
by Rachael Fabelurin
Submission dat e : 07 - Jan- 2019 12:02PM (UT C+0000)
Submission ID: 98321601
File name : 94 812_Rachael_Fabelurin_Saf e_506158_84 631664 2.do cx
Word count : 4 369
Charact e r count : 24 07 0
1
Int ro. Int ro brief
¶
LO1.1
LO1.1
¶
E and E.Equal considerat ion t o LO's
LO2.1
ref up t o dat e 1
Good point s needs ref erences. Ref erence t hroughout your work
LO3.1
2
address immediat ely
RW
address immediat ely
4
LO1.1
Abbreviat ions
Good point s needs ref erences.
over-reliance
LO3.1
Abbr.
LO1.1
LO3.1
very good, however.....
6
8
LO1.1
9
LO3.1
analysis
LO3.1
LO3.1
RW
10
LO4.1
Good knowledge 1
11
LO3.1
LO4.1
12
LO4.1
E and E.
Det ail
Expa
Good point s needs ref erences.
desc wit h links f or analysis
LO4.1
Equal considerat ion t o LO's
LO4.1
LO4.1
Good
13
14
15
LO4.1
Good
Good
16
17
18
succinct
19
Good knowledge 1
analysis
LO2.1
repet it ion
20
ref -up t o dat e-1
21
avoid f irst , second....
Conc. conc t oo brief
abbr - end t ext
4%
SIMILARIT Y INDEX
3%
INT ERNET SOURCES
0%
PUBLICAT IONS
1%
ST UDENT PAPERS
1 1%
2 <1%
3 <1%
4 <1%
5 <1%
6 <1%
7 <1%
8 <1%
9
Safe
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to Bolton Institute of Higher
Education
St udent Paper
www.ncb.org.uk
Int ernet Source
Submitted to Coventry University
St udent Paper
www.grandparentsplus.org.uk
Int ernet Source
angliaruskin.openrepository.com
Int ernet Source
www.sor.org
Int ernet Source
www.tandf online.com
Int ernet Source
www.childrensmapping.org.uk
Int ernet Source
core.ac.uk
<1%
10 <1%
11 <1%
12 <1%
13 <1%
14 <1%
15 <1%
Exclude quo tes Of f
Exclude biblio graphy On
Exclude matches Of f
Int ernet Source
kinderschutzf onds.ch
Int ernet Source
www.childprotectioninquiry.qld.gov.au
Int ernet Source
ssrg.org.uk
Int ernet Source
sro.sussex.ac.uk
Int ernet Source
kemsley.kent.sch.uk
Int ernet Source
www.publications.parliament.uk
Int ernet Source
FINAL GRADE
30/100
Safe
GRADEMARK REPORT
GENERAL COMMENTS
Instructor
T hank yo u f o r submitting yo ur essay, I can see that
then similarity sco re is 21% which is acceptable but
please try to paraphrase mo re ef f ectively to keep
this sco re to a minimum.
Please review co mments belo w which explain ho w
yo u met the learning o utco mes and any po ints f o r
f uture develo pment.
LO1: Critically analyse the co ncepts o f saf eguarding
children and child abuse in the co ntext o f yo ur
pro f essio nal ro le.
MET
Yo u have explained the so cial wo rkers ro les and
respo nsibilities in relatio n to saf eguarding children in
detail, ho wever, the discussio n is a descriptio n o f
the so cial wo rker ro le rather than a critical
discussio n abo ut the co ncepts o f children and
saf eguarding. T he discussio ns wo uld f ro m mo re
analysis and co uld be achieved by f o llo wing the
written and verbal guidance I pro vi.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
Odell Kruah
on Fri, Nov 30 2018, 4:44 PM
100% highest match
Submission ID: d0da8619-c56f-4e34-9af1-6edd71018503
Attachments (1)
PROJECT VI.docx
1 ODELL KRUAH PROJECT MANAGEMENT UNIT VI NOVEMBER 30,
2018
Part 1
1 DEVELOP AN IN-DEPTH SCHEDULE FOR THE PROJECT YOU
SELECTED AND USED TO DEVELOP THE STATEMENT OF WORK AND
WORK BREAKDOWN STRUCTURE IN UNIT III. PLEASE REFER TO
THE INTEGRATED PROJECT IN CHAPTER 10 ON PAGE 363 (PROJECT
SCHEDULING) OF THE TEXTBOOK FOR MORE INFORMATION. BE
SURE TO INCLUDE THE FOLLOWING COMPONENTS:
· AN ACTIVITY PRECEDENCE DIAGRAM, · AN ACTIVITY DURATION
TABLE, AND · A NETWORK DIAGRAM AND GANTT CHARTS.
· AN ACTIVITY PRECEDENCE DIAGRAM:
(http://safeassign.blackboard.com/)
PROJECT VI.docx
Word Count: 862 Attachment ID: 244309330
100%
ACTIVITY DURATION TABLE:
ACTIVITY EXPECTED DURATION PREDECESSOR
A 5 DAYS ----
B 10 DAYS A
C 8 DAYS A
D 1 DAY A
E 5 DAYS B, C
F 10 DAYS D, E
G 14 DAYS F
H 3 DAYS G
I 12 DAYS F
J 6 DAYS H, I
A NETWORK DIAGRAM AND GANTT CHARTS:
A
B
C
D
E
F
G
H
I
J
Part 2
1 PLEASE COMPLETE CASE STUDY 10.1: PROJECT SCHEDULING AT
BLANQUE CHECK CONSTRUCTION ON PAGE 360 OF THE TEXTBOOK,
AND ANSWER THE THREE QUESTIONS AT THE END.
Q1(ANS)
PRECEDENCE DIAGRAM:
1 C=DIFFERENT CONSRUCTION TYPES OF SCHEDULING METHODS
TYPE FROM 1 TO 9 P= DIFFERENT CONSRUCTION PROJECTS WHICH
SHOW THE TYPES OF SCHEDULING METHODS TYPE FROM 1 TO 9
O1=ORGANIZATION ONE O2= ORGANIZATION 2
S E C4 C5 O1 P9 P8 O2 P7 P6 P5 P4 P3 P2 C9 C8 C7 C6 C1 C2 C3 P1
Q2(ANS) ACCORDING TO MY RESEARCH LEVEL AND LITERATURE
REVIEW THE EXPERT OPINION AND PAST HISTORY BOTH ARE THE
BEST TO SOLVE PROBLEM FOR CALCULATING THE CRITICAL
PATH ,WHICH MAY ALSO TELL US THE DURATION OR PROJECT
DELAY TO HANDLE OR RUN OUR CONSTRUCTION COMPANY.
Q3(ANS) THESE BOTH HAVE SOME STRENGTHENS AND
WEAKNESSES AND BOTH GIVE THE RESULTS PROBABLY SAME , BUT
ACCORDING TO LITERATURE AOA IS THE BENEFICIAL FOR
MODELING IT WILL BE HELPFUL AND IN THE BUSINESS FIELD IT
WILL BE IMPORTANT AON WILL BE LESS WIDELY USED , IN CASE OF
LARGE AND COMPLEX PROJECTS IT IS EASIER TO EMPLOY THE
PATH PROCESS USED IN THE AOA. ACCORDING TO AOA WE
ACHIEVE THE EVERY MILESTONE AND PARTICULARLY USED THE
DUMMY PROJECTS OR ACTIVITIES THE CONCEPT OF DUMMY
PROJECT IS NOT SIMPLE AND EASY IT REQUIRE MORE TRAINING
AND PRACTICE. AON CONVENTION ,AOA NETWORK USED BOTH
NODES AND ARROW TO LABEL THE PROJECT.
Part 3
1 DEVELOP A NETWORK ACTIVITY CHART, AND IDENTIFY THE
CRITICAL PATH FOR A PROJECT BASED ON THE INFORMATION
PROVIDED IN THE GANTT CHART BELOW. DRAW THE ACTIVITY
NETWORK AS A GANTT CHART. WHAT IS THE EXPECTED DURATION
OF THE PROJECT?
ACTIVITY EXPECTED DURATION PREDECESSOR
A 5 DAYS ----
B 10 DAYS A
C 8 DAYS A
D 1 DAY A
E 5 DAYS B, C
F 10 DAYS D, E
G 14 DAYS F
H 3 DAYS G
I 12 DAYS F
J 6 DAYS H, I.
Safe Work Environment Please respond to the followingRecommen.docxrtodd599
Safe Work Environment"
Please respond to the following:
Recommend a key objective that should be included in an HR policy to help ensure the existence of a work environment that protects employees from situations involving harassment, violence, or breaches of personal information. Provide support for your rationale.
Agree or disagree that legal requirements for employee safety and welfare are essential to keeping employees safe. Support your rationale.
.
Sadder and Less Accurate False Memory for NegativeMaterial .docxrtodd599
Sadder and Less Accurate? False Memory for Negative
Material in Depression
Jutta Joormann
University of Miami
Bethany A. Teachman
University of Virginia
Ian H. Gotlib
Stanford University
Previous research has demonstrated that induced sad mood is associated with increased accuracy of recall
in certain memory tasks; the effects of clinical depression, however, are likely to be quite different. The
authors used the Deese-Roediger-McDermott paradigm to examine the impact of clinical depression on
erroneous recall of neutral and/or emotional stimuli. Specifically, they presented Deese-Roediger-
McDermott lists that were highly associated with negative, neutral, or positive lures and compared
participants diagnosed with major depressive disorder and nondepressed control participants on the
accuracy of their recall of presented material and their false recall of never-presented lures. Compared
with control participants, major depressive disorder participants recalled fewer words that had been
previously presented but were more likely to falsely recall negative lures; there were no differences
between major depressive disorder and control participants in false recall of positive or neutral lures.
These findings indicate that depression is associated with false memories of negative material.
Keywords: depression, memory, cognition, emotion, bias
Mood states and emotions affect memory in various ways.
Mood-induction studies, for example, have demonstrated that neg-
ative affect is associated with increased accuracy in retrieval
(Storbeck & Clore, 2005), whereas positive mood states are asso-
ciated with decreases in processing capacity (Mackie & Worth,
1989) and reduced processing motivation (Wegener & Petty,
1994), resulting in less accurate recall (Ruder & Bless, 2003). At
the same time, research on mood-congruency suggests that affec-
tive states increase the accessibility of mood-congruent material
(Bower, 1981). Understanding this complex interaction of mood
and memory is important, given its critical role in emotion regu-
lation and emotional disorders.
Individual differences in mood-congruent memory and in the
accessibility of mood-incongruent material have been proposed to
predict the ability to regulate negative mood states (Joormann &
Siemer, 2004; Joormann, Siemer, & Gotlib, 2007). Indeed, depres-
sion, by definition a disorder characterized by difficulty regulating
negative mood states, is associated with two distinct but related
memory impairments.
First, difficulties in cognitive control (i.e., focal attention to
relevant stimuli and inhibition of irrelevant material) result in
memory deficits for nonemotional material (Burt, Zembar, &
Niederehe, 1995; Hertel, 2004). In a series of studies, Hertel and
her collaborators (Hertel, 1998; Hertel & Rude, 1991) presented
evidence indicating that depression-related impairments are not
observed in all components of memory but are found primarily in
free-recall tasks and in other unstructu.
Safe Work Environment Please respond to the followingRecomme.docxrtodd599
"Safe Work Environment"
Please respond to the following:
Recommend a key objective that should be included in an HR policy to help ensure the existence of a work environment that protects employees from situations involving harassment, violence, or breaches of personal information. Provide support for your rationale.
Provide an example of a specific policy or process required by your current or previous employee that helps keep employees safe at work.
Documentation"
Please respond to the following:
Suggest the most significant type of documentation that should be maintained in an employee’s HR file to protect the organization from legal action.
Recommend a strategy for handling employee documentation to ensure that privacy obligations are not violated. Provide support for your recommendation.
.
Safe Work Environment Please respond to the followingRecomme.docxrtodd599
"Safe Work Environment" Please respond to the following:
Recommend a key objective that should be included in an HR policy to help ensure the existence of a work environment that protects employees from situations involving harassment, violence, or breaches of personal information. Provide support for your rationale.
Agree or disagree that legal requirements for employee safety and welfare are essential to keeping employees safe. Support your rationale.
.
S216 MAN506 ORGANISATIONAL BEHAVIOUR https://online.cdu.edu.au/webapps/rubric/do/course/manageRubrics?di...
1 of 2 29/06/2016 1:54 PM
S216 MAN506 ORGANISATIONAL BEHAVIOUR https://online.cdu.edu.au/webapps/rubric/do/course/manageRubrics?di...
2 of 2 29/06/2016 1:54 PM
Running head: LITERATURE REVIEW ON HYBRID CLASSES
LITERATURE REVIEW ON HYBRID CLASSES
Literature review on hybrid classes
Author’s name
Institutions affiliations
Hybrid classes and learning can be described as a combination of both faces to face learning that may at times involve lectures and online learning which is not always a must. Lectures may at times be considered, but that is not always the case for it to be a hybrid form of learning. The kind of hybrid learning and classes can be classified into two different categories. Those include the replacement, supplemental learning, the emporium and the buffet kind of classification. The types are divided depending on face to face classes interacts with the online constituents of the course in question. For the case of replacement, mostly the one on one kind of learning with the tutors and the lectures are completely replaced or rather substituted fully or partly by the online classes. This then reduces the time spent on attending the classes. In such a case, students are usually required to concentrate more on watching videos on YouTube and tackling assignments assigned to them. Hybrid learning is a platform that will help on saving the time spent by the students when they run from one class to another so as to have an encounter with the lecturers. It is, therefore, more revolutionized compared to the normal traditional forms of learning. The subsequent paragraphs in this essay will outline a literature review from various sources for the research on how the hybrid learning is more important compared to the traditional learning methods and to know why most of the universities use this type .
Literature review
Several studies and research has been conducted on the reasons as to why the hybrid form of learning and the hybrid classes are more important or more uses so they are taking over the traditional forms of learning which include face to face learning and attending the lectures. Several controversies have arisen from different authors on outlining some of the reasons as to why hybrid learning should be promoted. Renowned scholars have published articles and journals as well as books on the same. Most people and students have been left in a dilemma on whatever means to use so as to acquire the knowledge they require. The many advantages that have come with the hybrid kind of learning have made many universities and learning institutions across the globe to adopt the new mode of learning that is hybrid classes and sort to drop or rather do away with the online classes or the face to face classes. So many factors have been found to contribute to that decision by the management team of most .
SAAD COLLEGE OF NURSING AND ALLIED HEALTH SCIENCESUNIVERSI.docxrtodd599
SAAD COLLEGE OF NURSING AND ALLIED HEALTH SCIENCES
UNIVERSIY OF ULESTER
Student name: Fatimah Aldawood
ID number: SNC:136193
Cohort: (Year 4 semester 2)
Course Title: BSc (Hons) in Nursing Studies
Module Title: Developing research proposal
Module Code: NUR 585 CRN: 59060
Words Count:
Date:
Lecturer responsible for unit:
List of content:
The content
Pages
Table of content
2
Acknowledgment
3
Abstract
4
Literature review
5-
Significant of the study
Aim, Objectives and Research question
Methodology
Setting
Population
Sampling
Tools for data collection
Robustness of the study
Ethical consideration
Pilot study
Data analysis
Process of data collection
Outcomes
Time scale
Budget
Appendix A: information leaflet
Appendix B: consent forms
Appendix C questionnaire part1
Appendix C: interview questionnaire part2
Reference
Acknowledgement:
First of all, I would like to thank my mother and my sister to their emotional support, they encourage drove me into this level. Then I have to say thanks to my teachers for their good learning to me. Finally, I hope that my research study stimulates nurses to give more and understand the importance of great nursing profession.
The Effective of Nursing Education and Attitude to Improve Knowledge in Palliative Care of Hospital- internationally.
Abstract:
This research going to describe the effect of nursing education and attitude to improve knowledge in palliative care of hospital- internationally. The palliative is medical specialty caring for people with chronic and serous disease. This type of care concentrate on rest of patient from the symptoms and stress diseases. The aims is to improve clarity of life for both the patient and their family. However nursing education and attitude have real affect on patient health, by improve nursing education patient care can improved. Even if the nurse dos not have enough education she can progress himself by continuous learning. "The 2011 Public Opinion Strategies found that most Americans believe that palliative care should be made available to all hospitals "(Center to Advance Palliative Care [CAPC], 2011).
Background: Long work in medical area can affect in the Knowledge and attitude for the nurse it could in bad or good way, So the nurse have to improve himself to achieve the standard of care for patient in Palliative Care. Because of around the world the numbers of patients who`s need palliative care is increased, and the nurse come from the first line of patient care.
Method: A quantitative study will used to explore the determine the knowledge and attitude of Saudi nurse who is provide care for palliative patient.
Data collection:
Data collection is "the process of gathering and measuring information on variables of interest, in an established systematic fashion that enables one to answer stated research questions, test hypotheses, and evaluate outcomes". The data collection compo.
S18 SOCI 111: Social Networks
Homework 4
DUE: 6/6/19
81 points total
Instructions: As before, these problems give you an opportunity to use the concepts and
techniques we’ve learned in class to analyze interesting social systems. This time I’ve
leaned more toward interesting conceptual puzzles rather than brute calculations. I
encourage you to work in groups (of no more than 5), but each student should prepare
her or his own solutions, along with a note at the top of your assignment crediting
other members of the working group. Please make sure you truly understand the
solution to a problem, and please: DO NOT COPY SOLUTIONS. This includes copying
solutions from earlier years. We will figure it out. Do not go to the testbank at SAC, do
not go to Course Hero, and do not get solutions from friends who have taken the course
in the past. This will impede your learning, it will not prepare you for the final exam, and
I will treat it as academic misconduct.
In general, you should show your work rather than just writing down a number. This
makes it easier for us to see that you know what you are doing, and easier for you to
see when you’ve made a trivial mistake. On the other hand, don’t just throw everything
vaguely relevant at the wall and hope that something sticks. You need to be judicious!
Please turn in a hard copy of your solutions to the TA at the beginning of class. Your
submission should be neat and legible: you can type it up or write it out by hand, but we
aren’t going to engage in decipherment here. Please follow the breakdown of questions
into parts (a, b, c, etc.) to make these easier for your TA to grade.
Q1. Why is it sometimes rational to imitate the behavior of others? Briefly describe
two reasons, and give an example of each. (6 points)
Q2. You are in charge of marketing a new smartphone app, SeeFood, that allows
users to share pictures of food with each other. Uptake of the app will obey the
following dynamical rule:
If the company spends $50,000 on marketing, it can get a fraction z’ of the population to
Adopt the app at time 0. This fraction z’ is between B and C—just above B, in fact. If the
company spends $300,000 on marketing, it can get a fraction z’’ of the population to
Adopt at time 0 (mostly by giving the App away). This fraction z’’ is close to D. You think
that the company should spend the $300,000, as it will get you close to total adoption.
Your intern argues that you should spend $50,000 on marketing instead. If adoption
settles at fraction A, your company will make $0 in revenue; at fraction B, your company
will make $100,000 in revenue; at fraction C, your company will make $200,000 in
revenue; and at fraction D, your company will make $500,000 in revenue.
a) Explain why you are wrong, by showing that you will actually lose money
if you spend the $300,000 to get a fraction z’’ of the population to Adopt.
Remember, in.
SAAD COLLEGE OF NURSING AND ALLIED HEALTH SC.docxrtodd599
SAAD COLLEGE OF NURSING AND ALLIED HEALTH SCINCE - UNIVERSITY OF ULESTER
ACDAMIC YEAR 2018-19
Semester one
Assignment Title: Nutrition Knowledge among Young Pregnant Women in Middle East.
Student name: Alreem Ali Alaliwat
ID number: SNC 146046 \ UU ID: B00697863
Cohort: 16 (Year 4 semester 2)
Course Title: B.Sc (Hons) in Nursing Studies
Module Title: Developing a research proposal
Module Code: NUS 585 CRN: 59064
Words Count: 6000
Date: 29/11/2018
Lecturer responsible for unit: Dr. Safia Belal
Table of Contents
Acknowledgement2
Abstract3
Chapter 15
Introduction5
1.Young Pregnant Women6
2.Nutrition Knowledge7
3.Education Need for Pregnant Words7
Significant Of the Study8
Aim of the Study9
Research Question9
Objective10
Research Question10
Chapter 211
Design11
Setting12
Sampling and Population13
Inclusion Criteria13
Exclusion Criteria13
Data Collection13
Ethical Considering14
Pilot Study15
Data Analysis16
Procedure of the Main Study17
Chapter 318
Time Scale18
Budget19
Expected Outcome20
References21
Appendix I Consent Form27
Appendix II Participant Leaflet27
Appendix III Questionnaire28
About Nutrition29
Acknowledgement:
First of all, I am thankful of Allah for helping me to complete this research .
Through this paper, I'm a proud of working with all the participant and I appreciate your efforts that were help and support me especially my lovely husband and my sister Dr.Ghada
Also I would like to give special thanks to Dr.Safiah Bilal , special thanx for here for the kindness, guidance, encouragement, and suggestions du ring writing this study.
Alreem.
Nutrition Knowledge among Young Pregnant Women In Saudi ArabiaAbstract:
Background: Nutrition plays a key role during pregnancy in the sense that the nourishment that a pregnant woman gets determines the nutrients that the developing fetus gets. Nutrition knowledge in this case refers to information and skills that an individual normally has pertaining food intake. In respect to the research topic, this refers to information and skills needed by pregnant women.
Aim: The aim of the study identify nutrition knowledge among young pregnant women.
Sample: the sample population of these study is the young pregnant women they take probability sample fore 100 participants.
Methodology: the researcher uses quantitative design for statics and data analysis, as well random sample, it will be at Almanaa Hospital.
Key words : Nutrition , knowledge , pregnancy
Nutrition Knowledge among Young Pregnant Women In Saudi ArabiaChapter 1Introduction
The purpose of the study is to investigate and establish whether pregnant young Saudi women have the needed nutritional knowledge. Nutrition plays a key role during pregnancy in the sense that the nourishment that a pregnant woman gets determines the nutrients that the deve.
Sadly today police are not often viewed in the best light. Not a.docxrtodd599
Sadly today police are not often viewed in the best light. Not all officers are bad or are guilty of misconduct. However many people think a few bad ones spoil them all and while it is not true perception is everything. When officers are apart of misconduct, bad behaviors and other negative incidents this ruins community trust and support. Early intervention systems have surfaced as a useful tool in managing the risk of misconduct by police. As stated earlier its only a small amount of officers that are responsible for citizen complaints. These complaints are comprised of use of physical force and other infractions. (2020) When indicators are monitored or risk related outputs by officers so to speak.
Administrators can then recognize or identify actions of officers that are symptomatic or are problomatic indicators of possible police misconduct. Research shows that typically misconduct is skewed across a small group of officers at any given time. Officers who participate in misconduct aften have similar histories concerning age and pre-employment. It is found these things build over time they do not just happen out of the blue. This makes it very important to identify problems lying in wait. Such things as officer bias, not understanding policies, supervisors with poor supervisory skills any problems that could trigger or add to future events unfolding. It is prdent to look for any traits, actions or performance issues that raise speculation. These are the factors that snowball over time and lead to ubfortunate events. (2020
respond to this discussion question in 150 words
.
SA #1 What is Ekman Divergence Wherewhat are three location.docxrtodd599
SA #1: What is Ekman Divergence? Where/what are three locations/conditions
where this phenomenon occurs in the ocean? What physical oceanographic
phenomenon is a consequence of divergence? What sort of biological response
is also frequently associated with divergence?
SA #3: Consider sunlight striking planet Earth and the energy that subsequently
radiates back to space. Describe what kind of light enters and leaves the Earth.
Are these two energy fluxes in balance at all locations on Earth? Are they in
balance on average? What role does the ocean play in the movement of energy
at Earth’s surface?
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own .
S&J Plumbing, Inc.s 2010 income statement shows a net profit before.docxrtodd599
S&J Plumbing, Inc.'s 2010 income statement shows a net profit before tax of $468, whereas the balance sheet that the company's equity for the fiscal year-end 2010 is $1,746.
Calculate the company's return on equity and explain whether the managers are providing a good return on the capital provided by the company’s shareholders.
Diagram and explain the operating cycle of a service company.
.
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?
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.
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.
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.
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.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2. PRESS RELEASE
The fourth quarter ended June 30, 2005. The 2005 fiscal year
was over. On July
26, 2005, Sun Microsystems (Sun) unveiled fiscal year (FY)
2005 results: Q4
revenues were US$2.98 billion (2004 Q4 revenues were
US$3.11 billion, but had
included income of US$1.6 billion from a legal settlement with
Microsoft); for
the full fiscal year 2005, Sun Microsystems reported revenues
of US$11.07
billion (FY2004 revenues were US$11.19 billion).
Sun Microsystems Chief Financial Officer (CFO), Steve
McGowan commented,
“We achieved impressive operational improvements in fiscal
2005 . . . our 16th
consecutive year of generating positive cash flow from
operations.” Sun
Microsystems employees, investors and analysts recognized that
Bill Gates had
helped out last year. But what explained this year? Perhaps
Sun was righting
itself?
“Putting our cash to work, we’ve expanded our product
portfolio and announced
plans to acquire companies that deepen and broaden our systems
strategy. We’ve
maintained our R&D commitment and delivered crown jewels
like Solaris 10 to
the market,” said Scott McNealy, chairman and chief executive
3. officer (CEO) of
Sun Microsystems. “Big-time progress in FY05. The company
is now in a
position to take advantage of the investments we have made
over the past few
years and we believe there is more to come in FY06.”
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 2 9B06M023
McNealy continued, “Our demand indicators for Q4 were
positive. We have
great partners, lots of cash, and a strong team across the board.
FY05 was a year
of stabilized revenue and earnings. Our opportunity for FY06 is
sustained growth
and profitability.”
“Profitability?” was the incredulous reaction of many who had
followed Sun’s
struggle.
A STRATEGIC CRISIS
At the beginning of 2004, Sun Microsystems found itself at a
serious inflection
point (see Exhibits 2, 3 and 4). It had lost money in eight of the
4. last 10 quarters
and allowed its market share to slip again, this time from 12.1
per cent in 2002 to
10.3 per cent in 2003, Sun announced its largest product
offering update in
company history. The products were intended to stop the
bleeding that had
caused the company’s share price to plummet to only one-tenth
of its high value
in 2000, a decline that in 2003 raised speculation of a takeover.
The chief
executive officer and chairman of the board of directors was
Scott McNealy, co-
founder of the company originally named Stanford Unified
Networks when it
began in 1982.
Since developing the vision that had endured throughout the
company’s history,
“The Network is the Computer,” McNealy had come under great
scrutiny as many
industry analysts relentlessly questioned Sun’s business-level
strategy.
Specifically, many doubted the effectiveness and
competitiveness of the products
that the company offered during its recent decline in
profitability.
On December 8, 2004, Scott McNealy delivered a keynote
address at an industry
show in San Francisco, California. He relayed some statistics
about Sun’s Java
platform: 579 million Java-enabled phones by the end of the
year, almost one
billion java smart cards and nearly 900 companies were now
contributing to Java.
5. He spoke of how the world had envisioned the computer 50
years prior and
remarked, “It’s hard to imagine where we’ll be 50 years from
now.” Some in the
audience were scratching their heads wondering where Sun was
headed in the
very near future.
Fiscal year 2005 had just closed and it was now July. With
catchy newspaper
headlines, The Sun Always Rises; Dawn of a New Era for Sun;
and Will Sun Shine
Again?, it was evident that Sun Microsystems was at a
crossroads, and it was time
for serious reflection on the part of Scott McNealy. The
company, based in Santa
Clara, California, had been through a lot in the last 10 years. It
had learned from
some experiences and was still learning from others.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 3 9B06M023
BOOM TO BUST
In 1997, Thailand could no longer prop up its currency, the
6. baht. High levels of
debt and years of trade deficits had resulted in a spectacular
crash in the value of
the baht. The ensuing economic crisis engulfed most of Asia
and spread
throughout the entire world, slowing down economies from east
to west. Most
importantly for Sun, the crisis adversely impacted Japan, its
largest single source
of foreign revenue, at nine per cent.
The global economic collapse continued in January of 1999
when Brazil devalued
its currency, the real. The devaluation dashed any immediate
growth plans and
delayed future growth there indefinitely. Brazil had been one of
the countries on
which Sun had been counting to lead information technology
(IT) spending in
South America.
The Brazilian and Asian financial crises provided compelling
evidence that, while
Sun’s diverse portfolio appeared to protect it from individual
blips in economic
stability, its product sales were highly sensitive to
macroeconomic conditions. In
1998, the company reported that more than 45 per cent of its
revenues was
generated outside of the United States. By 2003, Sun’s reliance
on foreign
revenue had increased to more than 50 per cent, and the
economic crises had
unfolded into a worldwide economic slowdown — with some
analysts using the
label “recession.”
7. However, economic conditions alone did not lead to Sun’s fall
from profitability.
Rather, the economic macro-environment was a catalyst for
change towards
affordable enterprise computing. In addition, technological
advancements led to
performance improvements in the x86 platform.1 Making use of
these
advancements along with utilizing various sources of leverage
to lower cost
structures, many firms were able to offer products similar to
Sun’s but at a
fraction of the price.
Sun’s expensive high-margin products lagged in demand while
the company
attempted in vain to continue presenting its same value
proposition. To
compound the adverse effect of developments in the x86
hardware space,
competitive pressure was also being applied to Sun by an
inexpensive,
competitive and very contrary x86-based software product,
named Linux. This
singular platform would change Sun’s competitive environment
drastically. Open
source software on inexpensive standard hardware began to
unravel Sun’s
offering: a product where software, hardware and service were
bundled.
1x86 hardware stands for x86 central processing units (CPUs)
developed by Intel. This CPU forms the
base of PCs. History of the chip: 286, 386, 486, 586 (dubbed
8. “Pentium), Pentium Pro, Pentium II,
Celeron, Pentium III, Pentium IV, etc. Other manufacturers,
such as Advanced Micro Devices (AMD) and
Cyrix, have used the same CPU machine code with their own
architecture to create equivalent chips, but
with a lower price-to-performance ratio.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 4 9B06M023
BILLION-DOLLAR BETS
In 2000, shares of Sun Microsystems hovered near US$60 per
share. Around that
same time, Scott McNealy, CEO, put Masood Jabbar in charge
of managing Sun’s
worldwide sales. McNealy was counting on Jabbar to formulate
the right plan
and strategy to capitalize on Sun’s momentum and reputation
for innovation.
McNealy needed Jabbar to grow the business and build
shareholder wealth.
In response, Jabbar developed a strategy that focused on five
countries that were
each potential billion-dollar-a-year markets for Sun’s server
business. They were
Brazil, Spain, China, India and Italy. Shareholders were
9. optimistic about Sun’s
potential for growth.
Although shareholders responded positively to Sun’s future,
managers of the U.S.
business at Sun’s Palo Alto, California headquarters were
getting tense. It seemed
as though a meeting could not take place without attention
being diverted from
the U.S. business toward conversations about foreign interest
rates, political
regimes and foreign legal language. U.S. business managers
simply could not
have discussions on policy and strategy without some “foreign
distractions.”
Many of the U.S. managers involved began to feel that those
managers
representing Mexico, South America and Canada were
muddying the waters with
talk about fluctuating currency exchange rates and political
instability. In fact,
those territories accounted for less than a few per cent of Sun’s
business at the
time. The United States had nearly always accounted for
roughly half of Sun’s
multibillion-dollar annual sales.
However, Jabbar’s “billion-dollar bets” required that these
emerging areas get
attention in order to shift the distribution of sales. And yet,
international
managers felt they were getting little cooperation and support to
expand business
in their emerging markets. Jabbar also knew that under the
current structure, U.S.
managers could not focus on their own strategy and planning,
10. which meant that a
considerable portion of Sun’s revenue could be threatened. The
current
organizational structure was just not working. Something at Sun
had to change.
Jabbar approached Bob MacRitchie, who at that time was
already managing the
South American, Mexican and Canadian lines of business under
the umbrella of
the U.S. organizational division. The infrastructure was already
in place. What
remained was an official transition that emphasized Sun’s
commitment to
pursuing its billion-dollar bets. “I just got on the phone with
Bob and told him
what we were doing,” Jabbar later said, “It took only a minute.”
However, the transition itself was not so easy. The same U.S.
business managers
that previously decried the waste of precious resources on those
underperforming
emerging markets felt a sense of loss they had not anticipated
— a loss of power.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 5 9B06M023
11. “Egos were involved here,” Jabbar explained, “It was hard to
get those guys to
give up the control.”
Apart from being a functional decision, the decision was
symbolic of the attention
and commitment Sun would give to these emerging areas. Sun’s
strategy was to
develop these “billion-dollar bets.” The economy was booming
and the demand
for enterprise computing products was growing quickly. Sun
did not have to
chase customers. The sales, it seemed, were coming to them.
However, neither
Sun nor any other company could contend with the competitive
pressure created
by the volatile nature of the new global economy.
ATTACK OF THE GIANT PENGUIN — LINUX
“We’re saying that Linux will eat Unix,”2 was the prediction
for 2003, issued by
John Gantz, International Data Corporation’s (IDC’s) chief
research officer. The
irony was subtle — the Linux mascot was an innocuous
penguin. Linux, an
operating system named after its creator Linus Torvalds, took
the enterprise
computing industry by storm. Its open source, community
approach to
application creation was not only revolutionary in theory, but in
practice as well.
Linux is open source, inexpensive and scalable. Adoption of
Linux products
12. spread rapidly, especially internationally. In fact, countries
outside the United
States found Linux to be a viable alternative to Microsoft’s
Windows operating
system, which many critics felt was unsecure and not readily
scalable. In 2003,
Brazil’s government urged its federal agencies to adopt Linux in
an effort to cut
costs. Brazil represented no small piece of the pie; it imported
more than US$1
billion more in software than it exported in 2001. In moving to
Linux, Brazil was
not alone. It joined China, Japan and South Korea in using
Linux to get IT
spending under control.
Sun had resisted Linux for a long time since Sun designed its
own operating
system, Solaris. In addition, Sun’s past success was due in large
part to its
strategy of integrating proprietary software (Solaris), hardware
and its own
‘SPARC’ Unix microprocessor.3 By developing not only its
own
microprocessors, but also its own operating system, the
company could have
complete control of the integration of the system hardware and
software. This
strategy ensured optimization and control over the entire design
process. In
effect, Sun created a lot of value for its customers through this
integration.
2Unix software is an abbreviation for UNiplexed Information
and Computing System, originally spelled
“Unics.” It is an interactive time-sharing operating system
13. developed at Bell Labs in 1969. In the 1990s,
Unix was the most widely used multi-use general-purpose
operating system in the world. Unix is
presently offered by many manufacturers and is the subject of
international standardization efforts.
3SPARC is an abbreviation for Scalable Processor
ARChitecture, designed by Sun Microsystems in
1985. SPARC is not a chip per se, but a specification. The first
standard product based on SPARC was
produced by Sun and Fujitsu in 1986. In 1989, Sun transferred
ownership of the SPARC specifications
to an independent, non-profit organization, SPARC
International.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 6 9B06M023
However, Sun’s strategic focus on its operating system, Solaris,
and its SPARC
microprocessors prevented it from seeing the threat that Linux
presented.
Eventually, an x86 or Unix server running Linux offered
customers a close
substitute to Sun’s products.
In February of 2002, after years of denial, Sun Microsystems
could no longer fend
off the waves of criticism — it gave in to Linux. To
14. demonstrate its commitment
to Linux, Scott McNealy gave his keynote speech (in a penguin
suit) at a Sun
trade show to announce the company’s new Linux products.
Typically, Sun
attacked other platforms by suggesting that they were not as
reliable or did not
offer the features of its own Unix servers. However, with the
advent of Linux,
users found a new, reliable, inexpensive choice to expensive
Sun products.
The problem was serious. If Sun refused to offer Linux
products, it would be
cutting itself out of a considerable portion of the server market.
Linux was
dominating the inexpensive x86 server space. Yet, if Sun were
to produce its own
x86 products, it would have to purchase microprocessors from a
third party for a
new line of x86 hardware. Since there was essentially one
company that was
developing highly respected enterprise-level x86
microprocessors, Sun had few
choices. Entering the x86 market would mean teaming up with
a tried and true
competitor — Intel.
For Sun, doing business with Intel would not only mean
accepting the rise of
Linux, but also the commoditization of enterprise computing, at
least at the low
end. Moreover, Sun’s value proposition became increasingly
diminished as the
company lost control of the integration process. By using Intel
chips, Sun would
15. no longer offer value to customers through engineering and
innovation as it had
previously, but rather via an assembly of outsourced
components. Although very
similar to some of its competitors, that value proposition was a
substantial
departure from Sun’s original model. To counteract this
change, Sun developed
its own middleware, the Java Enterprise System, that would
operate in Unix or
Linux and offered a unique pricing model that made scalable
enterprise
computing more affordable.
In 2003, the People’s Republic of China and Sun announced a
deal. The
arrangement was for 500,000 to one million copies per year of
Sun’s Java
Enterprise System. Most industry observers believed the
blockbuster result of this
deal would not be the revenue, but rather the market share.
Indeed the revenue
would likely not be significant and would even take quite a
while to capture,
given the extended time frame of the agreement. With Java
Enterprise System,
Sun was trying to inject value into its offerings through
research and
development, one of Sun’s competitive advantages.
Continuing to partner with Intel, however, remained a strategic
disadvantage.
After years of competition, joining forces and integrating
development initiatives
For the exclusive use of R. Wang, 2020.
16. This document is authorized for use only by Rachel Wang in
2020.
Page 7 9B06M023
with Intel seemed unrealistic. Sun’s future in the x86 space
continued to look
uncertain until November of 2003, when Sun announced a newly
formed strategic
alliance with an emerging x86 microprocessor developer —
AMD.
A NEW ENTRANT, OLD COMPETITORS AND BIG
THREATS
In 2003, Advanced Micro Devices, also known as AMD, agreed
to collaborate
with Sun in a new strategic venture. By providing its x86-based
Opteron chips
for use in Sun’s low-end servers, AMD stood to combat years of
dominance by
rival, Intel. AMD’s new Opteron technology took its x86
technology to 64 bits,4
a feat Intel had yet to master. In doing so, it became an
industry leader. Along
with that status came new friends. Sun was not the only firm to
form an alliance
with AMD — HP and IBM both struck similar deals, although
seemingly less
integrated than Sun’s alliance.
17. Intel leveraged its technology, manufacturing capabilities and
market share in the
PC space to produce chips able to compete in the enterprise
computing domain, at
least in the low-end segment. And, it certainly did not suffer
from diminishing
relations with Sun. Dell capitalized in the low-end space by
selling a large
volume of servers running Linux on Intel. Finding operating
efficiencies allowed
Dell, the fourth largest server maker behind Sun, to turn the
low-end server
market into a battlefield by steadily dropping prices.5
Sun attempted to compete on the basis of price, but found it
difficult to out-price
companies like Dell and even IBM that reduced costs through
sources of leverage,
such as unit volume and consulting services respectively. As a
result, Sun was
losing the low-end battle against Dell, IBM and HP, and there
continued to be
little demand in the high-end for its expensive Unix servers. As
if this were not
bad enough, another competitor was posing a significant threat
to Sun.
Japan’s Fujitsu, which ranked as the fifth largest server maker,
licensed Sun’s
proprietary UltraSPARC chip designs to power its own
SPARC64 chips found in
its line of Unix servers. Fujitsu had great success in taking
Sun’s SPARC chips
and turning them into more powerful SPARC64 Fujitsu chips —
and winning Sun
18. customers in the process. Fujitsu was much quicker to market
than Sun, which
was reliant on Texas Instruments to churn out its chips. The
situation presented a
very difficult decision for Sun. Should it discontinue its
relationship with Fujitsu
or get in even tighter with the Japanese giant?
Sun Microsystems desperately needed the revenue from the
licensing agreement,
so it was extremely reluctant to cease the licensing contracts.
To complicate
464 bit is a computer architecture term, which refers to the
bandwidth of the arithmetic logic unit, registers
(high-speed memory locations in the CPU) and data bus
(connections between and within the CPU,
memory and peripherals).
5HP was the server market leader, followed by IBM.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 8 9B06M023
matters further, Fujitsu was not only licensing Sun’s chipset
designs, it was also a
leading reseller of Sun product. Fujitsu was more than a
manufacturer; it served
also as a reseller or channel partner. In fact, Fujitsu’s role was
19. significant. Sales
to Fujitsu accounted for a large portion of Sun sales in Japan,
Sun’s leading
foreign market in revenue terms.
Rumors surfaced in 2003 about a possible alliance or even
merger with the
Japanese firm. However, for Sun, forming a tighter alliance
with Fujitsu might
cause more problems than it would address. For instance, if
Sun were to begin
using the SPARC64 chips, it might mean spurning its
longstanding chip-
producing partner, Texas Instruments. Given a very large
installed base, such
bridges were not to be burned hastily. Moreover, despite the
fact that Sun and
Fujitsu used the same instruction set for the microprocessors,
Sun and Fujitsu
products could not be used together without some
reprogramming. Adopting the
SPARC64 chips would mean massive reconstruction of its
current products and
the products it had in the pipeline, which suggested that Fujitsu
would remain a
competitor in the future.
EXECUTIVE EXODUS
A month-long executive exodus culminated with the Chief
Operating Officer
(COO) and President Ed Zander resigning. He and four other
high-level officers
— all with at least 15 years each at Sun — departed effective
July 1, 2002. The
20. naysayers on Wall Street were having a field day — “the
Captain goes down with
the ship.” McNealy was going to do it alone — he named no
successor for the
president and COO’s position. There were also now vacancies
for the vice-
president, two executive VPs and the CFO. On July 18, 2002, it
was announced
that Masood Jabbar would retire from Sun after 16 years of
service. The stock
was at a 52-week low, hovering around US$7 per share.
And things did get worse — at least according to the stock
market. The share
price slowly but steadily, in the coming years, fell to a mark
below US$3. It
would be almost two years before a president and COO was
named — the 38-
year-old, pony-tailed Jonathan Schwartz received the nod from
McNealy in April
2004. Schwartz had come to Sun in 1996 when it acquired
Lighthouse Design,
Ltd. — the firm Schwartz was then CEO of.
ALL BETS ARE OFF
Growth in the server industry was not flat by any means. IDC
expected tech
spending would increase in 2005 and beyond, regaining some of
its lost
momentum from the bubble burst of 2000.
For the exclusive use of R. Wang, 2020.
21. This document is authorized for use only by Rachel Wang in
2020.
Page 9 9B06M023
Scott McNealy’s vision of everything and everyone connected
to the network was
probably not that far from the eventual truth (see Exhibit 1).
Yet, Sun’s ability to
determine the long-term direction of computing was more
refined than its value-
added strategy.
Most of Sun’s billion-dollar bets that were developed by
Masood Jabbar failed to
materialize. In fact, Sun Microsystems was now desperate,
fighting for revenue
each quarter. In retrospect, Sun might have put the cart before
the horse. Instead
of focusing on the evolution of its competitive environment, it
was distracted by
the economic euphoria that reigned in the late 1990s. McNealy
admitted to as
much, “Looking back, we probably hired too many people and
signed too many
leases, but we had a very natural and understandable desire to
fill all the orders we
could.”
The network was still the computer — even increasingly so —
but recent product
offerings and industry conferences suggested Sun Microsystems
22. and especially
McNealy had succumbed to some inevitable truths about the
competitive
environment of the industry. One was that the x86 platform was
not going away as
McNealy had once envisioned. It became clear that Sun’s
future strategy would
include x86- and Linux-based products, as well as more
compelling and
competitive high-end Unix servers.
To sell Sun product, McNealy was banking on a healthy return
on research and
development. He asserted, “Sun is doing things that Intel isn’t
doing or AMD isn’t
doing.” Innovation, however, was costly. Sun’s R&D budget
had been around
US$2 billion annually for the last few years, dwarfing its
competitors. Innovation
was a key component of Sun’s current strategy, but the results
were not yet readily
quantifiable. Still, McNealy claimed, “[Over the decade,] we’re
going to spend
$20 billion to $30 billion minimum on R&D.” Clearly, Sun was
intent on
continuing to add value through innovation rather than being
relegated to a game
of economies of scale and efficiencies.
Charles Cooper, editor of CNETNEWS.com, remarked, “[Sun’s]
strategy — if you
can call it that — has been to throw a lot of stuff against the
wall and wait to see
what sticks.” It was still hard to tell what the firm and
specifically Scott McNealy
were learning from the devolution of Sun’s business. The well-
23. known CEO
admitted to strategic missteps but quipped “I try to make a
mistake only once.” “If
your strategy isn’t controversial, you have zero chance of
making money.” “You
have to have a wildly different strategy and you have to be
right. It’s that second
part that gets tricky.” McNealy recognized, “There’s lots more
to do.” Now was
the time to do it.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 10 9B06M023
Exhibit 1
SUN MICROSYSTEMS’ STRATEGIC DIRECTION
A singular vision -- “The Network Is The Computer” -- guides
Sun in the development of technologies that
power the world’s most important markets. Sun’s philosophy of
sharing innovation and building
communities is at the forefront of the next wave of computing:
the Participation Age.
VISION: Everyone and everything connected to the network.
24. Eventually every man, woman, and child on the planet will be
connected to the network. So will virtually
everything with a digital or electrical heartbeat -- from mobile
phones to automobiles, thermostats to razor
blades with RFID tags on them. The resulting network traffic
will require highly scalable, reliable systems,
from Sun.
MISSION: Solve complex network computing problems for
governments, enterprises,
and service providers.
At Sun, we’re tackling complexity through system design.
Through virtualization and automation. Through
open standards and platform-independent Java technologies. In
fact, we’re taking a holistic approach to
network computing in which new systems, software, and
services are all released on a regular, quarterly
basis. All of it integrated and pretested to create what we call
the Network Computer.
Source: http://www.sun.com, accessed February 11, 2006.
For the exclusive use of R. Wang, 2020.
This document is authorized for use only by Rachel Wang in
2020.
Page 11 9B06M023
25. Exhibit 2
INCOME STATEMENT
(US$ millions)
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Revenue 7,094.8 8,598.4 9,790.8 11,726.3 15,721.0
18,250.0 12,496.0 11,434.0 11,185.0 11,070.0
COGS 3,972.0 4,320.5 4,693.3 5,648.4 7,549.0
10,041.0 7,580.0 6,492.0 6,669.0 6,481.0
Gross Profit 3,122.7 4,277.9 5,097.5 6,077.9 8,172.0
8,209.0 4,916.0 4,942.0 4,516.0 4,589.0
Operating Expenses
Selling, General and Administrative 1,732.7 2,402.4 2,777.3
3,173.0 4,137.0 4,544.0 3,812.0 3,329.0 3,317.0
2,919.0
Research and Development 657.1 826.0 1,190.2 1,383.2
1,642.0 2,093.0 1,835.0 1,841.0 1,996.0 1,785.0
Other 57.9 23.0 - - - 261.0
517.0 2,496.0 393.0 262.0
Operating Income 675.0 1,026.5 …
final project instructions and marking rubrics
mk153 – strategic web design
to teach to guide to learn
Date: Name:
26. WEBSITE DEVELOPMENT PROJECT
Website: / 16
Written Report and Presentation: / 20
PROJECT TOTAL: / 36
INSTRUCTIONS:
Instructor:
· The following rubrics provide criteria for which marks are to
be assigned. As you review each part of the assignment, assign
a value for each criterion.
· Provide anecdotal comments as required.
· Each participant should receive a copy of the marking rubric.
ASSIGNMENT DETAILS:
Website:
· For your business created in MK151, you will create a website
using one of the suggested free website building tools (WIX,
Weebly, or Yola)
· Once created, email the address of your website to your
instructor
· Ensure your website has been published, and is available for
viewing by the instructor
· Your website will need to include the following:
1) A visible tagline and content that reflects overall purpose of
website and your target audience.
2) A home page, an about page, a product/services page, a
contact page, which are ordered/accessible based upon your
design and navigation decisions.
3) A unique domain name (available, you would consider
purchasing), minimum of two (2) images, (2) social media
27. integrations, unique keywords for SEO, taking into
consideration any legal or copyright restrictions.
4) Clear and easy-to-use navigation.
5) Visual consistency across all pages.
Written Report and Presentation:
· Create a document containing the information below, and
submit this document into the Website Design Project portal in
G2.
· Your report must include:
1) Your overall management of this project outlining – Project
Goal, Resources, Time, and Scope.
2) The reason for the website building tool you chose and a
description of the website’s overall purpose.
3) A brief summary about how you have integrated the
information from this course, including SEO, your creative
effort, your plan regarding security and analytics, a minimum of
two business listings you would use, social media integration,
keywords and Google Analytics considerations, as it relates to
your target audience.
· Design a 5-minute presentation for the class summarizing your
report.
COMMENTS:
WEBSITE RUBRIC
CRITERIA
28. Website Pages
Additional Elements
Flow and Consistency
Purpose
4 marks
All required pages have been created on the website:
Home page and at least 4 underlying pages.
All additional elements have been completed:
SEO, creative effort, security and analytics, integration and
maintenance elements, content marketing and multimedia.
Website is easy to navigate and demonstrates consistency across
all pages.
Website includes a clear tagline. Both content and tagline align
with overall purpose.
3 marks
Most required pages have been created on the website
(1 page is missing).
Most additional elements have been used in the website.
(1 missing).
Some parts of the website navigation are not clear or not
working correctly.
Website tagline is missing or not clear, but content relates to
overall purpose.
2 marks
Some required pages have been created on the website
(2 pages are missing).
Some additional elements have been used in the website.
(2 missing).
Some of the website pages are not designed consistently.
Website content or design does not relate to overall purpose.
1 mark
Few required pages have been created on the website
(3 or more pages are missing).
Few additional elements have been used in the website.
(3 or more missing).
Both the navigation of the website is not clear and pages are not
29. consistently designed.
Content and tagline do not reflect overall purpose of website.
WRITTEN REPORT AND PRESENTATION RUBRIC
CRITERIA
Planning and Design
Presentation
Overall Management
Building Tool, Website Purpose and Summary
Responsiveness
4 marks
Document submitted addresses all requirements of the
assignment.
Presentation met all criteria listed below.
Provides thorough description of the overall management:
Project Goal, Resources, Time, Scope.
Explanation of reasons for building tool choice, website
purpose, and summary of integrated information is clear
Responds well to questions. Restates and summarizes where
needed.
3 marks
Document addresses most requirements of the assignment
(1 item is missing or unclear).
Presentation met most criteria
(1 missing or unclear).
Addresses most of the management points
(1 missing or unclear).
30. Clearly addresses most of the requirements
(1 missing or unclear).
Generally responsive to questions.
2 marks
Document addresses some requirements of the assignment
(2 items are missing or unclear).
Presentation met some criteria
(2 missing or unclear).
Addresses some of the management points
(2 missing or unclear).
Clearly addresses some of the requirements
(2 missing or unclear).
Reluctantly interacts with audience. Responds poorly to
questions.
1 mark
Document addresses few requirements of the assignment
(3 or more items are missing or unclear).
No criteria were met by presentation
(3 missing or unclear).
Few points addressed
(3 or more missing or unclear).
Few requirements addressed or are unclear
(3 or more missing or unclear).
Avoids audience interaction. Not responsive to group.
Presentation Criteria:
1. Presentation is clear and organized in a logical way.
2. Style chosen is professional. Information is easy to hear and
31. view on the screen.
3. Pace was appropriate for audience and allowed information to
be presented in time allotted.
sprott shaw college Page 4 of 4 1019/g2/mk153