Step 1. Read critically and analyze the following scenario:
Geraldine Barney Garrett, the granddaughter of Wilford Barney took over the reins of the R&D
department of Biotech Health and Life Products (Biotech) in 1965. She had trained at the hands
of her grandmother Wilford’s mother, Maria. Geraldine was a strong manager and developed the
Research and Development (R&D) lab from the advanced kitchen of her grandmother to the
scientific lab of her peers. Geraldine’s management philosophy evolved over the years but she
had several basic ideas that kept her grounded. Geraldine knew she had to answer to the family
in every decision she made. Her grandmother stressed this point and she eventually came to
agree. Therefore, decisions were made by her. She also realized that her employees had good
ideas and talent but they did not bear the responsibility she did. So, although she consulted with
the employees often, she never gave them the power to make important decisions.
Geraldine was charismatic in a motherly way and employees saw her as someone to learn from
but career growth was unlikely so in five or six years employees moved on to another company.
The unambitious stayed on and eventually Geraldine collected a small group of people she
trusted and who became her team. Now, several of the team members are retiring like Geraldine
leaving few left to the company.
When it comes to leading the entire R&D Division, Geraldine is very controlled in defining
goals, setting tasks, and is outstanding at dividing the work among the employees, organizing the
product materials and coordinating and communicating activities between the different
departments. Decisions that Geraldine makes are always dependent on the circumstances and
context of the decision. You often hear her instructing the young employees stating, “Always ask
yourself, which method will work best here? Remember, you are always looking to find the
simplest and most cost-effective solution.” When it comes to developing new products and
innovating, Geraldine is much more open to other people’s input and ideas relying heavily on her
team of experienced but older people. Still, the final decision remains in her hands.
Geraldine could see the need for changes in the lab, the most important of which was retaining
younger employees. Since she was retiring at the end of the year, Geraldine knew the new
department head would have to deal with the problem. Her immediate concern was who the new
department head should be. Her own granddaughter, Melanie Malone, was now working in the
company and she knew Melanie was expecting the job.
Melanie was qualified for the job. She was a Phi Beta Kappa graduate of the University of
Maryland College Park with a double major in Botany and Food Science. She minored in
Business Management. She had worked in the plant in Chicago every summer since High School
and had reproduced and revised all her grandmother’s and great-great grandmother’s recipes.
Starting full-time .
Project 1 Organizational Theory Due Week 3This project was desig.docxdenneymargareta
Project 1 Organizational Theory Due Week 3
This project was designed to have you demonstrate an understanding of how the role organizational theory applies to management. Furthermore, the student will demonstrate this understanding by explaining the evolution of management theory and how it relates to the business environment through the use of a case scenario.
You will use the course material learned in weeks 1 and 2 to answer the questions that are based on the case scenario below. You are also required to research the various schools of thoughts and theorists identified in the Timeline under week 2. Once you have thoroughly researched the schools of thought and the theorist under each category, you will answer the questions below making connections between the case scenario facts, the course material and your research if applicable.
In answering the questions, it is necessary to explain why and how rather than making statements. Go beyond merely making statement without the support that explains the why and how to earn higher points for the assignment.
NOTE:
All submitted work is to be your original work. You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only).
Read critically and analyze the following scenario:
Geraldine Barney Garrett, the granddaughter of Wilford Barney took over the reins of the R&D department of Biotech Health and Life Products (Biotech) in 1965. She had trained at the hands of her grandmother Wilford’s mother, Maria. Geraldine was a strong manager and developed the Research and Development (R&D) lab from the advanced kitchen of her grandmother to the scientific lab of her peers. Geraldine’s management philosophy evolved over the years but she had several basic ideas that kept her grounded. Geraldine knew she had to answer to the family in every decision she made. Her grandmother stressed this point and she eventually came to agree. Therefore, decisions were made by her. She also realized that her employees had good ideas and talent but they did not bear the responsibility she did. So, although she consulted with the employees often, she never gave them the power to make important decisions.
Geraldine was charismatic in a motherly way and employees saw her as someone to learn from but career growth was unlikely so in five or six years employees moved on to another company. The unambitious stayed on and eventually Geraldine collected a small group of people she trusted and who became her team. Now, several of the team members are retiring like Geraldine leaving few left to the company.
When it comes to l ...
Decision-Making CasePlease respond to BOTH cases, APA style with a.docxgalinagrabow44ms
Decision-Making Case
Please respond to BOTH cases, APA style with at least 5 references for each one with links and citation , and 0 plagiarism.
Case 1:
Helen is the manager of a small department in a mid-size non-profit organization.
She is struggling with a tough decision—tolerate an employee who is a marginal performer or begin the long tedious process of documentation for poor performance that may lead to termination.
Her employee is Jane. Jane is responsible for administrative tasks, which she is good at. She is also responsible for front desk reception, which she is terrible at. She is highly introverted and really struggles with having to relate to people.
This organization has very strict guidelines for termination which would involve months of documentation. It would be very awkward working with Jane in this intimate department during that process if Helen decided to fire her.
Instructions:
Answer the following:
1.
What are Helen’s options in this situation?
2.
What are some of the fears, assumptions, beliefs that she might hold for each option?
3.
What actions could Helen take to arrive at a good decision?
4.
What quadrant of the Cynefin model does this decision rest in?
Case 2:
Sally has been a professional consultant for organizations, small businesses, and non-profits for many years. A couple of years ago she had the opportunity to be involved in a tech start-up company that had a great product, and great people involved with it. Because it was a start-up, Sally has been working for equity but is not otherwise being paid for her work. She believes that the software is truly going to be valuable for many groups throughout the world and that it will ultimately be profitable and make the world a better place.
When she first started working with this group, everyone was very excited and eager to work hard to make it a success. Over time, the founder of the company became more and more anxious about maintaining control and started to become paranoid about other people’s motives for being involved. He became increasingly impatient with other people and with dissenting ideas. He feared being taken advantage of and feared the company would get sold out to corporate interests. His controlling style and way of shutting down other people’s contributions and ideas is casting a negative, oppressive mood over everyone in the organization.
Sally tried to use her skills as a communicator to bring the founder and the team together and to help them identify their common goals and vision for the company but feels unable to make a positive difference or shift in the team culture. People don’t speak openly with one another; and some have left, feeling their contributions were no longer recognized or valued.
Sally is starting to feel burnt out and uncertain about whether her energy is being well spent; she has been experiencing some health problems which she attributes in part to the stress of working in th.
How to effectively lead a team.
Leadership requires a soft hand on the tiller and a sense of boldness, argues Elaine Ford, Managing Director at Only Medics Ltd.
Running head; DELTA PACIFIC COMPANY 1
DELTA PACIFIC COMPANY 6
Delta Pacific Company
Your Name
School name
Abstract
This paper is aimed at addressing the problems that accompanied the changes which Delta Pacific Company made to contain the crisis of low globalization in the company.
Introduction
Delta Pacific Company was founded in 1970. The company was initially started to be a computer hardware manufacturer. Delta Company experienced problems from the globalization which had trapped a lot of companies in the west. Globalization rendered the company irrelevant because the demands of the global market could not be met. The products of Delta Pacific Company could only be used locally and would not compete with the rest of the products of the same kind in the world market. The order morphs form globalization of products to consultancy. The company opted to provide consultancy services in a bid to control the globalization; this completely finished the company and sent it to its knees.
Delta Pacific Company was thriving when it was a computer hardware manufacturer, this was before globalization. The products produced (computer hardware) were competitive in the local market. The managing team was confined to one objective; they were not flexible to change with the trends of business, the reason they got stranded when globalization took course. The mistake done by this company was making it a consultancy company. It confused them more because the company was defeated to advance their production to fit the global market by they were opting to offer consultation. The crumbling of the company brought panic among those associated with it, mostly the stakeholders who got worried about the returns that did not show any light of re-establishing. It is an unfortunate time for a company to lose the trust of the stakeholders because those are the people who hold the company together.
The biggest challenge to the Delta Pacific Company was globalization. The needs of the market had changed and they could not go with the market and lead it to come down. The actions taken by the company to curb globalization is the same reason it crumbled. The proper actions were not taken to raise the company; rather, they complicated things more to an extent they could not raise again. Globalization had made the computer hardware useless as they could not get market in the international market. The aftermath of this was the stake holders losing hope of the company picking itself again. The turn of events could have caused a quick change of business to Consultation Company, which proved to be another nightmare to the company.
Fielder’s Contingency Model, Matching Leadership Style to a Situation Para 3 which was created by Freud Fiedler outlines that there does not exist a specific style of l.
For my Instructional Design class we had to remake a training manual for a company called, Blue Globe. We had to redesign the look of the manual to make it look like a workbook.
Project 1 Organizational Theory Due Week 3This project was desig.docxdenneymargareta
Project 1 Organizational Theory Due Week 3
This project was designed to have you demonstrate an understanding of how the role organizational theory applies to management. Furthermore, the student will demonstrate this understanding by explaining the evolution of management theory and how it relates to the business environment through the use of a case scenario.
You will use the course material learned in weeks 1 and 2 to answer the questions that are based on the case scenario below. You are also required to research the various schools of thoughts and theorists identified in the Timeline under week 2. Once you have thoroughly researched the schools of thought and the theorist under each category, you will answer the questions below making connections between the case scenario facts, the course material and your research if applicable.
In answering the questions, it is necessary to explain why and how rather than making statements. Go beyond merely making statement without the support that explains the why and how to earn higher points for the assignment.
NOTE:
All submitted work is to be your original work. You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only).
Read critically and analyze the following scenario:
Geraldine Barney Garrett, the granddaughter of Wilford Barney took over the reins of the R&D department of Biotech Health and Life Products (Biotech) in 1965. She had trained at the hands of her grandmother Wilford’s mother, Maria. Geraldine was a strong manager and developed the Research and Development (R&D) lab from the advanced kitchen of her grandmother to the scientific lab of her peers. Geraldine’s management philosophy evolved over the years but she had several basic ideas that kept her grounded. Geraldine knew she had to answer to the family in every decision she made. Her grandmother stressed this point and she eventually came to agree. Therefore, decisions were made by her. She also realized that her employees had good ideas and talent but they did not bear the responsibility she did. So, although she consulted with the employees often, she never gave them the power to make important decisions.
Geraldine was charismatic in a motherly way and employees saw her as someone to learn from but career growth was unlikely so in five or six years employees moved on to another company. The unambitious stayed on and eventually Geraldine collected a small group of people she trusted and who became her team. Now, several of the team members are retiring like Geraldine leaving few left to the company.
When it comes to l ...
Decision-Making CasePlease respond to BOTH cases, APA style with a.docxgalinagrabow44ms
Decision-Making Case
Please respond to BOTH cases, APA style with at least 5 references for each one with links and citation , and 0 plagiarism.
Case 1:
Helen is the manager of a small department in a mid-size non-profit organization.
She is struggling with a tough decision—tolerate an employee who is a marginal performer or begin the long tedious process of documentation for poor performance that may lead to termination.
Her employee is Jane. Jane is responsible for administrative tasks, which she is good at. She is also responsible for front desk reception, which she is terrible at. She is highly introverted and really struggles with having to relate to people.
This organization has very strict guidelines for termination which would involve months of documentation. It would be very awkward working with Jane in this intimate department during that process if Helen decided to fire her.
Instructions:
Answer the following:
1.
What are Helen’s options in this situation?
2.
What are some of the fears, assumptions, beliefs that she might hold for each option?
3.
What actions could Helen take to arrive at a good decision?
4.
What quadrant of the Cynefin model does this decision rest in?
Case 2:
Sally has been a professional consultant for organizations, small businesses, and non-profits for many years. A couple of years ago she had the opportunity to be involved in a tech start-up company that had a great product, and great people involved with it. Because it was a start-up, Sally has been working for equity but is not otherwise being paid for her work. She believes that the software is truly going to be valuable for many groups throughout the world and that it will ultimately be profitable and make the world a better place.
When she first started working with this group, everyone was very excited and eager to work hard to make it a success. Over time, the founder of the company became more and more anxious about maintaining control and started to become paranoid about other people’s motives for being involved. He became increasingly impatient with other people and with dissenting ideas. He feared being taken advantage of and feared the company would get sold out to corporate interests. His controlling style and way of shutting down other people’s contributions and ideas is casting a negative, oppressive mood over everyone in the organization.
Sally tried to use her skills as a communicator to bring the founder and the team together and to help them identify their common goals and vision for the company but feels unable to make a positive difference or shift in the team culture. People don’t speak openly with one another; and some have left, feeling their contributions were no longer recognized or valued.
Sally is starting to feel burnt out and uncertain about whether her energy is being well spent; she has been experiencing some health problems which she attributes in part to the stress of working in th.
How to effectively lead a team.
Leadership requires a soft hand on the tiller and a sense of boldness, argues Elaine Ford, Managing Director at Only Medics Ltd.
Running head; DELTA PACIFIC COMPANY 1
DELTA PACIFIC COMPANY 6
Delta Pacific Company
Your Name
School name
Abstract
This paper is aimed at addressing the problems that accompanied the changes which Delta Pacific Company made to contain the crisis of low globalization in the company.
Introduction
Delta Pacific Company was founded in 1970. The company was initially started to be a computer hardware manufacturer. Delta Company experienced problems from the globalization which had trapped a lot of companies in the west. Globalization rendered the company irrelevant because the demands of the global market could not be met. The products of Delta Pacific Company could only be used locally and would not compete with the rest of the products of the same kind in the world market. The order morphs form globalization of products to consultancy. The company opted to provide consultancy services in a bid to control the globalization; this completely finished the company and sent it to its knees.
Delta Pacific Company was thriving when it was a computer hardware manufacturer, this was before globalization. The products produced (computer hardware) were competitive in the local market. The managing team was confined to one objective; they were not flexible to change with the trends of business, the reason they got stranded when globalization took course. The mistake done by this company was making it a consultancy company. It confused them more because the company was defeated to advance their production to fit the global market by they were opting to offer consultation. The crumbling of the company brought panic among those associated with it, mostly the stakeholders who got worried about the returns that did not show any light of re-establishing. It is an unfortunate time for a company to lose the trust of the stakeholders because those are the people who hold the company together.
The biggest challenge to the Delta Pacific Company was globalization. The needs of the market had changed and they could not go with the market and lead it to come down. The actions taken by the company to curb globalization is the same reason it crumbled. The proper actions were not taken to raise the company; rather, they complicated things more to an extent they could not raise again. Globalization had made the computer hardware useless as they could not get market in the international market. The aftermath of this was the stake holders losing hope of the company picking itself again. The turn of events could have caused a quick change of business to Consultation Company, which proved to be another nightmare to the company.
Fielder’s Contingency Model, Matching Leadership Style to a Situation Para 3 which was created by Freud Fiedler outlines that there does not exist a specific style of l.
For my Instructional Design class we had to remake a training manual for a company called, Blue Globe. We had to redesign the look of the manual to make it look like a workbook.
A brilliant proverb describing how to build the optimal team "choose your companions before you choose your road".and thats such a true saying,teams are a delicate beast.ideally each member shares a common goal, whether it be winning a race or completing a project.the selflessness and pasion embodied in a groupof people striving for achievement is wondorous.Positive energy emanates from their labors,breeding high standards and astounding productivity.There is no limit to what a great team can accomplish,like a rope:together as one united,consisting of the highest human material:to build that great dynamic individuals willing to work long hours,to motivate them when the inevitable.Human nature can lead to a team s downfall whether from disinterist,laziness,or the dozen of other daily emotions coursing through disparate individuals.Honestly believe the makings of the great team can be found in one word:chemistry.A group of modestly talented individuals who are team players will accomplish far more than an assortment of geniuses thinking of themselves...
Hiring is HARD - 10 traits to look for when HiringMuhammed Gazzaly
Hiring is HARD
I have personally interviewed over 1000+ people
Here are 10 traits to look for, before you pull the trigger by
--> https://twitter.com/agarwal__gaurav
Designed by - https://twitter.com/gazly
Question 1.2Leadership is a process of influencing the behavio.docxaudeleypearl
Question 1.2
Leadership is a process of influencing the behavior of either an individual or a group, regardless of the reason, in an effort to achieve goals and in a given situation. Some leadership definitions incorporate an interaction among people and the process of influencing. In addition, Leadership can be taught and learned. Everyone possesses basic leadership skills but may not have specific skills needed to lead a particular group, department or organization. Leadership is a way of thinking about oneself and the role played in certain scenario. The leaders innovate and conquer the context of a situation and cope with change. Leadership is built through a good communication, experiences, positive interactions, challenges and stories that make connections with others. To ensure this happens a leader must ask him or herself a few questions such as, am I being consistent? do I encourage good communication? do I focus on team building with my staff. Asking this questions is essential to ensure that leadership is developing effectively.
Moreover, a leader combines administrative, financial, operational skills and clinical, to solve problems in the care environment so it can result in a cost-effective care in a way that satisfying for every team member. Effectiveness is a key outcome of leadership efforts in health care. It has been suggested that there is a shortage of leader and a crisis of leadership in nursing. Nurses are challenges to respond with leadership and can be best respond by demonstrating vision, innovativeness, adapting to changes, seeking new tools, and dealing with a new health care environment, and leading the way with client-centered strategies (Joseph, 2015; Joseph et al., 2016). Effective leadership are change agents and promote innovation. Innovation is seen as a viable mechanism to address care delivery complexity.
As a new nurse, one of the skills that has helped me throughout my career is being fearless. When the opportunity of becoming a leading charge nurse at Psychiatric mental health unit that was offered to me, it was the experience I was concerned about and not the fit. It was a new territory and a great opportunity for me to develop the necessary skills to grow as a leader. This leadership position was vitally important not only to my professional development but also aid me in the promotion to a next career level.
Question 1.4
Looking more into the matter, we need to address a basic question: What is leadership? People who study leadership have struggles with this question for many decades and have written articles about the nature of leadership. Truth is that despite the many definition or concepts many people are accurately reflection in what is to be a leader.
“Leadership as a trait”
A trait is a distinguishing quality of an individual, which is often inherited. Stating that leadership as a trait means that each particular person brings to the table certain amount of qualitie ...
The Uncomfortable Truth of Why Teams FailNeil Patel
What would you do if someone took credit for all your work, would you confront him or her risking a confrontation or not say anything at all, which would build up resentment?
It’s a surprising fact the reason why most new businesses fail is not because of product/market fit, finances or using the wrong technology, it’s because the team members do not get on with each other.
Helen Bowers was stumped. Sitting in her office at the plant, she po.pdfdeepaarora22
Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions
she had been facing for months: how to get her company’s employees to work harder and
produce more. No matter what she did, it didn’t seem to help much.
Helen had inherited the business three years ago when her father, Jake Bowers, passed away
unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into
a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing
machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants
scattered throughout Missouri.
Although Helen grew up in the family business, she never understood her father’s approach. Jake
had treated his employees like part of his family. In Helen’s view, however, he paid them more
than he had to, asked their advice far more often than he should have, and spent too much time
listening to their ideas and complaints. When Helen took over, she vowed to change how things
were done. In particular, she resolved to stop handling employees with kid gloves and to treat
them like what they were: the hired help.
In addition to changing the way employees were treated, Helen had another goal for Bowers. She
wanted to meet the challenge of international competition. Japanese firms had moved
aggressively into the market for heavy industrial equipment. She saw this as both a threat and an
opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms,
Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract
more Japanese competitors. Helen had to make sure that Bowers could compete effectively with
highly productive and profitable Japanese firms.
From the day Helen took over, she practiced an altogether different philosophy to achieve her
goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line
supervisors to crack down on employees and eliminate all idle time. She also decided to shut
down the company softball field her father had built. She thought the employees really didn’t use
it much, and she wanted the space for future expansion.
Helen also announced that future contributions to the firm’s profit-sharing plan would be phased
out. Employees were paid enough, she believed, and all profits were the rightful property of the
owner—her. She also had private plans to cut future pay increases to bring average wages down
to where she thought they belonged. Finally, Helen changed a number of operational procedures.
In particular, she stopped asking other people for their advice. She reasoned that she was the boss
and knew what was best. If she asked for advice and then didn’t take it, it would only stir up
resentment.
All in all, Helen thought, things should be going much better. Output should be up and costs
should be way down. Her strategy should be resulting in much higher levels of productivity and
profits.
.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Below are the transactions and adjustments that occurred during the .pdfrohit219406
Below are the transactions and adjustments that occurred during the first year of operations at
Kissick Co
a. Issued 190,000 shares of $5-par-value common stock for $950,000 in cash.
b. Borrowed $500,000 from Oglesby National Bank and signed a 10% note due in three years.
c. Incurred and paid $380,000 in salaries for the year.
d. Purchased $730,000 of merchandise inventory on account during the year.
e. Sold inventory costing $590,000 for a total of $910,000, all on credit.
f. Paid rent of $220,000 on the sales facilities during the first 11 months of the year.
g. Purchased $180,000 of store equipment, paying $55,000 in cash and agreeing to pay the
difference within 90 days.
h. Paid the entire $125,000 owed for store equipment and $620,000 of the amount due to
suppliers for credit purchases previously recorded.
i. Incurred and paid utilities expense of $35,000 during the year.
j. Collected $825,000 in cash from customers during the year for credit sales previously
recorded.
k. At year-end, accrued $50,000 of interest on the note due to Oglesby National Bank.
l. At year-end, accrued $20,000 of past-due December rent on the sales facilities. Required a.
Prepare an income statement (ignoring income taxes) for Kissick Co.\'s first year of operations
and a balance sheet as of the end of the year. account affected by the transactions.) KISSICK CO
Income Statement
Solution
Answers
ASSETS
LIABILITIES
STOCKHOLDER EQUITY
INCOME STATEMENT (Retained earnings)
Transaction
Cash
Accounts receivables
Merchandise Inventory
Equipment
Notes Payable
Accounts Payable
Common Stock
Net Income
Revenue
Expenses
a
$ 950,000.00
$ 950,000.00
$ -
b
$ 500,000.00
$ 500,000.00
$ -
c
$ (380,000.00)
$ (380,000.00)
$ 380,000.00
d
$ 730,000.00
$ 730,000.00
$ -
e
$ 910,000.00
$ 910,000.00
$ 910,000.00
$ (590,000.00)
$ (590,000.00)
$ 590,000.00
f
$ (220,000.00)
$ (220,000.00)
$ 220,000.00
g
$ (55,000.00)
$ 55,000.00
$ -
$ 125,000.00
$ 125,000.00
$ -
h
$ (745,000.00)
$ (745,000.00)
$ -
i
$ (41,000.00)
$ (41,000.00)
$ 41,000.00
j
$ 825,000.00
$ (825,000.00)
$ -
k
$ 50,000.00
$ (50,000.00)
$ 50,000.00
l
$ 20,000.00
$ (20,000.00)
$ 20,000.00
Total
$ 834,000.00
$ 85,000.00
$ 140,000.00
$ 180,000.00
$ 550,000.00
$ 130,000.00
$ 950,000.00
$ (391,000.00)
$ 910,000.00
$ 1,301,000.00
Transaction no.
e
Sales Revenues
$ 910,000.00
e
Cost of Goods Sold
$ 590,000.00
Gross Profits
$ 320,000.00
Operating Expenses:
c
Salaries expense
$ 380,000.00
f + l
Rent Expenses
$ 240,000.00
i
Utilities expense
$ 41,000.00
Total operating expenses
$ 661,000.00
Operating Income
$ (341,000.00)
Other revenues & expenses
j
Interest expense
$ 50,000.00
Net Income (Loss)
$ (391,000.00)
ASSETS
Current Assets:
Cash
$ 834,000.00
Accounts receivables
$ 85,000.00
Merchandise Inventory
$ 140,000.00
Total current assets
$ 1,059,000.00
Equipment
$ 180,000.00
Total Assets
$ 1,239,000.00
LIABILITIES
Accounts Payable
$ 110,000.00
Interest Payable
$ 50,000.00
Rent (Expense) Payable
$ 20,000.00
Total current Liabilities
$ 180,0.
Help Please. Results not given Explain how your results for the pe.pdfrohit219406
Help Please. Results not given Explain how your results for the percent of water in the hydrate
and the formula of the hydrate would be changed if water from the air were absorbed by the hot
dry sample as it cools. Be specific and justifty your answer.
Solution
For example take calcium sulphate anhydrous form which is black in color upon cooling changes
to blue which is calcium sulphate penta hydrate . The percent of water content increases and also
5 H2O is added in the empirical formula..
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A brilliant proverb describing how to build the optimal team "choose your companions before you choose your road".and thats such a true saying,teams are a delicate beast.ideally each member shares a common goal, whether it be winning a race or completing a project.the selflessness and pasion embodied in a groupof people striving for achievement is wondorous.Positive energy emanates from their labors,breeding high standards and astounding productivity.There is no limit to what a great team can accomplish,like a rope:together as one united,consisting of the highest human material:to build that great dynamic individuals willing to work long hours,to motivate them when the inevitable.Human nature can lead to a team s downfall whether from disinterist,laziness,or the dozen of other daily emotions coursing through disparate individuals.Honestly believe the makings of the great team can be found in one word:chemistry.A group of modestly talented individuals who are team players will accomplish far more than an assortment of geniuses thinking of themselves...
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I have personally interviewed over 1000+ people
Here are 10 traits to look for, before you pull the trigger by
--> https://twitter.com/agarwal__gaurav
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Question 1.2Leadership is a process of influencing the behavio.docxaudeleypearl
Question 1.2
Leadership is a process of influencing the behavior of either an individual or a group, regardless of the reason, in an effort to achieve goals and in a given situation. Some leadership definitions incorporate an interaction among people and the process of influencing. In addition, Leadership can be taught and learned. Everyone possesses basic leadership skills but may not have specific skills needed to lead a particular group, department or organization. Leadership is a way of thinking about oneself and the role played in certain scenario. The leaders innovate and conquer the context of a situation and cope with change. Leadership is built through a good communication, experiences, positive interactions, challenges and stories that make connections with others. To ensure this happens a leader must ask him or herself a few questions such as, am I being consistent? do I encourage good communication? do I focus on team building with my staff. Asking this questions is essential to ensure that leadership is developing effectively.
Moreover, a leader combines administrative, financial, operational skills and clinical, to solve problems in the care environment so it can result in a cost-effective care in a way that satisfying for every team member. Effectiveness is a key outcome of leadership efforts in health care. It has been suggested that there is a shortage of leader and a crisis of leadership in nursing. Nurses are challenges to respond with leadership and can be best respond by demonstrating vision, innovativeness, adapting to changes, seeking new tools, and dealing with a new health care environment, and leading the way with client-centered strategies (Joseph, 2015; Joseph et al., 2016). Effective leadership are change agents and promote innovation. Innovation is seen as a viable mechanism to address care delivery complexity.
As a new nurse, one of the skills that has helped me throughout my career is being fearless. When the opportunity of becoming a leading charge nurse at Psychiatric mental health unit that was offered to me, it was the experience I was concerned about and not the fit. It was a new territory and a great opportunity for me to develop the necessary skills to grow as a leader. This leadership position was vitally important not only to my professional development but also aid me in the promotion to a next career level.
Question 1.4
Looking more into the matter, we need to address a basic question: What is leadership? People who study leadership have struggles with this question for many decades and have written articles about the nature of leadership. Truth is that despite the many definition or concepts many people are accurately reflection in what is to be a leader.
“Leadership as a trait”
A trait is a distinguishing quality of an individual, which is often inherited. Stating that leadership as a trait means that each particular person brings to the table certain amount of qualitie ...
The Uncomfortable Truth of Why Teams FailNeil Patel
What would you do if someone took credit for all your work, would you confront him or her risking a confrontation or not say anything at all, which would build up resentment?
It’s a surprising fact the reason why most new businesses fail is not because of product/market fit, finances or using the wrong technology, it’s because the team members do not get on with each other.
Helen Bowers was stumped. Sitting in her office at the plant, she po.pdfdeepaarora22
Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions
she had been facing for months: how to get her company’s employees to work harder and
produce more. No matter what she did, it didn’t seem to help much.
Helen had inherited the business three years ago when her father, Jake Bowers, passed away
unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into
a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing
machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants
scattered throughout Missouri.
Although Helen grew up in the family business, she never understood her father’s approach. Jake
had treated his employees like part of his family. In Helen’s view, however, he paid them more
than he had to, asked their advice far more often than he should have, and spent too much time
listening to their ideas and complaints. When Helen took over, she vowed to change how things
were done. In particular, she resolved to stop handling employees with kid gloves and to treat
them like what they were: the hired help.
In addition to changing the way employees were treated, Helen had another goal for Bowers. She
wanted to meet the challenge of international competition. Japanese firms had moved
aggressively into the market for heavy industrial equipment. She saw this as both a threat and an
opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms,
Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract
more Japanese competitors. Helen had to make sure that Bowers could compete effectively with
highly productive and profitable Japanese firms.
From the day Helen took over, she practiced an altogether different philosophy to achieve her
goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line
supervisors to crack down on employees and eliminate all idle time. She also decided to shut
down the company softball field her father had built. She thought the employees really didn’t use
it much, and she wanted the space for future expansion.
Helen also announced that future contributions to the firm’s profit-sharing plan would be phased
out. Employees were paid enough, she believed, and all profits were the rightful property of the
owner—her. She also had private plans to cut future pay increases to bring average wages down
to where she thought they belonged. Finally, Helen changed a number of operational procedures.
In particular, she stopped asking other people for their advice. She reasoned that she was the boss
and knew what was best. If she asked for advice and then didn’t take it, it would only stir up
resentment.
All in all, Helen thought, things should be going much better. Output should be up and costs
should be way down. Her strategy should be resulting in much higher levels of productivity and
profits.
.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Below are the transactions and adjustments that occurred during the .pdfrohit219406
Below are the transactions and adjustments that occurred during the first year of operations at
Kissick Co
a. Issued 190,000 shares of $5-par-value common stock for $950,000 in cash.
b. Borrowed $500,000 from Oglesby National Bank and signed a 10% note due in three years.
c. Incurred and paid $380,000 in salaries for the year.
d. Purchased $730,000 of merchandise inventory on account during the year.
e. Sold inventory costing $590,000 for a total of $910,000, all on credit.
f. Paid rent of $220,000 on the sales facilities during the first 11 months of the year.
g. Purchased $180,000 of store equipment, paying $55,000 in cash and agreeing to pay the
difference within 90 days.
h. Paid the entire $125,000 owed for store equipment and $620,000 of the amount due to
suppliers for credit purchases previously recorded.
i. Incurred and paid utilities expense of $35,000 during the year.
j. Collected $825,000 in cash from customers during the year for credit sales previously
recorded.
k. At year-end, accrued $50,000 of interest on the note due to Oglesby National Bank.
l. At year-end, accrued $20,000 of past-due December rent on the sales facilities. Required a.
Prepare an income statement (ignoring income taxes) for Kissick Co.\'s first year of operations
and a balance sheet as of the end of the year. account affected by the transactions.) KISSICK CO
Income Statement
Solution
Answers
ASSETS
LIABILITIES
STOCKHOLDER EQUITY
INCOME STATEMENT (Retained earnings)
Transaction
Cash
Accounts receivables
Merchandise Inventory
Equipment
Notes Payable
Accounts Payable
Common Stock
Net Income
Revenue
Expenses
a
$ 950,000.00
$ 950,000.00
$ -
b
$ 500,000.00
$ 500,000.00
$ -
c
$ (380,000.00)
$ (380,000.00)
$ 380,000.00
d
$ 730,000.00
$ 730,000.00
$ -
e
$ 910,000.00
$ 910,000.00
$ 910,000.00
$ (590,000.00)
$ (590,000.00)
$ 590,000.00
f
$ (220,000.00)
$ (220,000.00)
$ 220,000.00
g
$ (55,000.00)
$ 55,000.00
$ -
$ 125,000.00
$ 125,000.00
$ -
h
$ (745,000.00)
$ (745,000.00)
$ -
i
$ (41,000.00)
$ (41,000.00)
$ 41,000.00
j
$ 825,000.00
$ (825,000.00)
$ -
k
$ 50,000.00
$ (50,000.00)
$ 50,000.00
l
$ 20,000.00
$ (20,000.00)
$ 20,000.00
Total
$ 834,000.00
$ 85,000.00
$ 140,000.00
$ 180,000.00
$ 550,000.00
$ 130,000.00
$ 950,000.00
$ (391,000.00)
$ 910,000.00
$ 1,301,000.00
Transaction no.
e
Sales Revenues
$ 910,000.00
e
Cost of Goods Sold
$ 590,000.00
Gross Profits
$ 320,000.00
Operating Expenses:
c
Salaries expense
$ 380,000.00
f + l
Rent Expenses
$ 240,000.00
i
Utilities expense
$ 41,000.00
Total operating expenses
$ 661,000.00
Operating Income
$ (341,000.00)
Other revenues & expenses
j
Interest expense
$ 50,000.00
Net Income (Loss)
$ (391,000.00)
ASSETS
Current Assets:
Cash
$ 834,000.00
Accounts receivables
$ 85,000.00
Merchandise Inventory
$ 140,000.00
Total current assets
$ 1,059,000.00
Equipment
$ 180,000.00
Total Assets
$ 1,239,000.00
LIABILITIES
Accounts Payable
$ 110,000.00
Interest Payable
$ 50,000.00
Rent (Expense) Payable
$ 20,000.00
Total current Liabilities
$ 180,0.
Help Please. Results not given Explain how your results for the pe.pdfrohit219406
Help Please. Results not given Explain how your results for the percent of water in the hydrate
and the formula of the hydrate would be changed if water from the air were absorbed by the hot
dry sample as it cools. Be specific and justifty your answer.
Solution
For example take calcium sulphate anhydrous form which is black in color upon cooling changes
to blue which is calcium sulphate penta hydrate . The percent of water content increases and also
5 H2O is added in the empirical formula..
As a software developer you have been delegated with the assignment .pdfrohit219406
As a software developer you have been delegated with the assignment of developing a software
“Library Management System” for an educational institute to manage their books. Elaborate the
different tasks you will undertake at each step of the software development lifecycle to develop
an efficient software
Solution
There are basically three phases in developing this LIbrary Management System .They are:
1)Project Initiation
2)Project execution
3)Release and usage (deploying)
1) PROJECT INITIATION : This is the Starting pahse of the project.Here the requirements are
gathered and the scope and cost of executing the project are known.This is known for deciding
whether the project should be developed or not.
2)PROJECT EXECUTION
In this phase the development or execution of the project takes place. Here we will try to build
up the project.
In this we have three sub-phases they are:
A. system analysis
• Initial study: The details about the project are known.
• Information gathering:The components or tools required to build up the project are
gathered.EX:Programming languages.
B. System design
• Design standard
• High level design & design tools
• Database design
• Logical design
• Construction
3. System implementation
• Integration & testing : Here all the individual build up phases are combined and are developed
into a totally functional system and are thouroughly tested.
• Post implementation :This is generally the BEta testing or USer Acceptence testing phase,This
is done after the entire project is implemented.
3)PROJECT DEPLOYMENT
In this phase the project is ready for work.It is deployed and is used.
After all these phases MAINTENANCE phase takes place.In MAINTENANCE phase any faults
which are found in the system will be solved..
What scientist is credited with proposing the equivalency of mass and.pdfrohit219406
What scientist is credited with proposing the equivalency of mass and energy? What is the
famous equation that he proposed?
Solution
Here ,
the scientist proposing the equivalency of mass and energy was Albert Einstein.
the equation proposed by him was.
E = m * c^2
where E is energy
m is mass
c is the speed of light.
Why do countries with high GNI and GDP are attractive for foreign in.pdfrohit219406
Why do countries with high GNI and GDP are attractive for foreign investment?
Solution
Let us first understand what is a GNI and GDP
The gross national income (GNI) is the total domestic and foreign output claimed by residents of
a country, consisting of gross domestic product (GDP) plus factor incomes earned by foreign
residents, minus income earned in the domestic economy by nonresidents
Gross Domestic Product (GDP) is the broadest quantitative measure of a nation\'s total economic
activity. More specifically, GDP represents the monetary value of all goods and services
produced within a nation\'s geographic borders over a specified period of time.
The gross domestic product (GDP) is one of the primary indicators used to gauge the health of a
country\'s economy. It represents the total dollar value of all goods and services produced over a
specific time period; you can think of it as the size of the economy. Usually, GDP is expressed as
a comparison to the previous quarter or year. For example, if the year-to-year GDP is up 3%, this
is thought to mean that the economy has grown by 3% over the last year.
Measuring GDP is complicated (which is why we leave it to the economists), but at its most
basic, the calculation can be done in one of two ways: either by adding up what everyone earned
in a year (income approach), or by adding up what everyone spent (expenditure method).
Logically, both measures should arrive at roughly the same total.
Both the factors reflects the following ; and are most important in attracting foreign investments
In other words ,it determine the health of the any given economy ,and therefore is an important
yardstick to assess and measure and invest.
Which of the following is NOT true about the ESCBA.It acts as an.pdfrohit219406
Which of the following is NOT true about the? ESCB?
A.It acts as an independent monetary authority.
B.It is an abbreviation for the European System of Central Banks.
C.Any one country can exert veto power over monetary policy.
D.It includes European Central Bank
Solution
A) It acts as an independent monetary authority. This is not true for ESCB as it consists of ECB
and 28 state national central banks. So the ESCB is not a monetary authority and also many EU
states having national banks have not joined euro..
What is 4 -4 + infinity - infinity As x approaches 3 from th.pdfrohit219406
What is 4 -4 + infinity - infinity As x approaches 3 from the right (i.e. 3) the values are just
bigger that 3. So the denominator is positive and approaching 0. Hence the limit is going to +
infinity. Had the denominator been (3 - x) then the answer would have been - infinity.
Solution
c) +infinity if x approaches from 3+ then it will always be less than 3 ,suppose
x=3.00001 then the difference = 3-3.00001 = -.00001 hence when denominator is 3-x it will
always tend to (-infinity).
Use what you have learned so far to bring variety in your writing. U.pdfrohit219406
Use what you have learned so far to bring variety in your writing. Use the following lines or your
own sheet of paper to write six sentences that practice each basic sentence pattern. When you
have finished, label each part of the sentence (S, V, LV, N, Adj, Adv, DO, IO).
1. ________________________________________________________________
2. ________________________________________________________________
3. ________________________________________________________________
4. ________________________________________________________________
5. ________________________________________________________________
6. ________________________________________________________________
Solution
The sentences you have encountered so far have been independent clauses. As you look more
closely at your past writing assignments, you may notice that some of your sentences are not
complete. A sentence that is missing a subject or a verb is called a fragment. A fragment may
include a description or may express part of an idea, but it does not express a complete thought.
Fragment: Children helping in the kitchen.
Complete sentence: Children helping in the kitchen often make a mess.
You can easily fix a fragment by adding the missing subject or verb. In the example, the sentence
was missing a verb. Adding often make a mess creates an S-V-N sentence structure. Figure 3.1
illustrates how you can edit a fragment to become a complete sentence.
Editing Fragments That Are Missing a Subject or a Verb
Fragment: Told her about the broken vase.
Complete sentence: I told her about the broken vase.
Complete sentence: The store down on Main Street sells music.
Common Sentence Errors
Fragments often occur because of some common errors, such as starting a sentence with a
preposition, a dependent word, an infinitive, or a gerund. If you use the six basic sentence
patterns when you write, you should be able to avoid these errors and thus avoid writing
fragments.
When you see a preposition, check to see that it is part of a sentence containing a subject and a
verb. If it is not connected to a complete sentence, it is a fragment, and you will need to fix this
type of fragment by combining it with another sentence. You can add the prepositional phrase to
the end of the sentence. If you add it to the beginning of the other sentence, insert a comma after
the prepositional phrase. Look at the examples. Figure 3.2 illustrates how you can edit a
fragment that begins with a preposition.
Example A:
[Incorrect: After walking over two miles. John remembered his wallet. Correct: After walking
over two miles, John remembered his wallet. Correct: John remembered his wallet after walking
over two miles.]
Example B:
[Incorrect: The dog growled at the vacuum cleaner. When it was switched on. Correct: When the
vacuum cleaner was switched on, the dog growled. Correct: The dog growled at the vacuum
cleaner when it was switched on.]
Clauses that start with a dependent word—such as since, because, without.
Use C programmingMake sure everything works only uploadSol.pdfrohit219406
Use C programming
Make sure everything works only upload
Solution
C program
#include
int isPrime(int number);// function prototype
int main()
{
int No,i;// variable decleration
printf(\"Input a number greater than 2: \");// asking user to enter a number
scanf(\"%d\",&No);// scaning the number form user
if(No <= 2)// checking no is lessthan or equ to 2
{ // if yes print message
printf(\"No prime number is smaller than %d.\ \",No);
return 0;// and stop computation
}
// else print the prime numbers
printf(\"Prime numbers smaller than %d:\",No);
for (i = 2;i.
Thoroughly describe the molecular underpinnings of ONE and only one.pdfrohit219406
Thoroughly describe the molecular underpinnings of ONE and only one of these processes.
Transcription initiation and elongation
Solution
Transcription is the biochemical process involves transferring of information from DNA to
RNA, assisted with RNA polymerase. The RNA produced in this process will be converted to
protein in the process of translation. RNA polymerase read the DNA template and synthesize
with help of other important proteins to carried out the process. The process of transcription
comprises of series of events leading to Initiation, elongation, and termination. In the initiation
process, RNA polymerase with other adapter proteins binds to the upstream of DNA in the
initiation point.
RNA polymerase complexed with unwound DNA which bind to the promoter sequence, and
results in the initiation of the process. Promoter region contains an initiation site where process
begins. RNA polymerase synthesize new strand RNA, which is complementary to the DNA
strand.
In elongation phase, DNA polymerase lengthened the RNA, used as a DNA triplet code in the
template strand. polymerse read the template until the signal is percieved. RNA polymerase
functions by adding nucleotids to 3\' end of the strand and synthesized in 5\' to 3\' direction..
The Blackbeard Company Ltd provided the following information in reg.pdfrohit219406
The Blackbeard Company Ltd provided the following information in regard to its operations for
the year ended 30 June 2014:
Cash Book Summary
Opening balance
$20,000
Accounts Payable
$40,000
Accounts receivable
100,000
Bills Payable (suppliers)
20,000
Bills Receivable (suppliers)
20,000
Interest paid
60,000
Debenture Issue
400,000
Operating expenses
180,000
Dividends received
20,000
Salaries & wages
200,000
Interest received
40,000
Current tax payable
80,000
Motor vehicles
60,000
Plant & machinery
100,000
Share capital
200,000
Dividend paid
120,000
Balance c/d
60,000
860,000
860,000
Balance b/d
60,000
Required:
(a) Net cash used in operating activities; (b) Net cash used in investing activities; (c) Net cash
from financing activities;
(d) Net increase/(decrease) in cash and cash equivalents.
Please use the following format
Statement of Cash Flows for Blackbeard Company
For the Financial Year Ended 30 June 2014
( i ) Cash flows from Operating Activities
Inflows/
Inflows/
(Outflows)
(Outflows)
Net cash used in operating activities
( ii ) Cash flows from Investing Activities
Net cash used in Investing Activities
( iii ) Cash flows from Financing Activities
Cash Book Summary
Opening balance
$20,000
Accounts Payable
$40,000
Accounts receivable
100,000
Bills Payable (suppliers)
20,000
Bills Receivable (suppliers)
20,000
Interest paid
60,000
Debenture Issue
400,000
Operating expenses
180,000
Dividends received
20,000
Salaries & wages
200,000
Interest received
40,000
Current tax payable
80,000
Motor vehicles
60,000
Plant & machinery
100,000
Share capital
200,000
Dividend paid
120,000
Balance c/d
60,000
860,000
860,000
Balance b/d
60,000
Solution
Statement of Cash flows for Blackbeard Company For the Financial Year Ended 30
June 2014 (i) Cash flow from Operating Activities Inflows/(outflows)
Inflows/(outflows) Accounts Receivable $ 1,00,000 Bills Receivable (suppliers)
$ 20,000 Accounts Payable $ -40,000 Bills Payable(suppliers) $ -
20,000 Operating expense $ -1,80,000 Salaries and wages $ -2,00,000
Current Tax Payable $ -80,000 Dividend received $ 20,000 Interest
received $ 40,000 Net Cash used in Operating Activties $ -3,40,000
(ii) Cash flow from Investing Activities Sales of Motor Vehicle
$ 60,000 Purchase of Plant and Machinery $ -1,00,000 Net Cash
from Investing Actiivties $ -40,000 (iii) Cash flow from Financing activities
Debenture issue $ 4,00,000 Share capital $ 2,00,000 Interest
paid $ -60,000 Dividend paid $ -1,20,000 Net Cash from
financing actiivties $ 4,20,000 Net Increase /(decrease) in cash and cash
equivalent $ 40,000 Cash at the Beginning of the period $ 20,000 Cash at the
end of the period $ 60,000.
Thank you 1. What is responsible for anteriorposterior axis formati.pdfrohit219406
Thank you 1. What is responsible for anterior:posterior axis formation in the chicken? How is
dorsal ventral patterning accomplished? 2. What is the role of the Posterior Marginal zone in
early chicken development? 3. What is the primitive streak and why is it important in chicken
development? 4. What is the function of Henson\'s Node? To what is it analogous in amphibian
development?
Solution
1.The primitive streak defines the axes of the embryo. It extends from posterior to anterior;
migrating cells enter through its dorsal side and move to its ventral side; and it separates the left
portion of the embryo from the right. Those elements close to the streak will be the medial
(central) structures, while those farther from it will be the distal (lateral) structures
2.Primitive streak is induced by the posterior marginal zone (PMZ) of Koller\'s sickle, which can
also induce Hensen\'s node. If cell movement in the PMZ is blocked, primitive streak does not
form.Thus, the PMZ acts as an organizer.Cells in marginal zones of the embryo, like the PMZ,
are key to development and cell fate determination in chick embryos.
3.The primitive streak is a structure that forms in the blastula during the early stages of avian,
reptilian and mammalian embryonic development. It forms on the dorsal (back) face of the
developing embryo, toward the caudal or posterior end.The presence of the primitive streak will
establish bilateral symmetry, determine the site of gastrulation and initiate germ layer formation.
To form the streak, reptiles, birds and mammals arrange mesenchymal cells along the
prospective midline, establishing the second embryonic axis, as well as the place where cells will
ingress and migrate during the process of gastrulation and germ layer formation.The primitive
streak extends through this midline and creates the left–right and cranial–caudal body axes,and
marks the beginning of gastrulation.This process involves the ingression of mesoderm
progenitors and their migration to their ultimate position,where they will differentiate into the
mesoderm germ layer that, together with endoderm and ectoderm germ layers, will give rise to
all the tissues of the adult organism.
4.
The primitive knot (or primitive node) is the organizer for gastrulation in the vertebrate embryo.
Diversity
In birds, it is known as \"Hensen\'s node\", and is named after its discoverer Victor Hensen.
In amphibians, it is known as \"Spemann\'s organizer\", and is named after Hans Spemann
In chick development, the primitive knot starts as a regional knot of cells that forms on the
blastodisc immediately anterior to where the outer layer of cells will begin to migrate inwards -
an area known as the primitive streak, which is involved with Koller\'s sickle. Posterior to the
node is the primitive pit, where the cells of the epiblast (the upper layer of embryonic cells)
initially begin to invaginate. This invagination expands posteriorly into the primitive groove as
the cells layers c.
Take the basic Hardy-Weinberg Equilibrium equation, where there are a.pdfrohit219406
Take the basic Hardy-Weinberg Equilibrium equation, where there are alleles A and B. If the
frequency of the two alleles are represented by p and q, then the expected genotypic frequencies
are p2 2pq q2. Please review your comfort with calculating observed and expected allele and
genotype frequencies. Try adding subscripts to the equation for relative fitness (use w) to predict
change in allele frequency due to selection. Both inbreeding and genetic drift can cause problems
for rare species with declining population size due to reducing genetic diversity. Please contrast
(say how they are different these two forces in terms of number of alleles at a locus (some loci
have more than two alleles) and in terms of average heterozygosity at a locus. In most organisms
most mating is local. If populations of an organism are scattered across a landscape, with gaps
between population, how will that affect inbreeding and expected Hardy Weinberg equilibrium?
Solution
Both inbreeding and genetic drift can cause problems for rare species with declining population
size due to reducing genetic diversity. Please contrast (say how they are different) these two
forces in terms of number of alleles at a locus (some loci have more than two alleles) and in
terms of average heterozygosity at a locus. In most organisms most mating is local. If
populations of an organism are scattered across a landscape, with gaps between population, how
will that affect inbreeding and expected Hardy-Weinberg equilibrium? If migration among
populations increases how will it affect inbreeding and expected hardy-Weinberg equilibrium?
P^2 = homozygous dominant
2pq =heterozygotes
Q^2= homozygous recessive
According to hardy Weinberg
P^2 +2pq + Q^2 =1
p = p2 + ½ (2pq) = p2 + pq
q = q2 + ½ (2pq) = q2 + pq
p + q = 1
(p + q)2 = 1
p2 + 2pq + q2 = 1 (the Hardy-Weinberg Principle)
Inbreeding can be referred as the mating between closely related organisms.
Inbreeding favors homozygosity, and increase q^2 (recessive homozygotes) and decreases
dominant phenotypes
It will increases the chances of offspring being affected by recessive or lethal traits.
Genetic bottlenecks and founder effects occurs in the population
Leads to
Hence population will be deviated from hardy-Weinberg equilibrium.
Systems analysis project 10 can you answer the 4 questions at the t.pdfrohit219406
Systems analysis project 10: can you answer the 4 questions at the task section, thank you.
Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The
centers have done well, and the company is planning an international expansion by opening a
new “supercenter” in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT
consultant, Susan Park, to help develop an information system for the new facility. During the
project, Susan will work closely with Gray Lewis, who will manage the new operation.
Background
Susan and Gray finished their work on user interface, input, and output design. They developed
a user-centered design that would be flexible and easy to learn. Now Susan turned her attention
to the architecture for the new system. Susan wanted to consider their own organization and
culture, enterprise resource planning, total cost of ownership, scalability, Web integration, legacy
systems, processing methods, security issues, and corporate portal. She also needed to select a
network plan, or topology, that would dictate the physical cabling and network connections, or
consider a wireless network. When all these tasks were completed, she would submit a system
design specification for approval.
Tasks:
1. What would be the advantages of selecting an Internet-based architecture for the Personal
Trainer’s system?
2. If Personal Trainer wants to increase its Internet marketing efforts, what advice could you
offer? Perform research to find out more about the topic of Web-based marketing before you
answer Gray.
3. What software and hardware infrastructure will be necessary to ensure Personal Trainer can
process point of sale transactions?
4. Prepare an outline for a system design specification and describe the contents of each section
Solution
1)
The Internet has had a colossal effect on system architecture modeling. The Internet has turn out
to be more than a communication channel — numerous IT onlookers see it as a in a far-reaching
way distinctive environment for system development. In a customary client/server system, the
client handles the user interface and the server (or servers in a multi-level framework) handles
the information and application rationale. As it were, a piece of the framework keeps running on
the customer, part on the server.
Interestingly, in an Internet-based architecture, notwithstanding information and application
rationale, the whole user interface is given by the Web server as HTML coded documents that
are deciphered and showed by the client\'s browser. Moving the obligation regarding the
interface from the client to the server improves the procedure of information transmission and
results in lower hardware’s expenses and complexities. The pattern toward Internet-based e-
business is reshaping the IT scene as additional firms utilize the Web to manufacture proficient,
solid, and practical arrangements. At the point when arranging new systems, experts can utilize
accessible.
Question 3 2 pts In response to the Great Recession, the Federal Rese.pdfrohit219406
Question 3 2 pts In response to the Great Recession, the Federal Reserve engaged in quantitative
easing. As a consequence, the monetary base rose by nearly 400%, causing some to worry about
inflation. However, during this time the money supply rose by only 110%. What explains this? A
money multiplier greater than 1. A money multiplier equal to 1. A money multiplier smaller than
1. A negative money multiplier.
Solution
Money multiplier = Money supply / monetary base = 110 / 400 = 0.275
A money multiplier smaller than 1.
Prove that the T_i -property is a topological property for i = 0S.pdfrohit219406
Prove that the T_i -property is a topological property for i = 0
Solution
Hausdorff spaces do not have in general the homotopy type of any finite space. Recall that a
topological space
X satisfies the T1- separation axiom if for any two distinct points x, y X there exist open sets U
and V such that
x U, y V , y / U, x / V . This is equivalent to saying that the points are closed in X. All
Hausdorff spaces are
T1, but the converse is false.
Q4.14. Which of the following species is most likely to exhibit pate.pdfrohit219406
Q4.14. Which of the following species is most likely to exhibit paternal care?
The polygynous topi antelope, one of nine species of lekking mammals.
Atlantic cod, a broadcast spawner for which fertilization by satellite males is common.
The monogamous great spotted woodpecker, a species whose males have high paternity
certainty.
Bonobos, a polygynandrous primate with internal fertilization and very low paternity certainty.
Solution
Ans c the monogamous great spotted wood pecker , a species whose males have high paternity
certainty.
They belong to family picidae and live in forests or woodland habitats..
Prepare a classified balance sheet. Do not show the components that .pdfrohit219406
Prepare a classified balance sheet. Do not show the components that add up to your answer in
requirement 1 but rather show only the line “Cash and Cash Equivalents.” (Amounts to be
deducted should be indicated by a minus sign.)Gatti Corporation reported the following balances
at June 30.
Solution
1. Cash and cash equivalents = Cash + Cash equivalents + Petty cash + Restricted cash
= 15 + 20 + 25 + 20
= $80
2. Gatti Corporation
Balance Sheet
June 30Assets$Liabilities$Current assetsCurrent liabilitiesCash and cash equivalents80Notes
payable20Account receivable95Accounts payable105Total current assets175Unearned
revenue45Property, plant and equipmentTotal current liabilities170Equipment350Long term
liabilitiesLess: Accumulated depreciation-45Notes payable110Property, plant and equipment,
net305Total long term liabilities110Total liabilities280Stockholders EquityCommon
stock150Retained earnings50Total stockholders equity200Total assets480Total liabilities and
stockholders equity480.
Microscopes and telescopes both consist of two converging lenses cont.pdfrohit219406
Microscopes and telescopes both consist of two converging lenses contained in a tube. What is
the difference in set-up of the two lenses between a microscope and a telescope? The rearview
mirror on a truck warns the user that objects may be closer than they appear. What kind of mirror
is being used, and why was that type selected? Why does a clear stream always appear to be
shallower than it actually is? Discuss the type of aberration involved in each of the following
situations. (i) The edges of the image appear reddish. (ii) The image cannot be clearly focused.
A baby fish has his eyesight tested and is found to be myopic. His father wants to make a set of
glasses to correct for this problem. Since fish live under water, the father fish will make the
glasses out of a very thin clear plastic bag which is filled with air (n = 1.000). What type of lens
does the fish need to make? What shape should the lens be? What is the wavelength of yellow
light?
Solution
In refracting telescopes, there are typically two convex lenses. One lens acts as the objective
lens: this lens gathers light from faraway objects and forms a real, inverted image of the object at
its focal point. A second lens, called the eyepiece, is positioned such that the image formed by
the objective lens is at its focal point. When an observer looks through the eyepiece with a
relaxed eye, they are able to see an object of the image, formed at infinity. Microscopes are used
to look at magnified images of small objects. A simple microscope (a “magnifying glass”)
consists of a single convex lens. The lens is held close to the object so that the object is between
the lens and its focal point. When viewed from the other side of the lens, a magnified, virtual,
upright image is seen. The compound microscope is the most common type of microscope used
in laboratories. With these microscopes, an objective lens is used to create an inverted, real
image of the object. Using the eyepiece, the image is magnified. In this sense, its operating
principles are similar to that of a refracting telescope. The rear view mirror is a convex mirror
which forms a virtual and erect image of the object which is smaller in length than the object.
Because the image formed is smaller in length, it appears to be farther away and hence, the
warning written on it. This is because of the phenomenon of refraction of light as it crosses the
medium of water(refractive index greater than that of air). As the light ray travels from
water(denser medium) to air(rarer medium), the light ray bends away from the normal and the
image of the bottom of the stream seems to be raised and hence, the stream appears to be
shallower. a) In optics, chromatic aberration (CA, also called chromatic distortion, and
spherochromatism) is an effect resulting from dispersion in which there is a failure of a lens to
focus all colors to the same convergence point. It occurs because lenses have different refractive
indices for differentwavelength.
Know the function of the following cytokines and create a table IL-.pdfrohit219406
Know the function of the following cytokines and create a table: IL-1, IL-2, IL-4, IL-5, IL-6, IL-
7, IL-10, IL-12, IL-13, IFN-alpha, IFN-beta, IFN-gamma, TGF-alpha, and TGF-beta (the table
should include: the cell that synthesizes each cytokine, the function of each cytokine, the target
cell for each cytokine, and the action of each cytokines; need to be listed in table format).
Solution
Answer of Question
Cytokines
Source
Action on
function
IL1
including monocytes, macrophages, dendritic cells, NK cells,and non-immune system cells such
as epithelial and endothelial cells, fibroblasts, adipocytes, astrocytes, and some smooth muscle
cells.
diff erent cell types,
including T cells, B cells, monocytes, eosinophils and dendritic cells, as well as fi broblasts, liver
cells, vascular endothelial cells, and some cells of the nervous system.
eff ects of IL-1 include
induction of local infl ammation and systemic
eff ects such as fever, the acute
phase response, and stimulation of neutrophil production
IL-2
Activated T cells.
T and B cells; activates NK cells
Stimulates proliferation and diff erentiation of T and B cells; activates NK cells.
IL-4
T cells (particularly those of the TH2 subset),mast cells, basophils, and bone marrow stromal
cells.
T CELL,B CELL
Promote nave T cell diff erentiation to TH2 cells. Stimulates the growth and differentiation of B
cells. Induces class switching to IgE. Promotes allergic responses.
IL-5
T cells (particularly those of the TH2 subset), mast cells, eosinophils.
B cell,esinophils
Induces eosinophil formation and diff erentiation. Stimulates B cell growthand differentiation.
IL-6
Some T cells and B cells, several nonlymphoid
cells, including macrophages,
bone marrow stromal cells, fi broblasts, endothelial and muscle cells, adipocytes,
and astrocytes.
Bcell, T cell
Regulates B- and T-cell functions; in vivo
eff ects on hematopoiesis. Inducesinfl ammation and the acute phase response.
IL-7
Bone marrow and thymic stromal cells,
intestinal epithelial cells
T CELL, B cell
Growth factor for T- and B-cell
progenitors.
IL-10
I Activated subsets of CD4_ and CD8_T cells, macrophages, and dendritic cells.
T CELL ,B CELL ,MAST CELL
Enhances proliferation of B cells, thymocytes, and mast cells; in cooperation with TGF-_,
stimulates IgA synthesis and secretion by human B cells.
Anti-infl ammatory; antagonizes generation of the TH1 subset of helper
T cells.
IL-12
Macrophages, B cells, and dendritic cells.
T CELL ,NK CELL
Important factor in inducing diff erentiation
of TH1 subset of helper T cells; induces IFN-_ production by T cells and
NK cells and enhances NK and cytotoxic
T cell activity
IL-13
Activated T cells (particularly those of the TH2 subset), mast cells, and NK cells
T cell
Role in TH2 responses; up-regulates synthesis
of IgE and suppresses infl amatory responses. Involved in pathology of asthma and some allergic
conditions
INF alpha
Cells activated by viral and other microbial components: macrophages, dendritic cells.
How to Split Bills in the Odoo 17 POS ModuleCeline George
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
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.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Sectors of the Indian Economy - Class 10 Study Notes pdf
Step 1. Read critically and analyze the following scenarioGeraldi.pdf
1. Step 1. Read critically and analyze the following scenario:
Geraldine Barney Garrett, the granddaughter of Wilford Barney took over the reins of the R&D
department of Biotech Health and Life Products (Biotech) in 1965. She had trained at the hands
of her grandmother Wilford’s mother, Maria. Geraldine was a strong manager and developed the
Research and Development (R&D) lab from the advanced kitchen of her grandmother to the
scientific lab of her peers. Geraldine’s management philosophy evolved over the years but she
had several basic ideas that kept her grounded. Geraldine knew she had to answer to the family
in every decision she made. Her grandmother stressed this point and she eventually came to
agree. Therefore, decisions were made by her. She also realized that her employees had good
ideas and talent but they did not bear the responsibility she did. So, although she consulted with
the employees often, she never gave them the power to make important decisions.
Geraldine was charismatic in a motherly way and employees saw her as someone to learn from
but career growth was unlikely so in five or six years employees moved on to another company.
The unambitious stayed on and eventually Geraldine collected a small group of people she
trusted and who became her team. Now, several of the team members are retiring like Geraldine
leaving few left to the company.
When it comes to leading the entire R&D Division, Geraldine is very controlled in defining
goals, setting tasks, and is outstanding at dividing the work among the employees, organizing the
product materials and coordinating and communicating activities between the different
departments. Decisions that Geraldine makes are always dependent on the circumstances and
context of the decision. You often hear her instructing the young employees stating, “Always ask
yourself, which method will work best here? Remember, you are always looking to find the
simplest and most cost-effective solution.” When it comes to developing new products and
innovating, Geraldine is much more open to other people’s input and ideas relying heavily on her
team of experienced but older people. Still, the final decision remains in her hands.
Geraldine could see the need for changes in the lab, the most important of which was retaining
younger employees. Since she was retiring at the end of the year, Geraldine knew the new
department head would have to deal with the problem. Her immediate concern was who the new
department head should be. Her own granddaughter, Melanie Malone, was now working in the
company and she knew Melanie was expecting the job.
Melanie was qualified for the job. She was a Phi Beta Kappa graduate of the University of
Maryland College Park with a double major in Botany and Food Science. She minored in
Business Management. She had worked in the plant in Chicago every summer since High School
and had reproduced and revised all her grandmother’s and great-great grandmother’s recipes.
Starting full-time at 22 years of age Melanie got along with everyone in the department but at 27
2. Geraldine thought she may be too young to assume the position. Geraldine had hoped that she
might mentor Melanie for a few more years and turn the reins over when she was 30, but health
concerns made Geraldine shorten the plan.
Melanie was confident and competent in her work. She was passionate about keeping the
business focused on its all-natural product line and developing ecofriendly packaging. She was
detail oriented and the people on her team seemed to work well together. Geraldine noted that
Melanie appeared to create functional teams well suited for the various types of tasks or projects.
The teams invariably were always on time and productive. Although the group may change in
terms of members depending on the task, the group was comprised of the longest standing
members of R&D and also included Geraldine’s team from time to time.
Geraldine knew that Melanie feels strongly that the lab has to be updated to include the use of
more sophisticated machinery and computers that would enhance the efficiency of the products
being developed. Melanie also believes the update to technology will make the company more
competitive. Melanie often tried to get Geraldine to agree to the revisions bringing in literature
from various business journals to prove her point. “The business world is dynamic and requires
people to adjust to the competition in a vigorous and active way. The lab needed the tools to
make that happen.” Melanie argued. Melanie also told her grandmother that she had a lot of new
ideas for oils and essences that only the new equipment would be able to test. Melanie was
adamant that Biotech would lag behind the competitors especially in the new beauty line
products if the company did not modernize.
Melanie liked to collaborate with the others but did not always take the lead. She often sat back
and listened and at times deferred decisions to others whose opinion differed from her own.
When Geraldine told Melanie, she would lose control of the group and maybe the project if she
didn’t actively lead, Melanie only smiled and said “Nana you have to let the team unleash its
potential, be creative or else they will leave and go somewhere that listens to them.” Melanie
also was insistent on the idea of bringing in the labs and R&D people from the other branches on
projects rather than having them pass along the ideas. In a conversation one day about a new
project for Germany, Melanie pointed out to Geraldine, “That new products have to be customer
driven, and our customers are from all over the world. We need to appreciate their needs and
taste preferences. While we can come up with our own ideas of what the market should like that
also means that the markets are biased by our own pallets and health needs. We now have to
think globally. The changing marketplace means we have to listen to our customer and what they
want.”
Geraldine was unsure of some of Melanie’s ideas on engaging others. She felt sure that Melanie
may begin to empower people rather than maintain control over the decision making. When,
Geraldine questioned Melanie about her concerns, Melanie replied “Nana, this company is like
3. one big family and in order for it to keep running functionally, we have to be aware of all its
parts, all the people who are important to keep it vital, and change with the times to keep the
livelihood of the family intact. To do this and keep people wanting to be a part of the family, we
have to create an environment that makes employees feel stable and safe in the family yet
dynamic enough to stay relevant in the industry. We have to keep employees looking and
moving forward.” Geraldine shrugged and said nothing but thought, “They are more likely to get
off task.” Geraldine knew the company had a collaborative culture, and she often worked
together with her family in a similar fashion, but managing a department this way...she was not
too sure. That business school education may have put some ideas into Melanie’s head that might
come back and haunt her.
The other logical candidate was Valerie Harper. Department Head of the new products team,
Valerie at 35 was competent, and ran her team like Geraldine would. In an effort to get some
idea of Valerie’s management philosophy Geraldine asked her one day, after witnessing a not
terribly successful exchange with one of her team, “What do you believe is important in
managing a team?” Valerie’s reply was, “I think it is important to retain the final responsibility
for decision making. Everyone should have their own specialty, while answering to the common
good. My order and discipline are important. It was like what Joe just did. I asked him to process
the essential oils for this new candy bar we are working on for Italy. He is the best at doing so
and he does this well but he just kept going on with the project adjusting the ingredient list to
make what amounts to a completely new candy bar. He claimed the adjustment was needed to
get the best flavor from the oils. However, it threw everything off for everyone else in the
project. His efforts wasted time. I tried to be fair and listened to his reasoning, but he is making
the others feel like they are wasting their time. There is one direction, which I set, and he should
follow.” Geraldine was disturbed by this a little. One thing that seemed inconsistent with the
episode with Joe was the fact that Valerie usually wants employees to take initiative even if they
make mistakes. “Are you sure he just wasn’t taking the initiative to get things right with the
flavor?” Geraldine asked. “I supposed you have a point,” Valerie replied, “but he should know
that we must have unity of direction and what Joe needs to understand is that he is not to take
over an interfere with the work of the others in the team.” Geraldine agreed with some of
Valerie’s approach but had to wonder if Valerie overdid the idea of order. Her staff seemed to
have a greater turnover than Melanie’s, which wastes a great deal of time and money in the long
run than the time Joe spent trying to make the candy bar work.
One other thing that bothered Geraldine about Valerie was the lack of new ideas and creativity.
Although Valerie could take ideas from others and execute them in a creative way, she did not
have a lot of new ideas of her own. She never seemed to seek new ideas or even revamp old
ones. Geraldine saw Valerie as talented and would keep the lab in its current state making only
4. minor changes. Valerie often said to Geraldine, “If it isn’t broken why fix it?” Geraldine liked
the idea of the lab being run the same way, but she wondered if the lack of ideas was reflective
of a good department head. After all the head was always expected to have new ideas.
Step 2.
Answer the Following
Identify and describe the School of Thought that best fits each of the three women. Explain why
and how you arrived at these selections using the course material, your research, and the facts
provided from the scenario.
Identify and describe the theorists that best fits each of the three women. Explain why and how
you arrived at these selections using the course material, your research, and the facts provided
from the scenario.
Decide which candidate (Melanie or Valerie), Geraldine should choose to head the R&D lab.
Explain why and how you arrived at this decision using the facts from the case scenario and the
course material to support your reasoning and conclusions.
You must research and cite 3 sources in APA style format.
Solution
Answer:
School of thought means the thought process of a person. This explains what a thought process a
person follows in his day to day working. We can say that the mind set of approaches of the
person followed in his working. We can understand the thought process of below three women as
below
Answer 2:
Answer3:
Melanie should be the right candidate for the organization as a successor for Geraldine. The
reason for these is as below