You decide-ScenarioScenario SummaryLeonard Cooper Charte.docx
•Download as DOCX, PDF•
0 likes•2 views
You decide:- Scenario Scenario Summary Leonard Cooper Charter School is a K-12 school with approximately 1,000 students. The school wants to develop a local area network that meets the needs of the school now and is scalable for the future. There have been numerous complaints about the speed and reliability of the network, especially since a new addition to the building was added a few years back. Your Role and Assignment You are the systems administrator contracted by Leonard Cooper to upgrade the local area network to meet the ever-increasing needs of the building's students and faculty members. Your first task is to interview key stakeholders to determine what the key areas of concern are. Activity The charter school's CEO has requested your help in updating the network to meet the demands of the building's faculty members and students. Your job is to interview the key stakeholders and to take action to remedy the issues that they have. · Write a two to three page proposal addressing each of the stakeholder concerns. Use the technologies below for the areas of concern. All of the technologies listed below will not be used, so be careful with your choices. You must use one of the solutions below to address each area of concern. Be specific in your responses, and justify the use of each technology based upon the concern. Category 2 UTP 10Base - T Ethernet Cabling Category 5 UTP 100Base - T Ethernet Cabling Category 6 UTP 1000Base - T Ethernet Cabling Server Farm File Server Print Server 8 port hub 16 port hub 24 port hub 8 port switch 16 port switch 24 port switch Storage area network RAID Fiber 1000Based-F Domain controllers Bus topology Topology Microwave wireless media Infrared wireless media Radio wireless media KEY PLAYERS Helen Ross, Network Technician, Female Back to Top "I don't know who designed our old network or what they were thinking. You see, my job is to support the faculty in the building and to fix minor network issues. Well, we often have major issues in our building, and I'm hoping that you can make things better. Printing is a really problematic area for us. You see, we have over 50 networked printers in this building. Although we do need the printers, we need some way to consolidate the management of print jobs, as the queues on these printers often are filled. We also need to navigate to each printer individually to clear them. There has to be a better way because this is ridiculous. Collisions have become a problem for us as well since we started to add new computers a few years ago. In the morning when everyone gets in, network performance slows to a crawl because everyone is busy on the network with their morning attendance and checking e-mail. After performing a network analysis, I figured out that there were way too many collisions on the network. There has to be a way to fix this." John Fischer, HVAC Tech, Male Back to Top "You know, 20 years ago when I started in this business, I never had to have discussi.
Report
Share
Report
Share
Recommended
ineed this assignment Fresh work no copy pest quality work accordi.docx
ineed this assignment Fresh work no copy pest quality work according to requirement. according to my time requirement.
You decide:-
Scenario
Scenario Summary
Leonard Cooper Charter School is a K-12 school with approximately 1,000 students. The school wants to develop a local area network that meets the needs of the school now and is scalable for the future. There have been numerous complaints about the speed and reliability of the network, especially since a new addition to the building was added a few years back.
Your Role and Assignment
You are the systems administrator contracted by Leonard Cooper to upgrade the local area network to meet the ever-increasing needs of the building's students and faculty members. Your first task is to interview key stakeholders to determine what the key areas of concern are.
Activity
The charter school's CEO has requested your help in updating the network to meet the demands of the building's faculty members and students. Your job is to interview the key stakeholders and to take action to remedy the issues that they have.
Write a two to three page proposal addressing each of the stakeholder concerns. Use the technologies below for the areas of concern. All of the technologies listed below will not be used, so be careful with your choices. You must use one of the solutions below to address each area of concern. Be specific in your responses, and justify the use of each technology based upon the concern.
Category 2 UTP 10Base - T Ethernet Cabling
Category 5 UTP 100Base - T Ethernet Cabling
Category 6 UTP 1000Base - T Ethernet Cabling
Server Farm
File Server
Print Server
8 port hub
16 port hub
24 port hub
8 port switch
16 port switch
24 port switch
Storage area network
RAID
Fiber 1000Based-F
Domain controllers
Bus topology
Topology
Microwave wireless media
Infrared wireless media
Radio wireless media
KEY PLAYERS
Helen Ross, Network Technician, Female
Back to Top
"I don't know who designed our old network or what they were thinking. You see, my job is to support the faculty in the building and to fix minor network issues. Well, we often have major issues in our building, and I'm hoping that you can make things better. Printing is a really problematic area for us. You see, we have over 50 networked printers in this building. Although we do need the printers, we need some way to consolidate the management of print jobs, as the queues on these printers often are filled. We also need to navigate to each printer individually to clear them. There has to be a better way because this is ridiculous. Collisions have become a problem for us as well since we started to add new computers a few years ago. In the morning when everyone gets in, network performance slows to a crawl because everyone is busy on the network with their morning attendance and checking e-mail. After performing a network analysis, I figured out that there were way too many collisions on the network. There has to be a way to fix this.
1127 pm (cst)assignment details assignment description
The network administrator has received complaints about poor call quality and slow network performance on the college's converged network. Upon reviewing logs from the network monitoring solution, it was discovered that unauthorized users from a nearby new housing development were accessing the college's wireless network and generating excessive traffic, impacting performance. The network administrator must research enterprise wireless access control solutions and submit a 1-2 page report to the CIO recommending a solution to restrict unauthorized access and resolve the network issues.
Lan tour
This document defines and compares networks, LANs, and the Internet. It then provides details about the Provo School District's network infrastructure, including server maps showing network hubs at each school. The district has servers at Timpview High, with cords connecting to internet hubs around the school. Each school also has smaller satellite connections in classrooms. Maintaining and rewiring school networks can be an organizational challenge and costly to fix if issues arise.
Sw assignment week10
The document discusses how dial-up internet connections work and some key related terms. Dial-up requires using a telephone line to connect to an internet access point. Early dial-up connections were slow due to bandwidth limitations of phone lines. Companies like NetZero and EarthLink offered improved dial-up services that were faster than traditional dial-up through new technologies without requiring broadband.
AAP Part I DeliverableHere is the assignment to be comple.docx
AAP Part I Deliverable:
Here is the assignment to be completed in your group. The tasks are organized in no particular order.
Highlevel drawing of proposed upgrades
Drawing of existing network
WAN links bandwidth for the network
Inventory and IP scheme
Scope of work or design requirements
The first task in a network design or an upgrading of the network is defining the scope of work. This
scope of work is outlined in the client’s Request for Proposal. This is your base line for developing the
scope of work. Here you will start gathering information about the client’s business goals and technical
requirements. To identify the business goals, interview upper management, focusing on technical
requirements. The IT department can then provide you with the specifications. In the real world, this step
is necessary to validate the information provided by the client’s RFP. In this assignment, however, this
part of the scope of work is optional. Either you can role play and interview each other to come up with
the information or you can skip it. If you skip it, your scope of work is the client’s RFP
Example: Identifying the scope of work:
The scope of this project consists of major modifications to the existing network, along with the
implementation of many new network devices and protocols. The main intent of this redesign is to: improve
network availability, network reliability, and network security; create a centralized network backbone;
implement the use of wireless access, and migrate from a PBX telephony system to an IP based telephony
solution.
The proposed design will affect all areas of the current network. Implementing a centralized backbone and
upgrading the speed of current links (from 10Mbs to 100Mbs) will greatly improve the entire network. The
implementation of a new IP schema, the introduction of VLAN’s, and implementation of new routing
protocols and security protocols will improve the network layer. Just as the implementation of wireless,
redundant switches, along with the design of a network edge area will improve the data link layer of the
network.
Ultimately, the redesign of the network needs to meet the customer’s intent for the redesign. During the
implementation phase of the redesign, the entire network will be affected in some way – that is, some
improvements will have an immediate impact, while other improvements are going to take more time to
implement and may cause some network disruption for a short time. However upon the conclusion of the
design implementation, the customer will have a greatly improved network, which will fulfill their company’s
IT needs, at present, and for many years to come.
The second task is to prepare the existing drawings, if not provided by the client.
The third task is to prepare an inventory list. This can be done by using software or physically verifying
the existing equipment. Your inventory list should include currently operable equipment and new
equipment (You can use the inventory t.
UofMRecommendation
The vice president of a university recommends C-Spire and their senior infrastructure manager, Les Godwin, for wireless network projects. The university previously had poor service from another company that was acquired by C-Spire. Les and his team designed and installed a new, sophisticated wireless solution that resolved the university's issues and increased user satisfaction. The installation faced challenges due to the university's outdated infrastructure, but Les and his team addressed all problems without delays. The vice president gives his highest recommendation for C-Spire and Les Godwin based on the successful wireless upgrade project.
Wi fi network
This document discusses considerations for schools implementing a wireless network. It recommends that schools ask questions about who will use the network, what areas need coverage, how many users there will be, and what tasks they will perform. It also covers different wireless technologies, locating access points, interference between access points, and security options like WEP and RADIUS. Proper planning includes obtaining building blueprints, testing access point efficiency, and installing points temporarily before full implementation.
What I learned at Energizer
David Epperson interned at Energizer Holdings for 12 weeks where he gained hands-on experience in server administration, networking, end-user support, and information security. Over the course of the internship, he learned to build virtual machines, configure Hyper-V clusters, set up new phone systems, track assets, help desk support, and more. The internship provided valuable experience beyond his coursework and better prepared him for an IT career.
Recommended
ineed this assignment Fresh work no copy pest quality work accordi.docx
ineed this assignment Fresh work no copy pest quality work according to requirement. according to my time requirement.
You decide:-
Scenario
Scenario Summary
Leonard Cooper Charter School is a K-12 school with approximately 1,000 students. The school wants to develop a local area network that meets the needs of the school now and is scalable for the future. There have been numerous complaints about the speed and reliability of the network, especially since a new addition to the building was added a few years back.
Your Role and Assignment
You are the systems administrator contracted by Leonard Cooper to upgrade the local area network to meet the ever-increasing needs of the building's students and faculty members. Your first task is to interview key stakeholders to determine what the key areas of concern are.
Activity
The charter school's CEO has requested your help in updating the network to meet the demands of the building's faculty members and students. Your job is to interview the key stakeholders and to take action to remedy the issues that they have.
Write a two to three page proposal addressing each of the stakeholder concerns. Use the technologies below for the areas of concern. All of the technologies listed below will not be used, so be careful with your choices. You must use one of the solutions below to address each area of concern. Be specific in your responses, and justify the use of each technology based upon the concern.
Category 2 UTP 10Base - T Ethernet Cabling
Category 5 UTP 100Base - T Ethernet Cabling
Category 6 UTP 1000Base - T Ethernet Cabling
Server Farm
File Server
Print Server
8 port hub
16 port hub
24 port hub
8 port switch
16 port switch
24 port switch
Storage area network
RAID
Fiber 1000Based-F
Domain controllers
Bus topology
Topology
Microwave wireless media
Infrared wireless media
Radio wireless media
KEY PLAYERS
Helen Ross, Network Technician, Female
Back to Top
"I don't know who designed our old network or what they were thinking. You see, my job is to support the faculty in the building and to fix minor network issues. Well, we often have major issues in our building, and I'm hoping that you can make things better. Printing is a really problematic area for us. You see, we have over 50 networked printers in this building. Although we do need the printers, we need some way to consolidate the management of print jobs, as the queues on these printers often are filled. We also need to navigate to each printer individually to clear them. There has to be a better way because this is ridiculous. Collisions have become a problem for us as well since we started to add new computers a few years ago. In the morning when everyone gets in, network performance slows to a crawl because everyone is busy on the network with their morning attendance and checking e-mail. After performing a network analysis, I figured out that there were way too many collisions on the network. There has to be a way to fix this.
1127 pm (cst)assignment details assignment description
The network administrator has received complaints about poor call quality and slow network performance on the college's converged network. Upon reviewing logs from the network monitoring solution, it was discovered that unauthorized users from a nearby new housing development were accessing the college's wireless network and generating excessive traffic, impacting performance. The network administrator must research enterprise wireless access control solutions and submit a 1-2 page report to the CIO recommending a solution to restrict unauthorized access and resolve the network issues.
Lan tour
This document defines and compares networks, LANs, and the Internet. It then provides details about the Provo School District's network infrastructure, including server maps showing network hubs at each school. The district has servers at Timpview High, with cords connecting to internet hubs around the school. Each school also has smaller satellite connections in classrooms. Maintaining and rewiring school networks can be an organizational challenge and costly to fix if issues arise.
Sw assignment week10
The document discusses how dial-up internet connections work and some key related terms. Dial-up requires using a telephone line to connect to an internet access point. Early dial-up connections were slow due to bandwidth limitations of phone lines. Companies like NetZero and EarthLink offered improved dial-up services that were faster than traditional dial-up through new technologies without requiring broadband.
AAP Part I DeliverableHere is the assignment to be comple.docx
AAP Part I Deliverable:
Here is the assignment to be completed in your group. The tasks are organized in no particular order.
Highlevel drawing of proposed upgrades
Drawing of existing network
WAN links bandwidth for the network
Inventory and IP scheme
Scope of work or design requirements
The first task in a network design or an upgrading of the network is defining the scope of work. This
scope of work is outlined in the client’s Request for Proposal. This is your base line for developing the
scope of work. Here you will start gathering information about the client’s business goals and technical
requirements. To identify the business goals, interview upper management, focusing on technical
requirements. The IT department can then provide you with the specifications. In the real world, this step
is necessary to validate the information provided by the client’s RFP. In this assignment, however, this
part of the scope of work is optional. Either you can role play and interview each other to come up with
the information or you can skip it. If you skip it, your scope of work is the client’s RFP
Example: Identifying the scope of work:
The scope of this project consists of major modifications to the existing network, along with the
implementation of many new network devices and protocols. The main intent of this redesign is to: improve
network availability, network reliability, and network security; create a centralized network backbone;
implement the use of wireless access, and migrate from a PBX telephony system to an IP based telephony
solution.
The proposed design will affect all areas of the current network. Implementing a centralized backbone and
upgrading the speed of current links (from 10Mbs to 100Mbs) will greatly improve the entire network. The
implementation of a new IP schema, the introduction of VLAN’s, and implementation of new routing
protocols and security protocols will improve the network layer. Just as the implementation of wireless,
redundant switches, along with the design of a network edge area will improve the data link layer of the
network.
Ultimately, the redesign of the network needs to meet the customer’s intent for the redesign. During the
implementation phase of the redesign, the entire network will be affected in some way – that is, some
improvements will have an immediate impact, while other improvements are going to take more time to
implement and may cause some network disruption for a short time. However upon the conclusion of the
design implementation, the customer will have a greatly improved network, which will fulfill their company’s
IT needs, at present, and for many years to come.
The second task is to prepare the existing drawings, if not provided by the client.
The third task is to prepare an inventory list. This can be done by using software or physically verifying
the existing equipment. Your inventory list should include currently operable equipment and new
equipment (You can use the inventory t.
UofMRecommendation
The vice president of a university recommends C-Spire and their senior infrastructure manager, Les Godwin, for wireless network projects. The university previously had poor service from another company that was acquired by C-Spire. Les and his team designed and installed a new, sophisticated wireless solution that resolved the university's issues and increased user satisfaction. The installation faced challenges due to the university's outdated infrastructure, but Les and his team addressed all problems without delays. The vice president gives his highest recommendation for C-Spire and Les Godwin based on the successful wireless upgrade project.
Wi fi network
This document discusses considerations for schools implementing a wireless network. It recommends that schools ask questions about who will use the network, what areas need coverage, how many users there will be, and what tasks they will perform. It also covers different wireless technologies, locating access points, interference between access points, and security options like WEP and RADIUS. Proper planning includes obtaining building blueprints, testing access point efficiency, and installing points temporarily before full implementation.
What I learned at Energizer
David Epperson interned at Energizer Holdings for 12 weeks where he gained hands-on experience in server administration, networking, end-user support, and information security. Over the course of the internship, he learned to build virtual machines, configure Hyper-V clusters, set up new phone systems, track assets, help desk support, and more. The internship provided valuable experience beyond his coursework and better prepared him for an IT career.
Robbie Greig CV
This document provides a summary of Robert Greig's qualifications, experience, and skills. It outlines his education in technical support and systems and networking, as well as certifications in Cisco and Microsoft technologies. His relevant work experience includes positions as a network engineer and technical support roles. Greig has skills in networking, monitoring, VoIP, server administration, applications, security, programming, system administration, and technical support. He is pursuing a bachelor's degree in systems and networking and is currently studying for additional Cisco certifications.
Enterprise networking course work under NCC Education
The document outlines submission requirements for students, including attaching a statement confirming the work as their own and acknowledging assessment standards. Students must provide identification details and ensure assignments are submitted before the due date. Plagiarism is prohibited under the program's academic dishonesty policy.
Anatomy of a network
The document summarizes the network configuration of Dodgeville High School from the perspective of a teacher returning after a 4 year absence. The key points are:
1) The network uses a star topology with Ethernet cables running from each classroom PC through the ceiling to hubs in the network administrator's office.
2) There are 6 servers including 2 Novell servers for student/teacher data and 4 Windows servers for other functions like the library catalog.
3) Software runs locally on each PC rather than from a server for faster performance. Files are stored on user directories on the file server.
4) The school has 2 networked printers and internet access that is filtered through the servers via a 40MB connection provided
Essay On Network Security
Network security is becoming increasingly important as more data needs to be monitored and protected from threats. Protecting a network involves various factors like password authentication, access control, software updates, antivirus software, firewalls, and intrusion detection tools. As threats become more sophisticated, companies need security departments and must go beyond just firewalls to adequately safeguard their networks and data.
6.Copyright © 2016 Pearson Education, Inc. publishing as .docx
6.*
Copyright © 2016 Pearson Education, Inc. publishing as Prentice Hall
Telecommunications, the Internet, and Wireless Technology
Chapter 7
Video cases:
Case 1: Telepresence Moves Out of the Boardroom and Into the Field
Case 2: Unified Communications Systems: Virtual Collaboration with Lotus Sametime
*
There are two video cases and three instructional videos available for this chapter.
7.*
Copyright © 2016 Pearson Education, Inc.
Management Information Systems
Chapter 7: Telecommunications, the Internet, and Wireless Technology
What are the principal components of telecommunications networks and key networking technologies?What are the different types of networks?How do the Internet and Internet technology work and how do they support communication and e-business?What are the principal technologies and standards for wireless networking, communication, and Internet access?
LEARNING OBJECTIVES
This chapter discusses the principle technologies used in networking and the Internet. Ask students what the difference is between a network and the Internet. Why is networking so important to modern organizations? How many students have wireless networks at home? How many have a smartphone that uses a 3G or 4G network? What's the difference between a 4G network and Wi-Fi? How many students have seen an RFID tag?
*
7.*
Copyright © 2016 Pearson Education, Inc.
Management Information Systems
Chapter 7: Telecommunications, the Internet, and Wireless Technology
Problem: Inefficient manual processes; large production environment
Solution
s: Deploy Wi-Fi network, RFID and AeroScout tracking to monitor materials, staff in real time, optimize transportation, and expedite communicationDemonstrates use of technology in production to increase efficiency and lower costs and improve safety
Wireless Technology Makes Dundee Precious Metals Good as Gold
*
7.*
Copyright © 2016 Pearson Education, Inc.
Management Information Systems
Chapter 7: Telecommunications, the Internet, and Wireless Technology
Networking and Communication TrendsConvergence:Telephone networks and computer networks converging into single digital network using Internet standardsBroadband:More than 74 percent U.S. Internet users have broadband accessBroadband wireless: Voice, data communication are increasingly taking place over broadband wireless platforms
Components of Networks and Key Networking Technology
This slide discusses recent developments in networking technologies. Ask students to give an example of convergence. How fast is broadband today? How many of your students have broadband? Note that in 2000, typical Internet access speeds were 56 kbps over a telephone line, costing 25 cents per kilobit, whereas today broadband speeds are 1 to 5 mbps, costing 1 cent per kilobit (or 10 cents per gigabit). Are students aware of how fast their Internet connections are at home, school, or work? Ask students if they know the speed of their cell phone’s Internet connec.
The Process Storyboard
This document outlines a proposal to improve network connectivity issues at the Bedford Campus and its Mayberry Satellite location. It identifies current issues such as slow router speeds, weak WiFi in certain areas, and high electricity bills. Solutions proposed include upgrading wireless access points, implementing a hybrid cloud solution on Microsoft Azure, and replacing standard cables with MIMO cables. A timeline of research, proposal, approval, and implementation is provided. The personnel and costs associated with the upgrades are also discussed. The conclusion is that the proposed improvements will significantly enhance connectivity performance across both campuses.
As Cloud Trends Drive User Expectations Higher, Networks Must Now Deliver App...
Transcript of a sponsored podcast discussion on how networks are going to support growing application and media delivery demands.
Case Study 1 Questions1. What is the allocated budget .docx
Case Study 1 Questions:
1. What is the allocated budget ? $250,000
2. Where does the server room located? Currently, there is no server room
3. What is the number of users with PCs inside each existing site?
Currently there are
4. What is the current cabling used in each location? (cat5e or cat6) Current cabling does not meet the company’s current and future needs
5. Do want us to upgrade token Ring or use a completely new Ethernet network What is your recommendation and why?
6. regarding the ordering system , it is not clear what the we should do , do you want to talk about how to connect the system to the network or how to built the ordering online system because it is more software engineering than networking . Talk about the kind of network (hardware) you recommend based on the business requirements
7. all the sites should have access to our servers in the main branch? yes
8. Regarding the order software, do you need more details about the way it works or just about its connection with the network? Your solution should be from a network point of view
9. Distances are given in Meters or feet? feet
10. Shipment is done by truck, or ships? Currently, only trucking
11. In Dimebox branch, where are administration offices located? See Business goals # 4
12. What is the current network connectivity status? How many devices are currently on the network? How they are physically laid out? Is cabling running all over the floor, hidden in walls or threaded through the ceiling? What are the switches used and its speed? Currently, only the office is networked (token ring) NOVELL
13. What is the minimum Internet speed wanted? See Business Goals on page 2 – I only can tell you what we need the network for, you must tell me what we need to meet the business needs
14. Will the corporation provide wireless access? If yes will it be in all department and buildings? Wireless access would be helpful if we can justify the cost
15. Are there phones in offices? yes
16. What is the internet speed available now? What speed do you want for future? Internet access is through time warner cable company which is not very reliable
17. Do employees access their emails outside the company? yes
18. Do you have plans for future expansion? We like to increase our customer base by 20% over the next year
REMEMBER, you are the IT expert, I’m only a business person who must rely on your expertise.
Network Design and Performance
Case Study
Dooma-Flochies, Inc. with headquarters located on Podunk Road in Trumansburg, NY, is the sole manufacturer of Dooma-Flochies (big surprise). They currently have a manufacturing facility in, Lake Ridge, NY (across Cayuga Lake) on Cayuga Dr. and have recently diversified by purchasing a company, This-N-That, on Industry Ave. in, Dime Box Texas. This-N-That is the sole competitor of Domma-Flochies with their product Thinga-Ma-Jigs. This acquisition gives Dooma-Flochies, Inc a monopoly in this mark.
Ehab Askar
This document contains the resume of Ehab Mohamed Hassan Askar. It summarizes his personal details, education, certifications, skills and work experience as a network engineer. He has a bachelor's degree in management information systems and certifications including CCNP Switching, CCNA, MCSA, and various Solaris certifications. His work experience includes positions as a network engineer at CEMEX, technical support engineer at TE Data, network and system administrator, and network engineer at other companies where he provided networking support, troubleshooting and maintenance.
Cisco Connect 2018 Thailand - Introducing cisco dna assurance the future of n...
Cisco Connect 2018 Thailand - Introducing cisco dna assurance the future of n...NetworkCollaborators
Cisco DNA Assurance provides a new approach to network performance management through contextual insights. It aims to help network administrators more quickly isolate, replicate, and resolve issues. DNA Assurance provides a 360-degree contextual graph to visualize the connections between users, devices, applications and the network. It also leverages predictive analytics and guided remediation to help resolve issues proactively. Case studies show how DNA Assurance has helped organizations like Houston Methodist Hospital and Stanford University more easily detect and fix wireless problems.Data communication
This document provides information about data communication and computer networks. It defines data communication as the transmission of electronic data from one computer to another. It also defines internet and computer networks. It discusses reasons for computer networks like sharing files and accessing the internet. It describes different types of networks like LAN, WAN, WLAN and network topologies like star, ring and bus. It also includes activities like drawing network topologies and explaining the importance of computer networks.
Maha Mahmoud Fawzy Resume
Maha Mahmoud Fawzy Abdel-Hamid is an Egyptian national seeking a career opportunity utilizing her hard work. She has worked as a network administrator at the National Research Centre since 2013, where her duties include installing, maintaining, and troubleshooting computer and network systems. She previously worked as a graphic designer and web designer. She has a bachelor's degree from the Faculty of Information Systems at Thebes Academy. Her technical skills include CCNA, CCNP Switching, and CCNA Security certifications, as well as skills in HTML, CSS, PHP, WordPress, and computer networking tools.
1. Pat’s Petunias You have been called in as a network consultant .pdf
1. Pat’s Petunias : You have been called in as a network consultant by your cousin Pat, who
operates a successful mail-order flower business. She is moving to a new office and wants to
install a network for her telephone operators, who take phone calls and enter orders into the
system. The number of operators working varies depending on the time of day and day of the
week. On slow shifts, there are usually only 10 operators, whereas at peak times, there are 50.
She has bids from different companies to install (1) Wi-Fi or (2) a switched Ethernet 100Base-T
network. She wants you to give her some sense of the relative performance of the alternatives so
she can compare that with their different costs. What would you recommend? Use the format
below to begin working on the report.
Given :
Assumptions:
Comparison:
WiFi – IEEE 802.11 100Base-T Switched Ethernet Performance: Discuss reason for collisions
How would you solve collisions? How can you give a good throughput? Performance: Discuss
how switched Ethernet works- overcomes collisions? Discuss dedicated data rate per device
Cost: What are some of the cost components? Include # of devices, device cost, labor costs,
operational costs if any. You may pull out numbers from the Internet. Please cite your sources
Cost: What are some of the cost components? Cost: What are some of the cost components?
Include # of devices, device cost, labor costs, operational costs if any. You may pull out numbers
from the Internet. Please cite your sources Security: Security issues and how you would over
come them Security: Security issues if any . Pros and Cons Summary Pros and cons summary
Suggestion based on the analysis in the above table:
Solution
I think she should consider Wi-Fi because the data rates for Wi-Fi have increased substantially
with the introduction of 802.11n, so they are similar to the data rates offered by 100Base-T wired
Ethernet. Wi-Fi is considerably cheaper than wired Ethernet because the largest cost of LANs is
not the equipment, but in paying someone to install the cables. The cost to install a cable in an
existing building is typically between $150 and $400 per cable, depending on whether the cable
will have to be run through drywall, brick, ceilings, and so on. The cheapest point at which to
install network cable is during the construction of the building; adding cable to an existing
building can cost significantly more. Additionally, it’s more convenient for anyone walking or
driving within the range of the AP (access point) can begin using the network.
IV. Tom’s Home Automation
Your cousin Tom runs a small construction company that builds custom houses. He has just
started a new specialty service that he is offering to other builders on a subcontracting basis:
home automation. He provides a complete service of installing cable in all the rooms in which
the homeowner wants data access and installs the
necessary networking devices to provide a LAN...
A)mail-order flowerbusiness. She is m.
stephen_resume
Stephen Lapage is a detail-oriented and technically proficient networking and cable installing professional with extensive experience in network cabling installation, measurement, cutting, splicing and troubleshooting. He has over 10 years of experience in fiber optic and network cable installation and is proficient in using related equipment, reading blueprints, and communicating with customers. His experience includes positions as a Network Cable Technician, Fiber Optic Technician, Metal Finisher, and providing IT support.
Lesson plan 2 mattaya 4
The document provides information about computer networks and networking concepts. It defines a network as two or more computer systems linked together. The Internet is described as a global network connecting millions of computers. Network advantages include resource sharing, reliability with backup data storage, and fast communication like email. The key parts of a network are identified as workstations, nodes, servers, network interface cards, and connectivity. Network characteristics include topology, protocols, and architecture. Common network topologies like star, bus, ring, tree and mesh are defined along with their advantages and disadvantages.
Lesson plan 2 mattaya 4
The document provides information about computer networks and networking concepts. It defines a network as two or more computer systems linked together. The Internet is described as a global network connecting millions of computers. Network advantages include resource sharing, reliability through redundant data storage, and fast communication like email. The key parts of a network are identified as workstations, nodes, servers, network interface cards, and connectivity. Network characteristics include topology, protocols, and architecture. Common network topologies like star, bus, ring, tree and mesh are defined along with their advantages and disadvantages.
Hazlegrove goes wireless_cs
The school implemented a new wireless network using Motorola access points to replace their unreliable off-the-shelf system. The new network provided (1) reliable connectivity that never broke down, allowing lessons to proceed smoothly without interruptions, (2) affordable scalability to connect more devices, and (3) reduced costs by eliminating the need for a separate wireless controller and the ICT manager's troubleshooting time.
How Brevard Public Schools enhanced learning with Lenovo systems
Servers can absolutely change the world -- in a variety of ways. Here's how some of ours made a change in the Brevard Public School system.
Professional career projects
This document outlines several of Khizer Rehman's professional career projects:
1) His first network-related project was running an internet cafe with 15 PCs connected via a single dial-up internet connection from 2000-2003.
2) From 2003-2007, he managed and updated the computer lab infrastructure at his university, including purchasing systems, network equipment, and internet connections for two campuses.
3) From 2007-2008, he helped an internet service provider upgrade their infrastructure from dial-up to DSL service and took on a business development role, but the company ultimately had to wind down operations due to issues with the main internet provider.
Networking basics
The document provides information about networking including:
1. It defines what a network is and discusses the early origins and development of networking beginning in the 1960s for military purposes.
2. It outlines the key exams, certifications, and topics covered in the CCNP certification for networking professionals.
3. It discusses different types of network topologies including bus, star, ring, and mesh, and compares their advantages and disadvantages for different networking situations and needs.
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.org
Women and the
Labyrinth of
Leadership
by Alice H. Eagly and Linda L. Carli
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Women and the Labyrinth of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
11
Further Reading
When you put all the pieces
together, a new picture
emerges for why women don’t
make it into the C-suite. It’s
not the glass ceiling, but the
sum of many obstacles along
the way.
Reprint R0709C
This document is authorized for use only in Prof. Paul Arntson's MSC 496-0 at Northwestern University from Sep 2017 to Mar 2018.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0709C
http://www.hbrreprints.org
Women and the Labyrinth of Leadership
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
7
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Women occupy 40% of all managerial posi-
tions in the United States. But only 6% of
the Fortune 500’s top executives are female.
And just 2% of those firms have women
CEOs.
We’ve long blamed such numbers on the
“glass ceiling,” the notion that women suc-
cessfully climb the corporate hierarchy until
they’re blocked just below the summit. But
the problem stems from discrimination op-
erating at all ranks, not just the top, say
Eagly and Carli.
Therefore, to move more women into your
company’s executive suite, you must attack
all barriers to advancement simulta-
neously. For example, prepare women for
line management with demanding assign-
ments. Use objective criteria to measure
performance. And give working mothers
additional time to prove themselves worthy
of promotion.
Women’s leadership style—characterized
by innovating, building trust and empower-
ing followers—is ideally suited to today’s
business challenges. Tackle the obstacles to
women’s progress, and you’ll increase your
firm’s competitive prowess.
Eagly and Carli recommend these strategies
for increasing the number of women in top
positions in your firm:
UNDERSTAND THE CAREER BARRIERS
WOMEN ENCOUNTER
Extensive academic and government research
studies identify these obstacles:
•
Prejudice:
Men are promoted more quickly
than women with equivalent qualifica-
tions, even in traditionally female settings
such as nursing and education.
• Resistance to women’s leadership: People
view successful female managers as more
deceitful, pushy, selfish, and abrasive than
successful male managers.
• Leadership style issues: Many female lead-
ers struggle to reconcile qualities people
prefer in women (compassion for others)
with qualities people think leaders need to
succeed (.
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.org
The Five Competitive
Forces That Shape
Strategy
by Michael E. Porter
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
The Five Competitive Forces That Shape Strategy
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
18
Further Reading
Awareness of the five forces
can help a company
understand the structure of its
industry and stake out a
position that is more
profitable and less vulnerable
to attack.
Reprint R0801E
This document is authorized for use only by Phenekia Morgan in WMBA-6030-1/WMBA-6030B-1-Managing Business Info Syst2020 Summer Sem 05/04-08/23-PT2 at Laureate Education -
Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0801E
http://www.hbrreprints.org
The Five Competitive Forces That Shape
Strategy
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
8
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
You know that to sustain long-term profit-
ability you must respond strategically to
competition. And you naturally keep tabs
on your
established rivals
. But as you scan
the competitive arena, are you also looking
beyond
your direct competitors? As Porter
explains in this update of his revolutionary
1979 HBR article, four additional competi-
tive forces can hurt your prospective profits:
•
Savvy
customers
can force down prices
by playing you and your rivals against
one another.
•
Powerful
suppliers
may constrain your
profits if they charge higher prices.
•
Aspiring
entrants
, armed with new ca-
pacity and hungry for market share, can
ratchet up the investment required for
you to stay in the game.
•
Substitute offerings
can lure customers
away.
Consider commercial aviation: It’s one of
the least profitable industries because all
five forces are strong.
Established rivals
compete intensely on price.
Customers
are
fickle, searching for the best deal regardless
of carrier.
Suppliers
—plane and engine
manufacturers, along with unionized labor
forces—bargain away the lion’s share of air-
lines’ profits.
New players
enter the indus-
try in a constant stream. And
substitutes
are readily available—such as train or car
travel.
By analyzing all five competitive forces, you
gain a complete picture of what’s influenc-
ing profitability in your industry. You iden-
tify game-changing trends early, so you can
swiftly exploit them. And you spot ways to
work around constraints on profitability—
or even reshape the forces in your favor.
By understanding how the five competitive forces influence profitability.
More Related Content
Similar to You decide-ScenarioScenario SummaryLeonard Cooper Charte.docx
Robbie Greig CV
This document provides a summary of Robert Greig's qualifications, experience, and skills. It outlines his education in technical support and systems and networking, as well as certifications in Cisco and Microsoft technologies. His relevant work experience includes positions as a network engineer and technical support roles. Greig has skills in networking, monitoring, VoIP, server administration, applications, security, programming, system administration, and technical support. He is pursuing a bachelor's degree in systems and networking and is currently studying for additional Cisco certifications.
Enterprise networking course work under NCC Education
The document outlines submission requirements for students, including attaching a statement confirming the work as their own and acknowledging assessment standards. Students must provide identification details and ensure assignments are submitted before the due date. Plagiarism is prohibited under the program's academic dishonesty policy.
Anatomy of a network
The document summarizes the network configuration of Dodgeville High School from the perspective of a teacher returning after a 4 year absence. The key points are:
1) The network uses a star topology with Ethernet cables running from each classroom PC through the ceiling to hubs in the network administrator's office.
2) There are 6 servers including 2 Novell servers for student/teacher data and 4 Windows servers for other functions like the library catalog.
3) Software runs locally on each PC rather than from a server for faster performance. Files are stored on user directories on the file server.
4) The school has 2 networked printers and internet access that is filtered through the servers via a 40MB connection provided
Essay On Network Security
Network security is becoming increasingly important as more data needs to be monitored and protected from threats. Protecting a network involves various factors like password authentication, access control, software updates, antivirus software, firewalls, and intrusion detection tools. As threats become more sophisticated, companies need security departments and must go beyond just firewalls to adequately safeguard their networks and data.
6.Copyright © 2016 Pearson Education, Inc. publishing as .docx
6.*
Copyright © 2016 Pearson Education, Inc. publishing as Prentice Hall
Telecommunications, the Internet, and Wireless Technology
Chapter 7
Video cases:
Case 1: Telepresence Moves Out of the Boardroom and Into the Field
Case 2: Unified Communications Systems: Virtual Collaboration with Lotus Sametime
*
There are two video cases and three instructional videos available for this chapter.
7.*
Copyright © 2016 Pearson Education, Inc.
Management Information Systems
Chapter 7: Telecommunications, the Internet, and Wireless Technology
What are the principal components of telecommunications networks and key networking technologies?What are the different types of networks?How do the Internet and Internet technology work and how do they support communication and e-business?What are the principal technologies and standards for wireless networking, communication, and Internet access?
LEARNING OBJECTIVES
This chapter discusses the principle technologies used in networking and the Internet. Ask students what the difference is between a network and the Internet. Why is networking so important to modern organizations? How many students have wireless networks at home? How many have a smartphone that uses a 3G or 4G network? What's the difference between a 4G network and Wi-Fi? How many students have seen an RFID tag?
*
7.*
Copyright © 2016 Pearson Education, Inc.
Management Information Systems
Chapter 7: Telecommunications, the Internet, and Wireless Technology
Problem: Inefficient manual processes; large production environment
Solution
s: Deploy Wi-Fi network, RFID and AeroScout tracking to monitor materials, staff in real time, optimize transportation, and expedite communicationDemonstrates use of technology in production to increase efficiency and lower costs and improve safety
Wireless Technology Makes Dundee Precious Metals Good as Gold
*
7.*
Copyright © 2016 Pearson Education, Inc.
Management Information Systems
Chapter 7: Telecommunications, the Internet, and Wireless Technology
Networking and Communication TrendsConvergence:Telephone networks and computer networks converging into single digital network using Internet standardsBroadband:More than 74 percent U.S. Internet users have broadband accessBroadband wireless: Voice, data communication are increasingly taking place over broadband wireless platforms
Components of Networks and Key Networking Technology
This slide discusses recent developments in networking technologies. Ask students to give an example of convergence. How fast is broadband today? How many of your students have broadband? Note that in 2000, typical Internet access speeds were 56 kbps over a telephone line, costing 25 cents per kilobit, whereas today broadband speeds are 1 to 5 mbps, costing 1 cent per kilobit (or 10 cents per gigabit). Are students aware of how fast their Internet connections are at home, school, or work? Ask students if they know the speed of their cell phone’s Internet connec.
The Process Storyboard
This document outlines a proposal to improve network connectivity issues at the Bedford Campus and its Mayberry Satellite location. It identifies current issues such as slow router speeds, weak WiFi in certain areas, and high electricity bills. Solutions proposed include upgrading wireless access points, implementing a hybrid cloud solution on Microsoft Azure, and replacing standard cables with MIMO cables. A timeline of research, proposal, approval, and implementation is provided. The personnel and costs associated with the upgrades are also discussed. The conclusion is that the proposed improvements will significantly enhance connectivity performance across both campuses.
As Cloud Trends Drive User Expectations Higher, Networks Must Now Deliver App...
Transcript of a sponsored podcast discussion on how networks are going to support growing application and media delivery demands.
Case Study 1 Questions1. What is the allocated budget .docx
Case Study 1 Questions:
1. What is the allocated budget ? $250,000
2. Where does the server room located? Currently, there is no server room
3. What is the number of users with PCs inside each existing site?
Currently there are
4. What is the current cabling used in each location? (cat5e or cat6) Current cabling does not meet the company’s current and future needs
5. Do want us to upgrade token Ring or use a completely new Ethernet network What is your recommendation and why?
6. regarding the ordering system , it is not clear what the we should do , do you want to talk about how to connect the system to the network or how to built the ordering online system because it is more software engineering than networking . Talk about the kind of network (hardware) you recommend based on the business requirements
7. all the sites should have access to our servers in the main branch? yes
8. Regarding the order software, do you need more details about the way it works or just about its connection with the network? Your solution should be from a network point of view
9. Distances are given in Meters or feet? feet
10. Shipment is done by truck, or ships? Currently, only trucking
11. In Dimebox branch, where are administration offices located? See Business goals # 4
12. What is the current network connectivity status? How many devices are currently on the network? How they are physically laid out? Is cabling running all over the floor, hidden in walls or threaded through the ceiling? What are the switches used and its speed? Currently, only the office is networked (token ring) NOVELL
13. What is the minimum Internet speed wanted? See Business Goals on page 2 – I only can tell you what we need the network for, you must tell me what we need to meet the business needs
14. Will the corporation provide wireless access? If yes will it be in all department and buildings? Wireless access would be helpful if we can justify the cost
15. Are there phones in offices? yes
16. What is the internet speed available now? What speed do you want for future? Internet access is through time warner cable company which is not very reliable
17. Do employees access their emails outside the company? yes
18. Do you have plans for future expansion? We like to increase our customer base by 20% over the next year
REMEMBER, you are the IT expert, I’m only a business person who must rely on your expertise.
Network Design and Performance
Case Study
Dooma-Flochies, Inc. with headquarters located on Podunk Road in Trumansburg, NY, is the sole manufacturer of Dooma-Flochies (big surprise). They currently have a manufacturing facility in, Lake Ridge, NY (across Cayuga Lake) on Cayuga Dr. and have recently diversified by purchasing a company, This-N-That, on Industry Ave. in, Dime Box Texas. This-N-That is the sole competitor of Domma-Flochies with their product Thinga-Ma-Jigs. This acquisition gives Dooma-Flochies, Inc a monopoly in this mark.
Ehab Askar
This document contains the resume of Ehab Mohamed Hassan Askar. It summarizes his personal details, education, certifications, skills and work experience as a network engineer. He has a bachelor's degree in management information systems and certifications including CCNP Switching, CCNA, MCSA, and various Solaris certifications. His work experience includes positions as a network engineer at CEMEX, technical support engineer at TE Data, network and system administrator, and network engineer at other companies where he provided networking support, troubleshooting and maintenance.
Cisco Connect 2018 Thailand - Introducing cisco dna assurance the future of n...
Cisco Connect 2018 Thailand - Introducing cisco dna assurance the future of n...NetworkCollaborators
Cisco DNA Assurance provides a new approach to network performance management through contextual insights. It aims to help network administrators more quickly isolate, replicate, and resolve issues. DNA Assurance provides a 360-degree contextual graph to visualize the connections between users, devices, applications and the network. It also leverages predictive analytics and guided remediation to help resolve issues proactively. Case studies show how DNA Assurance has helped organizations like Houston Methodist Hospital and Stanford University more easily detect and fix wireless problems.Data communication
This document provides information about data communication and computer networks. It defines data communication as the transmission of electronic data from one computer to another. It also defines internet and computer networks. It discusses reasons for computer networks like sharing files and accessing the internet. It describes different types of networks like LAN, WAN, WLAN and network topologies like star, ring and bus. It also includes activities like drawing network topologies and explaining the importance of computer networks.
Maha Mahmoud Fawzy Resume
Maha Mahmoud Fawzy Abdel-Hamid is an Egyptian national seeking a career opportunity utilizing her hard work. She has worked as a network administrator at the National Research Centre since 2013, where her duties include installing, maintaining, and troubleshooting computer and network systems. She previously worked as a graphic designer and web designer. She has a bachelor's degree from the Faculty of Information Systems at Thebes Academy. Her technical skills include CCNA, CCNP Switching, and CCNA Security certifications, as well as skills in HTML, CSS, PHP, WordPress, and computer networking tools.
1. Pat’s Petunias You have been called in as a network consultant .pdf
1. Pat’s Petunias : You have been called in as a network consultant by your cousin Pat, who
operates a successful mail-order flower business. She is moving to a new office and wants to
install a network for her telephone operators, who take phone calls and enter orders into the
system. The number of operators working varies depending on the time of day and day of the
week. On slow shifts, there are usually only 10 operators, whereas at peak times, there are 50.
She has bids from different companies to install (1) Wi-Fi or (2) a switched Ethernet 100Base-T
network. She wants you to give her some sense of the relative performance of the alternatives so
she can compare that with their different costs. What would you recommend? Use the format
below to begin working on the report.
Given :
Assumptions:
Comparison:
WiFi – IEEE 802.11 100Base-T Switched Ethernet Performance: Discuss reason for collisions
How would you solve collisions? How can you give a good throughput? Performance: Discuss
how switched Ethernet works- overcomes collisions? Discuss dedicated data rate per device
Cost: What are some of the cost components? Include # of devices, device cost, labor costs,
operational costs if any. You may pull out numbers from the Internet. Please cite your sources
Cost: What are some of the cost components? Cost: What are some of the cost components?
Include # of devices, device cost, labor costs, operational costs if any. You may pull out numbers
from the Internet. Please cite your sources Security: Security issues and how you would over
come them Security: Security issues if any . Pros and Cons Summary Pros and cons summary
Suggestion based on the analysis in the above table:
Solution
I think she should consider Wi-Fi because the data rates for Wi-Fi have increased substantially
with the introduction of 802.11n, so they are similar to the data rates offered by 100Base-T wired
Ethernet. Wi-Fi is considerably cheaper than wired Ethernet because the largest cost of LANs is
not the equipment, but in paying someone to install the cables. The cost to install a cable in an
existing building is typically between $150 and $400 per cable, depending on whether the cable
will have to be run through drywall, brick, ceilings, and so on. The cheapest point at which to
install network cable is during the construction of the building; adding cable to an existing
building can cost significantly more. Additionally, it’s more convenient for anyone walking or
driving within the range of the AP (access point) can begin using the network.
IV. Tom’s Home Automation
Your cousin Tom runs a small construction company that builds custom houses. He has just
started a new specialty service that he is offering to other builders on a subcontracting basis:
home automation. He provides a complete service of installing cable in all the rooms in which
the homeowner wants data access and installs the
necessary networking devices to provide a LAN...
A)mail-order flowerbusiness. She is m.
stephen_resume
Stephen Lapage is a detail-oriented and technically proficient networking and cable installing professional with extensive experience in network cabling installation, measurement, cutting, splicing and troubleshooting. He has over 10 years of experience in fiber optic and network cable installation and is proficient in using related equipment, reading blueprints, and communicating with customers. His experience includes positions as a Network Cable Technician, Fiber Optic Technician, Metal Finisher, and providing IT support.
Lesson plan 2 mattaya 4
The document provides information about computer networks and networking concepts. It defines a network as two or more computer systems linked together. The Internet is described as a global network connecting millions of computers. Network advantages include resource sharing, reliability with backup data storage, and fast communication like email. The key parts of a network are identified as workstations, nodes, servers, network interface cards, and connectivity. Network characteristics include topology, protocols, and architecture. Common network topologies like star, bus, ring, tree and mesh are defined along with their advantages and disadvantages.
Lesson plan 2 mattaya 4
The document provides information about computer networks and networking concepts. It defines a network as two or more computer systems linked together. The Internet is described as a global network connecting millions of computers. Network advantages include resource sharing, reliability through redundant data storage, and fast communication like email. The key parts of a network are identified as workstations, nodes, servers, network interface cards, and connectivity. Network characteristics include topology, protocols, and architecture. Common network topologies like star, bus, ring, tree and mesh are defined along with their advantages and disadvantages.
Hazlegrove goes wireless_cs
The school implemented a new wireless network using Motorola access points to replace their unreliable off-the-shelf system. The new network provided (1) reliable connectivity that never broke down, allowing lessons to proceed smoothly without interruptions, (2) affordable scalability to connect more devices, and (3) reduced costs by eliminating the need for a separate wireless controller and the ICT manager's troubleshooting time.
How Brevard Public Schools enhanced learning with Lenovo systems
Servers can absolutely change the world -- in a variety of ways. Here's how some of ours made a change in the Brevard Public School system.
Professional career projects
This document outlines several of Khizer Rehman's professional career projects:
1) His first network-related project was running an internet cafe with 15 PCs connected via a single dial-up internet connection from 2000-2003.
2) From 2003-2007, he managed and updated the computer lab infrastructure at his university, including purchasing systems, network equipment, and internet connections for two campuses.
3) From 2007-2008, he helped an internet service provider upgrade their infrastructure from dial-up to DSL service and took on a business development role, but the company ultimately had to wind down operations due to issues with the main internet provider.
Networking basics
The document provides information about networking including:
1. It defines what a network is and discusses the early origins and development of networking beginning in the 1960s for military purposes.
2. It outlines the key exams, certifications, and topics covered in the CCNP certification for networking professionals.
3. It discusses different types of network topologies including bus, star, ring, and mesh, and compares their advantages and disadvantages for different networking situations and needs.
Similar to You decide-ScenarioScenario SummaryLeonard Cooper Charte.docx (20)
Enterprise networking course work under NCC Education
Enterprise networking course work under NCC Education
6.Copyright © 2016 Pearson Education, Inc. publishing as .docx
6.Copyright © 2016 Pearson Education, Inc. publishing as .docx
As Cloud Trends Drive User Expectations Higher, Networks Must Now Deliver App...
As Cloud Trends Drive User Expectations Higher, Networks Must Now Deliver App...
Case Study 1 Questions1. What is the allocated budget .docx
Case Study 1 Questions1. What is the allocated budget .docx
Cisco Connect 2018 Thailand - Introducing cisco dna assurance the future of n...
Cisco Connect 2018 Thailand - Introducing cisco dna assurance the future of n...
1. Pat’s Petunias You have been called in as a network consultant .pdf
1. Pat’s Petunias You have been called in as a network consultant .pdf
How Brevard Public Schools enhanced learning with Lenovo systems
How Brevard Public Schools enhanced learning with Lenovo systems
More from jeffevans62972
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.org
Women and the
Labyrinth of
Leadership
by Alice H. Eagly and Linda L. Carli
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Women and the Labyrinth of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
11
Further Reading
When you put all the pieces
together, a new picture
emerges for why women don’t
make it into the C-suite. It’s
not the glass ceiling, but the
sum of many obstacles along
the way.
Reprint R0709C
This document is authorized for use only in Prof. Paul Arntson's MSC 496-0 at Northwestern University from Sep 2017 to Mar 2018.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0709C
http://www.hbrreprints.org
Women and the Labyrinth of Leadership
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
7
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Women occupy 40% of all managerial posi-
tions in the United States. But only 6% of
the Fortune 500’s top executives are female.
And just 2% of those firms have women
CEOs.
We’ve long blamed such numbers on the
“glass ceiling,” the notion that women suc-
cessfully climb the corporate hierarchy until
they’re blocked just below the summit. But
the problem stems from discrimination op-
erating at all ranks, not just the top, say
Eagly and Carli.
Therefore, to move more women into your
company’s executive suite, you must attack
all barriers to advancement simulta-
neously. For example, prepare women for
line management with demanding assign-
ments. Use objective criteria to measure
performance. And give working mothers
additional time to prove themselves worthy
of promotion.
Women’s leadership style—characterized
by innovating, building trust and empower-
ing followers—is ideally suited to today’s
business challenges. Tackle the obstacles to
women’s progress, and you’ll increase your
firm’s competitive prowess.
Eagly and Carli recommend these strategies
for increasing the number of women in top
positions in your firm:
UNDERSTAND THE CAREER BARRIERS
WOMEN ENCOUNTER
Extensive academic and government research
studies identify these obstacles:
•
Prejudice:
Men are promoted more quickly
than women with equivalent qualifica-
tions, even in traditionally female settings
such as nursing and education.
• Resistance to women’s leadership: People
view successful female managers as more
deceitful, pushy, selfish, and abrasive than
successful male managers.
• Leadership style issues: Many female lead-
ers struggle to reconcile qualities people
prefer in women (compassion for others)
with qualities people think leaders need to
succeed (.
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.org
The Five Competitive
Forces That Shape
Strategy
by Michael E. Porter
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
The Five Competitive Forces That Shape Strategy
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
18
Further Reading
Awareness of the five forces
can help a company
understand the structure of its
industry and stake out a
position that is more
profitable and less vulnerable
to attack.
Reprint R0801E
This document is authorized for use only by Phenekia Morgan in WMBA-6030-1/WMBA-6030B-1-Managing Business Info Syst2020 Summer Sem 05/04-08/23-PT2 at Laureate Education -
Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0801E
http://www.hbrreprints.org
The Five Competitive Forces That Shape
Strategy
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
8
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
You know that to sustain long-term profit-
ability you must respond strategically to
competition. And you naturally keep tabs
on your
established rivals
. But as you scan
the competitive arena, are you also looking
beyond
your direct competitors? As Porter
explains in this update of his revolutionary
1979 HBR article, four additional competi-
tive forces can hurt your prospective profits:
•
Savvy
customers
can force down prices
by playing you and your rivals against
one another.
•
Powerful
suppliers
may constrain your
profits if they charge higher prices.
•
Aspiring
entrants
, armed with new ca-
pacity and hungry for market share, can
ratchet up the investment required for
you to stay in the game.
•
Substitute offerings
can lure customers
away.
Consider commercial aviation: It’s one of
the least profitable industries because all
five forces are strong.
Established rivals
compete intensely on price.
Customers
are
fickle, searching for the best deal regardless
of carrier.
Suppliers
—plane and engine
manufacturers, along with unionized labor
forces—bargain away the lion’s share of air-
lines’ profits.
New players
enter the indus-
try in a constant stream. And
substitutes
are readily available—such as train or car
travel.
By analyzing all five competitive forces, you
gain a complete picture of what’s influenc-
ing profitability in your industry. You iden-
tify game-changing trends early, so you can
swiftly exploit them. And you spot ways to
work around constraints on profitability—
or even reshape the forces in your favor.
By understanding how the five competitive forces influence profitability.
www.hbr.orgSP O T L I G H TO N I.docx
www.hbr.org
S
P O T L I G H T
O N
I
N N O V A T I O N
The Innovator’s DNA
by Jeffrey H. Dyer, Hal B. Gregersen, and
Clayton M. Christensen
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
1
Article Summary
2
The Innovator’s DNA
Five “discovery skills” separate
true innovators from the
rest of us.
Reprint R0912E
This document is authorized for use only by Phenekia Morgan in MGMT-6635-2/MMSL-6620-2/COMM-6505-2/WMBA-6020-2/WMBA-6020B-2-Foster a Culture of Innovation2020 Spring Sem
01/06-04/26-PT2 at Laureate Education - Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0912E
http://www.hbr.org
S
P O T L I G H T
O N
I
N N O V A T I O N
The Innovator’s DNA
page 1
The Idea in Brief
C
O
P
Y
R
IG
H
T
©
2
0
0
9
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
The habits of Steve Jobs, Jeff Bezos, and
other innovative CEOs reveal much about
the underpinnings of their creative think-
ing. Research shows that five discovery
skills distinguish the most innovative
entrepreneurs from other executives.
DOING
•
Questioning
allows innovators to break
out of the status quo and consider new
possibilities.
•
Through
observing
, innovators detect
small behavioral details—in the
activities of customers, suppliers, and
other companies—that suggest new
ways of doing things.
•
In
experimenting
, they relentlessly try on
new experiences and explore the world.
•
And through
networking
with individuals
from diverse backgrounds, they gain rad-
ically different perspectives.
THINKING
•
The four patterns of action together help
innovators
associate
to cultivate new
insights.
This document is authorized for use only by Phenekia Morgan in MGMT-6635-2/MMSL-6620-2/COMM-6505-2/WMBA-6020-2/WMBA-6020B-2-Foster a Culture of Innovation2020 Spring Sem
01/06-04/26-PT2 at Laureate Education - Walden University, 2020.
S
P O T L I G H T
O N
I
N N O V A T I O N
The Innovator’s DNA
by Jeffrey H. Dyer, Hal B. Gregersen, and
Clayton M. Christensen
harvard business review • december 2009 page 2
C
O
P
Y
R
IG
H
T
©
2
0
0
9
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Five “discovery skills” separate true innovators from the rest of us.
“How do I find innovative people for my
organization? And how can I become more
innovative myself ?”
These are questions that stump senior exec-
utives, who understand that the ability to
innovate is the “secret sauce” of business
success. Unfortunately, most of us know very
little about what makes one person more cre-
ative than another. Perhaps for this reason,
we st.
www.europeanchamber.com.cnPutting Industrial Policy Ahead .docx
www.europeanchamber.com.cn
Putting Industrial Policy Ahead of Market Forces
CHINA MANUFACTURING 2025
www.europeanchamber.com.cn
© 2017 by the European Union Chamber of Commerce in China, all rights reserved. This study may not be reproduced either in part
or in full without prior written consent of the European Union Chamber of Commerce in China.
Table of Contents
1. Executive Summary∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 1
2. Why China wants to change∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2
2.1 China has been the world’s factory, and now it wants more∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2
2.2 Climbing out of the ‘smile curve’ trough and
escaping the middle income trap∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 3
2.3 China’s race to get rich before it gets old∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙4
2.4 Feeling squeezed from both sides:
competition from developed and developing countries∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 4
2.5 A latecomer to manufacturing automation∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 5
3. CM2025 vs Industry 4.0∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 6
3.1 Fundamental differences to the EU’s approach remain∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 6
4. The CM2025 initiative∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7
4.1 So what is CM2025?∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7
4.2 Market share targets and ‘indigenous innovation’∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 11
4.3 Planning the Chinese economy’s future∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 12
4.4 Macro-level planning: the new thinking∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 13
4.5 Who’s in charge, masters or markets?∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 13
4.6 Old wine in new bottles? Yes and no∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 14
4.7 Industry-level planning: the old wine∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 15
5. Policy tools used in support of CM2025∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 15
5.1 Forced technology transfers in exchange for market access∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 16
5.2 Market access and government procurement restrictions for
foreign-invested enterprises (FIEs)∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 16
5.3 Standards∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙16
5.4 Subsidies∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙.
www.hbr.orgWant CollaborationAccept—and Actively .docx
www.hbr.org
Want Collaboration?
Accept—and Actively Manage—Conflict
by Jeff Weiss and Jonathan Hughes
The quest for harmony and
common goals can actually
obstruct teamwork. Managers
get truly effective
collaboration only when they
realize that conflict is natural
and necessary.
Reprint R0503F
This document is authorized for use only in Laureate Education, Inc.'s WAL WMBA 6010 Managing People and Promoting Collaboration at Laureate Education - Baltimore from Dec 2018 to
Feb 2020.
http://www.hbr.org
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0503F
Want Collaboration?
Accept—and Actively Manage—Conflict
by Jeff Weiss and Jonathan Hughes
harvard business review • march 2005 page 1
C
O
P
Y
R
IG
H
T
©
2
0
0
5
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
The quest for harmony and common goals can actually obstruct
teamwork. Managers get truly effective collaboration only when they
realize that conflict is natural and necessary.
The challenge is a long-standing one for senior
managers: How do you get people in your or-
ganization to work together across internal
boundaries? But the question has taken on ur-
gency in today’s global and fast-changing busi-
ness environment. To service multinational
accounts, you increasingly need seamless col-
laboration across geographic boundaries. To
improve customer satisfaction, you increas-
ingly need collaboration among functions
ranging from R&D to distribution. To offer so-
lutions tailored to customers’ needs, you in-
creasingly need collaboration between prod-
uct and service groups.
Meanwhile, as competitive pressures contin-
ually force companies to find ways to do more
with less, few managers have the luxury of re-
lying on their own dedicated staffs to accom-
plish their objectives. Instead, most must work
with and through people across the organiza-
tion, many of whom have different priorities,
incentives, and ways of doing things.
Getting collaboration right promises tre-
mendous benefits: a unified face to customers,
faster internal decision making, reduced costs
through shared resources, and the develop-
ment of more innovative products. But despite
the billions of dollars spent on initiatives to im-
prove collaboration, few companies are happy
with the results. Time and again we have seen
management teams employ the same few
strategies to boost internal cooperation. They
restructure their organizations and reengineer
their business processes. They create cross-unit
incentives. They offer teamwork training.
While such initiatives yield the occasional suc-
cess story, most of them have only limited im-
pact in dismantling organizational silos and
fostering collaboration—and many are total
failures. (See the sidebar “The Three Myths of
Collaboration.”)
So what’s the problem? Most companies re-
sp.
www.hbr.orgHow to Design Smart Business Experiments.docx
www.hbr.org
How to Design Smart
Business Experiments
by Thomas H. Davenport
Included with this full-text
Harvard Business Review
article:
Idea in Brief—the core idea
Idea in Practice—putting the idea to work
1
Article Summary
2
How to Design Smart Business Experiments
Managers now have the tools
to conduct small-scale tests
and gain real insight. But too
many “experiments” don’t
prove much of anything.
Reprint R0902E
For the exclusive use of L. WATSON, 2019.
This document is authorized for use only by LANA WATSON in 2019.
http://hbr.org/search/R0902E
http://www.hbr.org
How to Design Smart Business Experiments
page 1
Idea in Brief Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
9
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
•
Too many business innovations are
launched on a wing and a prayer—de-
spite the fact that it’s now reasonable to
expect truly valid tests.
•
With a small investment in training,
readily available software, and the right
encouragement, an organization can
build a “test and learn” capability.
•
Companies that equip managers to per-
form small-scale yet rigorous experi-
ments don’t only save themselves from
expensive mistakes—they also make it
more likely that great ideas will see the
light of day.
You or someone on your team is suggesting a change that just might work. But why act on a
hunch when you can hold out for evidence? According to the author, the best way to support
decision making on potential innovations is to...
•
Design an experiment.
Start with a hypothesis about how the change
will help the business. If it’s a good one, you’ll
learn as much by disproving it as you would
by proving it. Put it to the test by measuring
what happens in a test group versus a control
group. From the outset, be clear on what you
need to measure to produce a decisive re-
sult—and whether that’s a metric you even
have the capability to track.
•
Act on the facts.
Nothing but a success in a testing environ-
ment should be rolled out more broadly. But
neither should failures simply be scrapped.
Refine the hypothesis on the basis of the re-
sults, and consider testing a variation. Most
important, capture what’s been learned, and
make it available to others in the organization
through a “learning library,” so resources aren’t
wasted proving the same thing again.
Example:
Marketers at the Subway restaurant chain
wanted to drum up business by putting
foot-long subs on sale for only $5, but fran-
chise owners worried that the promotion
would lure existing customers away from
higher-priced menu items. An experiment
pitting test sites against control sites
proved that the promotion would pay off—
which it subsequently did.
•
Make testing the norm.
Create the training and infrastructure that will
enable nonexperts in statistics to .
www.hbr.orgA R T I C L EBE S T.docx
www.hbr.org
A R T I C L E
B
E S T
O F
H B R 1 9 9 7
Value Innovation
The Strategic Logic of High Growth
by W. Chan Kim and Renée Mauborgne
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Value Innovation: The Strategic Logic of High Growth
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
12
Further Reading
Product 7251
For the exclusive use of V. Lugo, 2019.
This document is authorized for use only by Vanette Lugo in ENT 4113- Spring 2019 taught by DILEEP RAO, Florida International University from Dec 2018 to May 2019.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=7251
http://www.hbr.org
B
E S T
O F
H B R 1 9 9 7
Value Innovation
The Strategic Logic of High Growth
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
4
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Struggling to stay ahead of your rivals? No
need. Instead of trying to match or beat
them on cost or quality, make the other
players irrelevant—by staking out new
market space where competitors haven’t
ventured.
How? Become a
value innovator
: identify
radical ideas that make quantum leaps in
the value you provide customers.
Value innovators ask, “What if we started
fresh—and forgot everything we know
about our industry’s existing rules and tra-
ditions?” When CNN’s creators asked this
question, they replaced the traditional net-
works’ format with real-time news from
around the world, 24 hours a day.
Value innovators don’t set out to build com-
petitive advantage. But their innovative
practices lead them to achieve precisely
that. Virgin Atlantic, for example, cut first-
class airline service and channeled cost sav-
ings into greater value for business-class
passengers: more comfortable seats and
free transportation to and from airports. It
attracted not only business-class customers
but also full-economy-fare and first-class
passengers of other airlines.
To become a value innovator, consider the fol-
lowing strategies, as exemplified by French
hotelier Accor:
Assume that you
can
shape your industry’s
conditions.
In the mid-1980s, the budget
hotel industry in France had two markets: in-
expensive hotels that had poor beds and
noise, and pricier hotels that provided upscale
amenities and a decent night’s sleep. Accor
redefined the industry by providing inexpen-
sive
and
superior accommodations to cost-
conscious travelers.
Focus on what the majority of your buyers
value.
Accor identified what customers of all
budget hotels wanted: a good night’s sleep
for a low price.
Consider how you might chang.
www.hbr.orgBE S TO F H B R 2 0 0 .docx
www.hbr.org
B
E S T
O F
H B R 2 0 0 1
Level 5 Leadership
The Triumph of Humility and Fierce Resolve
by Jim Collins
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Level 5 Leadership: The Triumph of Humility and Fierce Resolve
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
12
Further Reading
What catapults a company
from merely good to truly
great? A five-year research
project searched for the
answer to that question, and
its discoveries ought to change
the way we think about
leadership.
Reprint R0507M
This document is authorized for use only in Laureate Education, Inc. 's WAL PUBH 8400 Public Leadership and Systems Thinking at Laureate Education - Baltimore from Jan 2018 to Mar
2019.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0507M
http://www.hbr.org
B
E S T
O F
H B R 2 0 0 1
Level 5 Leadership
The Triumph of Humility and Fierce Resolve
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
5
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Out of 1,435
Fortune
500 companies that
renowned management researcher Jim
Collins studied, only 11 achieved and sus-
tained greatness—garnering stock returns
at least three times the market’s—for 15
years after a major transition period.
What did these 11 companies have in com-
mon? Each had a “Level 5” leader at the
helm.
Level 5 leaders blend the paradoxical com-
bination of
deep personal humility
with
intense professional will
. This rare combi-
nation also defies our assumptions about
what makes a great leader.
Celebrities like Lee Iacocca may make head-
lines. But mild-mannered, steely leaders like
Darwin Smith of Kimberly-Clark boost their
companies to greatness—and keep them
there.
Example:
Darwin Smith—CEO at paper-products
maker Kimberly-Clark from 1971 to
1991—epitomizes Level 5 leadership.
Shy, awkward, shunning attention, he
also showed iron will, determinedly rede-
fining the firm’s core business despite
Wall Street’s skepticism. The formerly
lackluster Kimberly-Clark became the
worldwide leader in its industry, generat-
ing stock returns 4.1 times greater than
the general market’s.
HUMILITY + WILL = LEVEL 5
How do Level 5 leaders manifest humility?
They routinely credit others, external factors,
and good luck for their companies’ success.
But when results are poor, they blame them-
selves. They also act quietly, calmly, and deter-
minedly—relying on inspired standards, not
inspiring charisma, to motivate.
Inspired standards demonstrate Level 5 lead-
ers’ unwavering will. Utterly intolerant of me-
diocrity,.
www.free-ebooks-download.orgwww.free-ebooks-download.o.docx
www.free-ebooks-download.org
www.free-ebooks-download.org
Praise for Building a Web 2.0 Portal with ASP.NET 3.5
“Omar and his collaborators have applied their awesome talents and a huge amount of time
to crafting what might be the most advanced web site yet that’s based on ASP.NET and
Ajax. In this book, Omar distills everything he’s learned from his experience, going in-
depth into design goals, architecture, and implementation, including many pitfalls that he
teaches you how to avoid. If you’re serious about creating a high-performance, modern,
Ajax-based ASP.NET web site, Building a Web 2.0 Portal with ASP.NET 3.5 is for you.”
— Mike Pope, Microsoft User Education, Microsoft Corporation
“An outstanding overview of the technologies, techniques, and best practices involved in
working with today’s most popular web application model. Highly recommended for any
web developer who wants to stay relevant.”
— Craig Wills, Training Manager, Infusion
Building a Web 2.0 Portal
with ASP.NET 3.5
Other Microsoft .NET resources from O’Reilly
Related titles C# 3.0 Cookbook™
C# 3.0 Design Patterns
C# 3.0 in a Nutshell
Learning ASP.NET 2.0 with
AJAX
Programming ASP.NET
Programming ASP.NET AJAX
Programming C# 3.0
Programming .NET 3.5
.NET Books
Resource Center
dotnet.oreilly.com is a complete catalog of O’Reilly’s books on
.NET and related technologies, including sample chapters and
code examples.
ONDotnet.com provides independent coverage of fundamental,
interoperable, and emerging Microsoft .NET programming and
web services technologies.
Conferences O’Reilly brings diverse innovators together to nurture the ideas
that spark revolutionary industries. We specialize in docu-
menting the latest tools and systems, translating the
innovator’s knowledge into useful skills for those in the
trenches. Visit conferences.oreilly.com for our upcoming
events.
Safari Bookshelf (safari.oreilly.com) is the premier online refer-
ence library for programmers and IT professionals. Conduct
searches across more than 1,000 books. Subscribers can zero in
on answers to time-critical questions in a matter of seconds.
Read the books on your Bookshelf from cover to cover or sim-
ply flip to the page you need. Try it today for free.
Building a Web 2.0 Portal
with ASP.NET 3.5
Omar AL Zabir
Beijing • Cambridge • Farnham • Köln • Paris • Sebastopol • Taipei • Tokyo
Building a Web 2.0 Portal with ASP.NET 3.5
by Omar AL Zabir
Copyright © 2008 Omar AL Zabir. All rights reserved.
Printed in the United States of America.
Published by O’Reilly Media, Inc., 1005 Gravenstein Highway North, Sebastopol, CA 95472.
O’Reilly books may be purchased for educational, business, or sales promotional use. Online editions
are also available for most titles (safari.oreilly.com). For more information, contact our
corporate/institutional sales department: (800) 998-9938 or [email protected]
Editor: John Osborn
Production Editor: Laurel R.T. Ruma
Copyeditor: Laurel R.T. .
www.hbr.orgBE S TO F H B RTh.docx
www.hbr.org
B
E S T
O F
H B R
The Work of
Leadership
by Ronald A. Heifetz and Donald L. Laurie
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
Article Summary
The Work of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
Further Reading
Followers want comfort,
stability, and solutions from
their leaders. But that’s
babysitting. Real leaders ask
hard questions and knock
people out of their comfort
zones. Then they manage the
resulting distress.
Reprint R0111K
2
3
14
This document is authorized for use only in ANGELA MONTGOMERY's WAL DDBA 8151 Organizational Leadership: Doctoral Theory and Practice-1 at Laureate Education - Baltimore from
Dec 2017 to Feb 2019.
B
E S T
O F
H B R
The Work of Leadership
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
00
2
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
LI
S
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
LL
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
What presents your company with its
toughest challenges? Shifting markets?
Stiffening competition? Emerging tech-
nologies? When such challenges intensify,
you may need to reclarify corporate values,
redesign strategies, merge or dissolve busi-
nesses, or manage cross-functional strife.
These
adaptive challenges
are murky,
systemic problems with no easy answers.
Perhaps even more vexing, the solutions
to adaptive challenges
don’t
reside in the
executive suite. Solving them requires the
involvement of people
throughout
your
organization.
Adaptive work is tough on everyone. For
leaders
, it’s counterintuitive. Rather than
providing solutions, you must ask tough
questions and leverage employees’ collec-
tive intelligence. Instead of maintaining
norms, you must challenge the “way we do
business.” And rather than quelling conflict,
you need to draw issues out and let people
feel the sting of reality.
For your
employees
, adaptive work is painful—
requiring unfamiliar roles, responsibilities,
values, and ways of working. No wonder
employees often try to lob adaptive work
back to their leaders.
How to ensure that you
and
your employees
embrace the challenges of adaptive work?
Applying the following six principles will help.
1. Get on the balcony.
Don’t get swept up in
the field of play. Instead, move back and forth
between the “action” and the “balcony.” You’ll
spot emerging patterns, such as power strug-
gles or work avoidance. This high-level per-
spective helps you mobilize people to do
adaptive work.
2. Identify your adaptive challenge.
Example:
When British Airways’ passengers nick-
named it “Bloody Awful,” CEO Colin Marshall
knew he had to infuse the company with a
dedication to customers. He identified the
adaptive chall.
www.hbr.orgBE S T PR A C T I C E.docx
www.hbr.org
B
E S T
P
R A C T I C E
Why It’s So Hard to Be
Fair
by Joel Brockner
•
Everyone knows that being
fair costs little and pays off
handsomely. Then why do so
few executives manage to
behave fairly, even though
most want to?
Reprint R0603H
This document is authorized for use only in Prof. Paul Arntson's MSC 496-0 at Northwestern University from Sep 2017 to Mar 2018.
http://www.hbr.org
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0603H
B
E S T
P
R A C T I C E
Why It’s So Hard to Be
Fair
by Joel Brockner
harvard business review • march 2006 page 1
C
O
P
Y
R
IG
H
T
©
2
0
0
6
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Everyone knows that being fair costs little and pays off handsomely.
Then why do so few executives manage to behave fairly, even though
most want to?
When Company A had to downsize, it spent
considerable amounts of money providing a
safety net for its laid-off workers. The severance
package consisted of many weeks of pay, exten-
sive outplacement counseling, and the continu-
ation of health insurance for up to one year.
But senior managers never explained to their
staff why these layoffs were necessary or how
they chose which jobs to eliminate. What’s
more, the midlevel line managers who deliv-
ered the news to terminated employees did so
awkwardly, mumbling a few perfunctory words
about “not wanting to do this” and then hand-
ing them off to the human resources depart-
ment. Even the people who kept their jobs
were less than thrilled about the way things
were handled. Many of them heard the news
while driving home on Friday and had to wait
until Monday to learn that their jobs were se-
cure. Nine months later, the company contin-
ued to sputter. Not only did it have to absorb
enormous legal costs defending against wrong-
ful termination suits, but it also had to make
another round of layoffs, in large part because
employee productivity and morale plummeted
after the first round was mishandled.
When Company B downsized, by contrast, it
didn’t offer nearly as generous a severance
package. But senior managers there explained
the strategic purpose of the layoffs multiple
times before they were implemented, and ex-
ecutives and middle managers alike made
themselves available to answer questions and
express regret both to those who lost their jobs
and to those who remained. Line managers
worked with HR to tell people that their jobs
were being eliminated, and they expressed
genuine concern while doing so. As a result,
virtually none of the laid-off employees filed a
wrongful termination lawsuit. Workers took
some time to adjust to the loss of their former
colleagues, but they understood why the lay-
offs had happened. And within nine months,
Company B’s performance was better than it
had been before the layoffs .
www.circuitmix.comwww.circuitmix.comFUNDAMENTA.docx
This document provides information about a textbook titled "Fundamentals of Database Management Systems" by Mark L. Gillenson. It includes credits for those involved in publishing the book, as well as brief contents of the textbook, which covers topics such as data modeling, relational databases, SQL, logical and physical database design, and more. The purpose of the textbook is to provide a firm grounding in database fundamentals while also surveying major database topics, with the goal of being suitable for a one-semester course on database management.
www.elsevier.comlocatecompstrucComputers and Structures .docx
www.elsevier.com/locate/compstruc
Computers and Structures 85 (2007) 235–243
On the treatment of uncertainties in structural mechanics and analysis q
G.I. Schuëller *
Institute of Engineering Mechanics, Leopold-Franzens University Innsbruck, Technikerstr. 13, 6020 Innsbruck, Austria
Received 9 August 2006; accepted 31 October 2006
Available online 22 December 2006
Abstract
In this paper the need for a rational treatment of uncertainties in structural mechanics and analysis is reasoned. It is shown that the
traditional deterministic conception can be easily extended by applying statistical and probabilistic concepts. The so-called Monte Carlo
simulation procedure is the key for those developments, as it allows the straightforward use of the currently used deterministic analysis
procedures.
A numerical example exemplifies the methodology. It is concluded that uncertainty analysis may ensure robust predictions of vari-
ability, model verification, safety assessment, etc.
� 2006 Elsevier Ltd. All rights reserved.
Keywords: Uncertainty; Monte Carlo simulaton; Finite elements; Response variability; Model verification; Robustness
1. Introduction
Structural mechanics analysis up to this date, generally is
still based on a deterministic conception. Observed varia-
tions in loading conditions, material properties, geometry,
etc. are taken into account by either selecting extremely
high, low or average values, respectively, for representing
the parameters. Hence, this way, uncertainties inherent in
almost every analysis process are considered just intuitively.
Observations and measurements of physical processes,
however, show not only variability, but also random char-
acteristics. Statistical and probabilistic procedures provide
a sound frame work for a rational treatment of analysis
of these uncertainties. Moreover there are various types of
uncertainties to be dealt with. While the uncertainties in
mechanical modeling can be reduced as additional knowl-
edge becomes available, the physical or intrinsic uncertain-
ties, e.g. of environmental loading, can not. Furthermore,
0045-7949/$ - see front matter � 2006 Elsevier Ltd. All rights reserved.
doi:10.1016/j.compstruc.2006.10.009
q Plenary Keynote Lecture presented at the 3rd MIT Conference on
Computational Fluid and Solid Mechanics, Boston, MA, USA, June 14–
17, 2005.
* Tel.: +43 512 507 6841; fax: +43 512 507 2905.
E-mail address: [email protected]
the entire spectrum of uncertainties is also not known. In
reality, neither the true model nor the model parameters
are deterministically known. Assuming that by finite ele-
ment (FE) procedures structures and continua can be repre-
sented reasonably well the question of the effect of the
discretization still remains. It is generally expected, that
an increase in the size of the structural models, in terms of
degrees of freedom, will increase the level of realism of the
model. Comparisons with measurements, however, clearly
show that this expect.
www.downloadslide.comhttpwww.downloadslide.comRET.docx
www.downloadslide.com
http://www.downloadslide.com
RETAIL MANAGEMENT
A Strategic Approach
THIRTEENTH EDITION
GLOBAL EDITION
Barry Berman
Hofstra University
Joel R. Evans
Hoftsra University
Patrali Chatterjee
Montclair State University
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong
Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
A01_BERM4672_13_GE_FM.indd 1 6/28/17 3:45 PM
www.downloadslide.com
http://www.downloadslide.com
To Linda; Glenna, Paul, Danielle, Sophie, and Joshua;
and Lisa, Ben, Philip, Emily, and Levi
To Linda, Jennifer and Phil, and Stacey and Adam
To Amit; Amal, Bharati, and Parnali; and Trisha and Raaka
Thank you for support and encouragement.
Vice President, Business Publishing: Donna Battista
Director of Portfolio Management: Stephanie Wall
Portfolio Manager: Daniel Tylman
Editorial Assistant: Linda Albelli
Project Manager, Global Edition: Nitin Shankar
Acquisitions Editor, Global Edition: Tahnee Wager
Senior Project Editor, Global Edition: Daniel Luiz
Managing Editor, Global Edition: Steven Jackson
Manager, Media Production, Global Edition: M. Vikram Kumar
Senior Manufacturing Controller, Production, Global Edition: Trudy Kimber
Vice President, Product Marketing: Roxanne McCarley
Director of Strategic Marketing: Brad Parkins
Strategic Marketing Manager: Deborah Strickland
Product Marketer: Becky Brown
Executive Field Marketing Manager: Adam Goldstein
Field Marketing Manager: Lenny Ann Kucenski
Field Marketing Assistant: Kristen Compton
Product Marketing Assistant: Jessica Quazza
Vice President, Production and Digital Studio, Arts and Business:
Etain O’Dea
Director of Production, Business: Jeff Holcomb
Managing Producer, Business: Ashley Santora
Content Producer: Linda Albelli
Operations Specialist: Carol Melville
Creative Director: Blair Brown
Manager, Learning Tools: Brian Surette
Content Developer, Learning Tools: Sarah Peterson
Managing Producer, Digital Studio, Arts and Business:
Diane Lombardo
Digital Studio Producer: Darren Cormier
Digital Studio Producer: Alana Coles
Full-Service Project Management and Composition: Nathaniel Jones,
SPi Global
Interior Design: SPi Global
Cover Design: Lumina Datamatics, Inc.
Cover Art: Shutterstock/Creative Lab
Acknowledgments of third-party content appear on page[s] 560–576, which constitute an extension of this copyright page.
Pearson Education Limited
KAO Two
KAO Park
Harlow
CM17 9NA
United Kingdom
and Associated Companies throughout the world
Visit us on the World Wide Web at: www.pearsonglobaleditions.com
© Pearson Education Limited 2018
The rights of Barry Berman, Joel R. Evans and Patrali Chatterjee to be identified as the authors of this work have been asserted by them in accordance
with the Copyright, Designs and Patents Act 1988.
Authorized adaptation from the United States edition, entitled Ret.
www.ebook3000.comList of Cases by ChapterChapter 1.docx
www.ebook3000.com
List of Cases by Chapter
Chapter 1
Development Projects in Lagos, Nigeria 2
“Throwing Good Money after Bad”: the BBC’s
Digital Media Initiative 10
MegaTech, Inc. 29
The IT Department at Hamelin Hospital 30
Disney’s Expedition Everest 31
Rescue of Chilean Miners 32
Chapter 2
Tesla’s $5 Billion Gamble 37
Electronic Arts and the Power of Strong Culture
in Design Teams 64
Rolls-Royce Corporation 67
Classic Case: Paradise Lost—The Xerox Alto 68
Project Task Estimation and the Culture of “Gotcha!” 69
Widgets ’R Us 70
Chapter 3
Project Selection Procedures: A Cross-Industry
Sampler 77
Project Selection and Screening at GE: The Tollgate
Process 97
Keflavik Paper Company 111
Project Selection at Nova Western, Inc. 112
Chapter 4
Leading by Example for the London Olympics—
Sir John Armitt 116
Dr. Elattuvalapil Sreedharan, India’s Project
Management Guru 126
The Challenge of Managing Internationally 133
In Search of Effective Project Managers 137
Finding the Emotional Intelligence to Be a Real Leader 137
Problems with John 138
Chapter 5
“We look like fools.”—Oregon’s Failed Rollout
of Its ObamacareWeb Site 145
Statements of Work: Then and Now 151
Defining a Project Work Package 163
Boeing’s Virtual Fence 172
California’s High-Speed Rail Project 173
Project Management at Dotcom.com 175
The Expeditionary Fighting Vehicle 176
Chapter 6
Engineers Without Borders: Project Teams Impacting
Lives 187
Tele-Immersion Technology Eases the Use of Virtual
Teams 203
Columbus Instruments 215
The Bean Counter and the Cowboy 216
Johnson & Rogers Software Engineering, Inc. 217
Chapter 7
The Building that Melted Cars 224
Bank of America Completely Misjudges Its Customers 230
Collapse of Shanghai Apartment Building 239
Classic Case: de Havilland’s Falling Comet 245
The Spanish Navy Pays Nearly $3 Billion for a Submarine
That Will Sink Like a Stone 248
Classic Case: Tacoma Narrows Suspension Bridge 249
Chapter 8
Sochi Olympics—What’s the Cost of National
Prestige? 257
The Hidden Costs of Infrastructure Projects—The Case
of Building Dams 286
Boston’s Central Artery/Tunnel Project 288
Chapter 9
After 20 Years and More Than $50 Billion, Oil is No Closer
to the Surface: The Caspian Kashagan Project 297
Chapter 10
Enlarging the Panama Canal 331
Project Scheduling at Blanque Cheque Construction (A) 360
Project Scheduling at Blanque Cheque Construction (B) 360
Chapter 11
Developing Projects Through Kickstarter—Do Delivery
Dates Mean Anything? 367
Eli Lilly Pharmaceuticals and Its Commitment to Critical
Chain Project Management 385
It’s an Agile World 396
Ramstein Products, Inc. 397
Chapter 12
Hong Kong Connects to the World’s Longest Natural
Gas Pipeline 401
The Problems of Multitasking 427
Chapter 13
New York City’s CityTime Project 432
Earned Value at Northrop Grumman 451
The IT Department at Kimble College 463
The Superconducting Supercollider 464
Boeing’s 787 Dreamliner: Failure to Launch 465
Chapter 14.
www.cambridge.org9781107008519CAMBRIDGE TEXTS IN THEH.docx
www.cambridge.org/9781107008519
CAMBRIDGE TEXTS IN THE
HISTORY OF PHILOSOPHY
IMMANUEL KANT
Groundwork of the Metaphysics
of Morals
CAMBRIDGE TEXTS IN THE
HISTORY OF PHILOSOPHY
Series editors
KARL AMERIKS
Professor of Philosophy, University of Notre Dame
DESMOND M. CLARKE
Emeritus Professor of Philosophy, University College Cork
The main objective of Cambridge Texts in the History of Philosophy is to expand the
range, variety, and quality of texts in the history of philosophy which are available in
English. The series includes texts by familiar names (such as Descartes and Kant) and also
by less well-known authors. Wherever possible, texts are published in complete and
unabridged form, and translations are specially commissioned for the series. Each volume
contains a critical introduction together with a guide to further reading and any necessary
glossaries and textual apparatus. The volumes are designed for student use at under-
graduate and postgraduate level, and will be of interest not only to students of philosophy
but also to a wider audience of readers in the history of science, the history of theology,
and the history of ideas.
For a list of titles published in the series, please see end of book.
IMMANUEL KANT
Groundwork of the Metaphysics
of Morals
t ra n s lat e d a n d e d i t e d by
MARY GREGOR
a n d
JENS TIMMERMANN
University of St. Andrews
t ra n s lat i o n r ev i s e d by
JENS TIMMERMANN
w ith a n i nt ro duct i o n by
CHRISTINE M. KORSGAARD
Harvard University
Revised Edition
cambr idge un iver s i ty pre s s
Cambridge, New York, Melbourne, Madrid, Cape Town,
Singapore, São Paulo, Delhi, Mexico City
Cambridge University Press
The Edinburgh Building, Cambridge cb2 8ru, UK
Published in the United States of America by Cambridge University Press, New York
www.cambridge.org
Information on this title: www.cambridge.org/9781107008519
© Cambridge University Press 2012
This publication is in copyright. Subject to statutory exception
and to the provisions of relevant collective licensing agreements,
no reproduction of any part may take place without the written
permission of Cambridge University Press.
First published 1998 and reprinted eighteen times
Revised edition first published 2012
Printed in the United Kingdom at the University Press, Cambridge
A catalogue record for this publication is available from the British Library
i sbn 978-1-107-00851-9 Hardback
i sbn 978-1-107-40106-8 Paperback
Cambridge University Press has no responsibility for the persistence or
accuracy of URLs for external or third-party internet websites referred to
in this publication, and does not guarantee that any content on such
websites is, or will remain, accurate or appropriate.
www.cambridge.org
www.cambridge.org/9781107008519
Contents
Preface to the revised edition page vii
Introduction ix
Chronology xxxvii
Further reading xl
Groundwork of the Metaphysics of Morals
Preface 3
First section: Transition from comm.
www.AEP-Arts.org @AEP_ArtsEDUCATION TRENDS www.ecs.org .docx
www.AEP-Arts.org | @AEP_Arts
EDUCATION TRENDS www.ecs.org | @EdCommission
TUNE IN.
Explore emerging
education developments.
SEPT 2017
ESSA creates
flexibility allowing
states and
schools to more
fully explore and
leverage the arts in
K-12 teaching and
learning.
Research
indicates that
deeper learning
skills contribute
significantly
to a student’s
college, career
and citizenship
readiness.
Thirty years ago, in response to a K-12
public education system defined by
mediocrity1, with low student test scores
and widening gaps in achievement, the
accountability movement was born.
Federal and state education policies
focused on raising standards and
regularly assessing students. However,
over the years, many policymakers
and the public observed a connection
between the accountability movement
and an overemphasis on testing in
core subjects, such as English and
math, a narrowing of curricula and the
elimination of many important subjects,
including the arts.
Arts education
fosters critical deeper
learning skills, such
as collaboration and
perseverance, in
students.
Yet, research consistently shows that
arts education and the integration of
the arts into core subjects can have
dramatic effects on student success
— defined not just by student test
scores, but also critical skills, such as
creativity, teamwork and perseverance.
Research indicates that these skills
can be as effective predictors of long-
term success in college, careers and
citizenship as test scores.2,3
The Every Student Succeeds Act
(ESSA), which passed in late 2015, is
the first major federal law in more than
30 years offering states a significant
degree of flexibility to broaden —
rather than narrow — curricula, and
strongly encourages states to ensure all
students have access to a well-rounded
education, which includes the arts
and music.4 Armed with the evidence
presented in this report highlighting
the impressive effects education in and
through the arts can have on student
Beyond the Core: Advancing
student success through the arts
EMILY WORKMAN
EDUCATION
TRENDS
www.AEP-Arts.org | @AEP_Arts
2
EDUCATION TRENDS www.ecs.org | @EdCommission
success, state policymakers have an opportunity and
incentive to take advantage of the flexibility awarded
under ESSA related to the arts.
“Despite [deeper learning] skills’
central roles in our education and,
more broadly, our lives, education
policy has tended to overlook their
importance.”5
Bolstering Deeper
Learning Through Arts in
Education
Deeper Learning
The arts — including dance, music, theatre, media arts
and visual arts — bolster the development of what are
commonly referred to as deeper learning skills. Deeper
learning is an umbrella term defining the skills and
knowledge students need to attain success in college,
career and citizenship. Students that possess deeper
learning skills6:
1. Master core academic content.
2. Think criti.
wsb.to&NxQXpTHEME Leading with LoveAndreas J. Kӧste.docx
wsb.to/&NxQXp
THEME: Leading with Love
Andreas J. Kӧstenberger & David Crowther
Introduction
At the outset of this chapter, it should be frankly acknowledged that the Johannine Letters were not originally intended primarily to provide a theology of leadership. Nevertheless, a closer examination of these three letters reveals the way in which the author relates to and provides leadership for the people in the congregations to which the letters are written. The author’s relationship with his recipients in these three letters does not directly correspond to a modern model of leadership because of his unique role in the churches to which he is writing. Yet his faithful and caring relationship can provide an example to Christian leaders in every age. In order to grasp the lessons on leadership in the Johannine Epistles, one must consider the identity of the author of these letters, the source of his authority, his relationship with his audience, and the nature of the conflict addressed in his third letter.
Original Setting
The Authorship of the Letters
The author of 1, 2 and 3 John is never named except for the title “elder” in 2 and 3 John. The early church accepted all three letters into the canon in the belief that John the apostle, the son of Zebedee, was the author.[1] While the author of these letters was doubtless known to his initial readers, the modern reader is indebted to the early church for preserving the tradition of authorship. Sources from the late second and early third centuries, such as the Muratorian Fragment (c. ad 180) and church fathers Tertullian (c. ad 160–215) and Clement of Alexandria (c. ad 155–220), ascribe authorship to John the son of Zebedee.
However, not only the external but also the internal evidence points to Johannine authorship. First, in 1 John 1:1–4 the author claims to be an eyewitness of Jesus. Although the first-person plural reference (“we”) in the author’s description of what he has heard, seen, and touched may include his audience because they share in the tradition that was handed down (alternatively, the reference is to the apostles; cf. John 1:14; 2:11), there is a clear distinction between the author and his recipients with regard to their firsthand knowledge of Jesus (cf.1 John 1:2–3). While the author may use the first-person plural reference to identify with his audience, 1 John 1:1–2 indicates that the author is a personal eyewitness of the incarnate Christ.[2]
Second, all three of the Johannine letters contain similar vocabulary, style, and theology. In fact, the relationship between the letters is so strong that the majority of modern scholars view them as coming from one author—albeit not all agree that their author is the same as the author of the Fourth Gospel.[3] For instance, among the Johannine letters one can identify a common background in which itinerant teachers with competing theological agendas threatened the confession of the Johannine churches.[4] In response to such threa.
WSJ Executive Adviser (A Special Report) TheCase Against .docx
WSJ Executive Adviser (A Special Report): The
Case Against Corporate Social Responsibility:
The idea that companies have a duty to address
social ills is not just flawed, argues Aneel
Karnani; It also makes it more likely that we'll
ignore the real solutions to these problems
Karnani, Aneel . Wall Street Journal , Eastern edition; New York, N.Y. [New York, N.Y]23 Aug 2010: R.1.
ProQuest document link
ABSTRACT
[...] the fact is that while companies sometimes can do well by doing good, more often they can't. Because in most
cases, doing what's best for society means sacrificing profits.
FULL TEXT
Can companies do well by doing good? Yes -- sometimes.
But the idea that companies have a responsibility to act in the public interest and will profit from doing so is
fundamentally flawed.
Large companies now routinely claim that they aren't in business just for the profits, that they're also intent on
serving some larger social purpose. They trumpet their efforts to produce healthier foods or more fuel-efficient
vehicles, conserve energy and other resources in their operations, or otherwise make the world a better place.
Influential institutions like the Academy of Management and the United Nations, among many others, encourage
companies to pursue such strategies.
It's not surprising that this idea has won over so many people -- it's a very appealing proposition. You can have
your cake and eat it too!
But it's an illusion, and a potentially dangerous one.
Very simply, in cases where private profits and public interests are aligned, the idea of corporate social
responsibility is irrelevant: Companies that simply do everything they can to boost profits will end up increasing
social welfare. In circumstances in which profits and social welfare are in direct opposition, an appeal to corporate
social responsibility will almost always be ineffective, because executives are unlikely to act voluntarily in the
public interest and against shareholder interests.
Irrelevant or ineffective, take your pick. But it's worse than that. The danger is that a focus on social responsibility
will delay or discourage more-effective measures to enhance social welfare in those cases where profits and the
public good are at odds. As society looks to companies to address these problems, the real solutions may be
ignored.
http://ezproxy.library.berkeley.org/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F746396923%3Faccountid%3D38129
http://ezproxy.library.berkeley.org/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F746396923%3Faccountid%3D38129
To get a better fix on the irrelevance or ineffectiveness of corporate social responsibility efforts, let's first look at
situations where profits and social welfare are in synch.
Consider the market for healthier food. Fast-food outlets have profited by expanding their offerings to include
salads and other options designed to appeal to health-conscious consu.
WRTG 293 students, Your first writing assignment will be .docx
WRTG 293 students,
Your first writing assignment will be to rewrite a set of instructions. The scenario for this
assignment is described below.
________________________
You have just taken a position as a student worker for the Communications Arts Department at
Anderson College. You began your job last week.
Anderson College has an enrollment of 10,000 students. Among this student population, 20% of
the students are international students for whom English is not a native language, 10% of the
students are dual-enrollment high school students, 20% of the students are graduate students, and
the remaining 50% of the student population consists of a mixture of adult learners and
traditional students.
Anderson adopted LEO as its learning management system two years ago. Anderson uses LEO
for both its online classes and its hybrid classes.
Since moving to LEO, Dr. Richard Johnson, Dean of the Undergraduate School at Anderson, and
Dr. Lynn Peterson, Dean of the Graduate School at Anderson, have noticed that both students
taking classes at Anderson and instructors teaching at Anderson are often not aware of the
different settings one can choose to view discussions in LEO. This lack of awareness has caused
confusion and frustration as students and faculty members have attempted to navigate through
the discussions in their classes.
Dr. Johnson and Dr. Peterson tried to address this problem two months ago. At that time, they
asked the previous student worker to write instructions on how to change the settings for
discussions in LEO for the optimal viewing arrangement.
The previous student worker wrote some instructions. However, the worker wrote them very
unprofessionally and poorly. They cannot be distributed to students in their current form.
Moreover, shortly after the student worker finished the instructions, he left his position for
another job.
As a result, Anderson College now has a set of poorly designed instructions that it cannot send
out to students and faculty members. Meanwhile, students and faculty members are still
experiencing frustration with the system, and they need a document that guides them through
how to adjust their settings in LEO for viewing discussions.
Dr. Johnson, who is your immediate supervisor, has now asked you, the new student worker, to
rewrite the instructions that the previous student worker wrote. He has asked you to use the
same graphics the previous student worker used. He has also suggested that you use arrows to
point to sections of the graphics if such arrows can help in understanding specific steps in the
instructions.
Keep in mind that potentially 10,000 students will be using the instructions, in addition to
various faculty members. The instructions should be clear, professional, and well designed.
Moreover, you will want to consider the different types of students at Anderson College,
including their backgrounds and their var.
More from jeffevans62972 (20)
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.europeanchamber.com.cnPutting Industrial Policy Ahead .docx
www.europeanchamber.com.cnPutting Industrial Policy Ahead .docx
www.hbr.orgWant CollaborationAccept—and Actively .docx
www.hbr.orgWant CollaborationAccept—and Actively .docx
www.hbr.orgHow to Design Smart Business Experiments.docx
www.hbr.orgHow to Design Smart Business Experiments.docx
www.free-ebooks-download.orgwww.free-ebooks-download.o.docx
www.free-ebooks-download.orgwww.free-ebooks-download.o.docx
www.circuitmix.comwww.circuitmix.comFUNDAMENTA.docx
www.circuitmix.comwww.circuitmix.comFUNDAMENTA.docx
www.elsevier.comlocatecompstrucComputers and Structures .docx
www.elsevier.comlocatecompstrucComputers and Structures .docx
www.downloadslide.comhttpwww.downloadslide.comRET.docx
www.downloadslide.comhttpwww.downloadslide.comRET.docx
www.ebook3000.comList of Cases by ChapterChapter 1.docx
www.ebook3000.comList of Cases by ChapterChapter 1.docx
www.cambridge.org9781107008519CAMBRIDGE TEXTS IN THEH.docx
www.cambridge.org9781107008519CAMBRIDGE TEXTS IN THEH.docx
www.AEP-Arts.org @AEP_ArtsEDUCATION TRENDS www.ecs.org .docx
www.AEP-Arts.org @AEP_ArtsEDUCATION TRENDS www.ecs.org .docx
wsb.to&NxQXpTHEME Leading with LoveAndreas J. Kӧste.docx
wsb.to&NxQXpTHEME Leading with LoveAndreas J. Kӧste.docx
WSJ Executive Adviser (A Special Report) TheCase Against .docx
WSJ Executive Adviser (A Special Report) TheCase Against .docx
WRTG 293 students, Your first writing assignment will be .docx
WRTG 293 students, Your first writing assignment will be .docx
Recently uploaded
PCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdThe simplified electron and muon model, Oscillating Spacetime: The Foundation...
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
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.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar KanvariaHow to Build a Module in Odoo 17 Using the Scaffold Method
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.ANATOMY AND BIOMECHANICS OF HIP JOINT.pdf
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.Recently uploaded (20)
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
How to Build a Module in Odoo 17 Using the Scaffold Method
How to Build a Module in Odoo 17 Using the Scaffold Method
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
You decide-ScenarioScenario SummaryLeonard Cooper Charte.docx
- 1. You decide:- Scenario Scenario Summary Leonard Cooper Charter School is a K-12 school with approximately 1,000 students. The school wants to develop a local area network that meets the needs of the school now and is scalable for the future. There have been numerous complaints about the speed and reliability of the network, especially since a new addition to the building was added a few years back. Your Role and Assignment You are the systems administrator contracted by Leonard Cooper to upgrade the local area network to meet the ever- increasing needs of the building's students and faculty members. Your first task is to interview key stakeholders to determine what the key areas of concern are. Activity The charter school's CEO has requested your help in updating the network to meet the demands of the building's faculty members and students. Your job is to interview the key stakeholders and to take action to remedy the issues that they have. · Write a two to three page proposal addressing each of the stakeholder concerns. Use the technologies below for the areas of concern. All of the technologies listed below will not be used, so be careful with your choices. You must use one of the solutions below to address each area of concern. Be specific in your responses, and justify the use of each technology based upon the concern. Category 2 UTP 10Base - T Ethernet Cabling Category 5 UTP 100Base - T Ethernet Cabling Category 6 UTP 1000Base - T Ethernet Cabling Server Farm File Server
- 2. Print Server 8 port hub 16 port hub 24 port hub 8 port switch 16 port switch 24 port switch Storage area network RAID Fiber 1000Based-F Domain controllers Bus topology Topology Microwave wireless media Infrared wireless media Radio wireless media KEY PLAYERS Helen Ross, Network Technician, Female Back to Top "I don't know who designed our old network or what they were thinking. You see, my job is to support the faculty in the building and to fix minor network issues. Well, we often have major issues in our building, and I'm hoping that you can make things better. Printing is a really problematic area for us. You see, we have over 50 networked printers in this building. Although we do need the printers, we need some way to consolidate the management of print jobs, as the queues on these printers often are filled. We also need to navigate to each printer individually to clear them. There has to be a better way because this is ridiculous. Collisions have become a problem for us as well since we started to add new computers a few years ago. In the morning when everyone gets in, network performance slows to a crawl because everyone is busy on the
- 3. network with their morning attendance and checking e-mail. After performing a network analysis, I figured out that there were way too many collisions on the network. There has to be a way to fix this." John Fischer, HVAC Tech, Male Back to Top "You know, 20 years ago when I started in this business, I never had to have discussions with the computer folks. My, how have times changed! Today, about 90% of my equipment located within the facility can be managed via my laptop and Web browser. Whenever I plug my laptop into the telephone looking jack in the wall, my operating system says that I'm now operating at 10 megabits. Then, whenever I browse to my equipment, I cannot retrieve any data. After going back and forth with the HVAC support techs, they determined that my connection needed to be 100 megabits. They said it must be my network because they were able to walk me through confirming my network card supported up to a 1 Gigabit connection. It would sure make my job a lot easier if I could manage this equipment via the Web. It would also be great to have the option of connecting to this equipment via a wireless connection of some sort." Selena Daniels, Principal, Female Back to Top "Thank goodness you are here to fix this mess. A few years ago, we added a new wing to the building. I'm glad we were able to fund the construction, but the network must have been underfunded. Each of the classroom areas does not have a live network connection port, and that has been a big problem for us because we cannot add additional network devices to the classroom. I asked the previous systems contractor about this, and she said that we have the ability to connect up to 7
- 4. classrooms, not 23. She said that's way too many. It's not too many when you have faculty members who now have desktops that are, basically, large paper weights. I need my people connected to the network in this wing, and that equipment needs to be used - bottom line. As for the seven classrooms I do have connected, the faculty there often complain that the connection from their area to the mail server at the other end of the building is often very slow." Alfred Wingfield, IT Director, Male Back to Top "This has been a long time coming. I told the contractors that expanded our building a few years ago that we needed two things: just two simple things. One was and updated cable infrastructure that would enable us to integrate our voice over an I.P. system with our current data system. The other was that all of our backbone switches would be connected to each other with a high speed connection. What did I get? I got neither one of these request taken care of. I swear, I don't know how that crew left here with a pay check. Our voice over I.P. phones will not work because the vendor says we should be running at least a 1,000, 100 based network. As far as the backbone is concerned, after our last testing, I can honestly conclude that it is not running up to par. There is an extreme bottleneck, and communication from one end of the building to the other is sporadic at best. They gave us a twisted pair connection between our old wing backbone switch and the new wing backbone switch, which are about 120 meters apart. You have to have a better solution for us than this because this has been one frustrating ordeal!"