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Responsibilities after divorce Do you ever wonder what kind of Responsibilities couples have to go thru after they go from their divorce? Within my case #8 Responsibilities after divorce Elmer and Doris where married, Elmer had donated a pint of blood that Doris needed during an operation, several years after they had gotten divorced Elmer had an accident and he needed a pint of blood Doris was the only one with the same blood type. In my opinion, I believe Doris should to the right thing and donate the blood to Elmer. According to the synopsis, there is no moral reason for Doris not to donate because she was a match and had good health. As I grew up, I learned that you should always help people even if you are upset with them or do not talk to them as much as friends. I was also raised to believe that we are all morally obligated to help each other as friends and family in their times of needs. I believe Doris is morally obligated to donate but legally she is not obligated Doris had no legal obligation to donate the pint of blood for Elmer unless there was a legal clause in their divorce decree. In addition, in this case #8 Elmer current wife was not a match to Elmer’s blood type so Cora could not legally donate because they are not a match. Doris was the only one Elmer was able to reach at this time and the only one with the match and she was faced with the dilemma on donating blood for Elmer. Everyday people are forced to dill with ethical dilemmas and conflicts. I believe it is our morals and values that guide us on how to deal with them and help us with the choices that we make during our lifetime. In conclusion, I Believe life teaches us on to treat others, as we want to be treated. I would not want anyone who had the same blood type as I do and say they do not want to for a reason I will feel bad for someone to say that I would help that person if I had that same blood type or any other donation they need. .

Education

In conclusion, I Believe life teaches us on to treat others, as we
want to be treated. I would not want anyone who had the same
blood type as I do and say they do not want to for a reason I
will feel bad for someone to say that I would help that person if
I had that same blood type or any other donation they need.

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Rev. 8.18 GUIDELINES FOR ORGANIZATIONAL ANALYSIS ASSIGNMENT Using Collins’ work as a model and framework for advanced organizational analysis (and other references as needed), analyze a system, organization, organization systems and/or subsystems. Consider each of the concepts proposed by Collins’ breaking down the organizations’ strategic plan, financial management, organizational structure, leadership, organizational culture, performance outcomes, etc. Collins’ work is a good foundational text, along with Fifth Discipline (Senge, 1990) and other related writers and models. When analyzing an organizational system, along with Collins’ work, consider chaos theory and complexity science (Wheatley, Porter-O-Grady), learning organizations (Senge), change and innovation (Gladwell, Rogers, Quinn). If you have not found these references in the required or recommended course readings, google the names of these authors and learn more about their contributions to understanding organizational behavior and leading complex systems. Such references may be useful in arriving at a greater level of understanding of organizations necessary to truly transform our current health care systems. As part of this analysis, consider interviewing members of the staff, board members, organizational historians, key administrative personnel (CFO, CEO, CNE, etc.). If you are not familiar with the organization/system, it will be essential that you talk to members of the organization who can help you develop a rich understanding of the leadership, culture, and decision-making patterns. Consider what is written about the organization and its system in the local paper, regional documents, trade journals, etc. These qualitative methods, along with review of clinical, financial and other evaluation measures (quantitative measures), will provide a more holistic perspective of an organizational systems’ performance. The paper should be carefully written in a formal style, based on primary sources, provide an integration of ideas, and be 5-6 pages in length, excluding title page & reference list. Organized flow, logical progression of ideas, and clarity in thought are essential. Please use headings to separate content. References must be timely; published within the previous five (5) years. Liberal number of primary and peer reviewed references (minimum of 10). Deductions: Papers over the page limit will be penalized by a disregard of content over the page limit. Scholarship Expectations: A lack of Scholarship deduction of up to 20% of the total point value of the assignment will be applied to address such deficiencies as APA errors, Title or Reference page errors, a lack of clarity and conciseness in writing, grammatical and spelling errors, exceeding the prescribed page limit, and poor overall writing skills. For example, an assignment worth 15 points could have a maximum lack of scholarship deduction of 3 points (20% x 15). The amount of.

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Revenue recognition Academic Resource Center Revenue recognition Page 2 General ► This new guidance will supersede almost all existing revenue guidance under US GAAP (including industry guides) and IFRS. ► The AICPA has formed various industry task forces to help develop non-authoritative guidance. ► The FASB and IASB announced the formation of a joint transition resource group (TRG) that will be responsible for informing the Boards about interpretive issues that arise as companies implement the revenue standards. The TRG will not issue guidance. The FASB and IASB issued new guidance on accounting for revenue recognition, Revenue Recognition – Revenue from Contracts with Customers. ► FASB – ASC 606 (ASU 2014-09) ► IASB – IFRS 15 May 2014 Academic Resource Center Revenue recognition Page 3 General ► ASC 606 applies to both public and non-public entities. For non-public entities, there is some specific relief related to disclosures, transition and the effective date. ► At the December 5, 2016 AICPA National Conference on Current SEC and PCAOB Developments, Sylvia E. Alicea, a professional accounting fellow of the office of the chief accountant (OCA) made the following comments: “SAB Topic 13 will continue to apply to registrants prior to their adoption of the new revenue standard so it will continue to be relevant until all registrants have completed their transition. New guidance will be provided, as needed. However, when OCA evaluates implementation-related consultations under U.S. GAAP, our starting point is the new revenue standard (and any subsequent amendments) as issued by the FASB. Therefore, I believe registrants should also apply that model (as opposed to SAB Topic 13) when evaluating their revenue arrangements for adoption of Topic 606.” ► IFRS 15 does not specifically apply to non-public entities. These non-public entities may apply IFRS for Small and Medium-Sized Entities. Academic Resource Center Revenue recognition Page 4 Effective date and adoption methods US GAAP ► For US public entities, certain not-for-profit entities and certain employee benefit plans, the guidance is effective for annual periods beginning after December 15, 2017. Early adoption is permitted for annual periods beginning after December 15, 2016. ► All other US entities are required to apply the standard to annual periods beginning after December 15, 2018 but can also early adopt beginning after December 15, 2016. IFRS ► The guidance is effective for annual periods beginning on or after January 1, 2018. ► Early adoption is permitted. Early adoption was permitted when IFRS 15 was originally issued. The adoption methods available for both US GAAP and IFRS include the full retrospective approach and the modified retrospective approach. These are further explained on the following slide. Academic Resource Center Revenue recognition Page 5 Effective date and adoption methods Key .

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Rev.Confirming Pages TM Communicating at Work Strategies for Success in Business and the Professions Eleventh Edition Ronald B. Adler Santa Barbara City College, Emeritus Jeanne Elmhorst Central New Mexico Community College Kristen Lucas University of Louisville adL36801_fm_i-xix.indd iadL36801_fm_i-xix.indd i 8/31/12 11:47 AM8/31/12 11:47 AM Rev.Confirming Pages TM COMMUNICATING AT WORK Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Printed in the United States of America. Previous editions © 2010, 2008, 2005, 2002, 1999, 1996, 1992, 1989, 1986, and 1983. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 ISBN: 978-0-07-803680-4 MHID: 0-07-803680-1 Senior Vice President, Products & Markets: Kurt L. Strand Vice President, General Manager: Michael Ryan Vice President, Content Production & Technology Services: Kimberly Meriwether David Managing Director: David Patterson Director of Communication: Susan Gouijnstook Director of Development: Rhona Robbin Development Editor: Briana Porco Editorial Coordinator: Jamie Daron Marketing Manager: Clare Cashen Market Development Manager: Suzie Flores Director, Content Production: Terri Schiesl Project Manager: Carey Eisner Buyer: Sandy Ludovissy Designer: Matthew Baldwin Cover/Interior Designer: Laurie Entringer Cover Image: © Getty Images/George Diebold Content Licensing Specialist: Joanne Mennemeier Photo Researchers: Sherri Adler , Colleen Miller Illustrator: Ayelet Arbel Content Project Manager: Jodi Banowetz Media Project Manager: Jennifer Barrick Digital Product Manager: Janet Smith Typeface: 10.5/12 Adobe Garamond Pro Compositor: Laserwords Private Limited Printer: R.R. Donnelley & Sons All credits appearing at the end of the book are considered to be an extension of the copyright page. Library of Congress Cataloging-in-Publication Data Adler, Ronald B. (Ronald Brian), 1946- Communicating at work : strategies for success in busin.

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Returns A return, also known as a financial return is the money made or lost on an investment. A return can be expressed nominally as the change in dollar value of an investment over time or as a percentage derived from the ratio of profit to investment. We will cover those ratios below. If we make a profit on our investment or venture, we have a positive return. If we lose money on our investment or venture, we have negative return. A nominal return is the net profit or loss of an investment expressed in nominal terms (i.e., levels). It can be calculated by figuring the change in value of the investment over a stated time period plus any distributions minus any outlays. Distributions received by an investor depend on the type of investment or venture but may include dividends, interest, rents, rights, benefits, or other cash flows received by an investor. Outlays paid by an investor depend on the type of investment or venture but may include taxes, costs, fees, or expenditures paid by an investor to acquire, maintain, and sell an investment. For example, assume an investor buys $2,000 worth of publicly traded stock, receives no distributions, pays no outlays, and sells the stock two years later for $2,200. The nominal return in dollars is $2,200 - $2,000 = $200. A percentage return is a return expressed as a percentage. It is known as the return on investment (ROI). ROI is the return per dollar invested and is calculated by dividing the dollar return by the dollar initial investment. This ratio is multiplied by 100 to get a percentage. Assuming a $200 return on a $1,000 investment, the percentage return or ROI = ($200 / $1,000) × 100 = 20 percent. A holding period return is an investment's return over the time it is owned by a particular investor. Holding period return may be expressed nominally or as a percentage. Rate of return is the proportion of profit earned from an investment during a periodic interval of time, expressed as a percentage. For example, the return earned during the periodic interval of a month is a monthly return and of a return earned during a year is an annual return. Returns over periodic internals of different lengths can only be compared when they have been converted to same length intervals. It is customary to compare returns earned during yearlong intervals. Return of capital refers to the recovery of the original investment. Return Ratios Companies use different kinds of return ratios to compare one investment option to another one: · Return on equity (ROE) is a profitability ratio figured as net income divided by average shareholder's equity, which measures how much net income is generated per dollar of stock investment. If a company makes $10,000 in net income for the year and the average equity capital of the company over the same time period is $100,000, the ROE is 10 percent. · Return on assets (ROA) is a profitability ratio figured as net income divided by average total assets, which measures how much net p.

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Rethinking the Western Tradition The volumes in this series seek to address the present debate over the Western tradition by reprinting key works of that tradition along with essays that evaluate each text from di!erent perspectives. EDITORIAL COMMITTEE FOR Rethinking the Western Tradition David Bromwich Yale University Gerald Graff University of Illinois at Chicago Geoffrey Hartman Yale University Samuel Lipman (deceased) The New Criterion Gary Saul Morson Northwestern University Jaroslav Pelikan Yale University Marjorie Perloff Stanford University Richard Rorty Stanford University Alan Ryan New College, Oxford Ian Shapiro Yale University Frank M. Turner Yale University Allen W. Wood Stanford University The Social Contract and The First and Second Discourses J E A N - J A C Q U E S R O U S S E A U Edited and with an Introduction by Susan Dunn with essays by Gita May Robert N. Bellah David Bromwich Conor Cruise O’Brien Yale University Press New Haven and London Copyright ! 2002 by Yale University. Translations of The Discourse on the Sciences and Arts and The Social Contract copyright ! 2002 by Susan Dunn. All rights reserved. This book may not be reproduced, in whole or in part, including illustrations, in any form (beyond that copying permitted by Sections 107 and 108 of the U.S. Copyright Law and except by reviewers for the public press), without written permission from the publishers. Printed in the United States of America by Vail-Ballou Press, Binghamton, New York. Library of Congress Cataloging-in-Publication Data Rousseau, Jean-Jacques, 1712–1778. [Selections. English. 2002] The social contract ; and, The first and second discourses / Jean-Jacques Rousseau ; edited and with an introduction by Susan Dunn ; with essays by Gita May . . . [et al.]. p. cm. — (Rethinking the Western tradition) Includes bibliographical references. isbn 0-300-09140-0 (cloth : alk. paper) — isbn 0-300-09141-9 (pbk. : alk. paper) 1. Political science—Early works to 1800. 2. Social contract—Early works to 1800. 3. Civilization—Early works to 1800. I. Dunn, Susan. II. May, Gita. III. Title. IV. Series. jc179 .r7 2002 320%.01—dc21 2001046557 A catalogue record for this book is available from the British Library. The paper in this book meets the guidelines for permanence and durability of the Committee on Production Guidelines for Book Longevity of the Council on Library Resources. 10 9 8 7 6 5 4 3 2 1 Contributors Robert N. Bellah is Elliott Professor of Sociology Emeritus at the Univer- sity of California at Berkeley. He is the author of numerous books, including Beyond Belief and The Broken Covenant, and is co-author of Habits of the Heart and The Good Society. David Bromwich is Housum Professor of English at Yale University. He is the author of several books, including Politics by Other Means: Higher Education and Group Thinking, Skeptical Music: Essays on Modern Po- etry, and A.

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Restraining Overconfident CEOs through Improved Governance: Evidence from the Sarbanes-Oxley Act Suman Banerjee College of Business, University of Wyoming Mark Humphery-Jenner UNSW Business School, UNSW Australia Vikram Nanda Rutgers University and University of Texas at Dallas The literature posits that some CEO overconfidence benefits shareholders, though high levels may not. We argue that adequate controls and independent viewpoints provided by an independent board mitigates the costs of CEO overconfidence. We use the concurrent passage of the Sarbanes-Oxley Act and changes to the NYSE/NASDAQ listing rules (collectively, SOX) as natural experiments, to examine whether board independence improves decision making by overconfident CEOs. The results are strongly supportive: after SOX, overconfident CEOs reduce investment and risk exposure, increase dividends, improve postacquisition performance, and have better operating performance and market value. Importantly, these changes are absent for overconfident-CEO firms that were compliant prior to SOX. (JEL G23, G32, G34) Overconfidence can lead managers to overestimate returns and underestimate risk. The literature suggests that even though some CEO overconfidence We acknowledge the thoughtful comments of David Hirshleifer (the editor) and two anonymous reviewers. We thank the seminar participants at University of Calgary, Fudan University, IIMC Kolkota, Kobe University, Massey University, Nanyang Technological University, National University of Singapore, Peking University HSBC School of Business, UNSW School of Business, University of Technology Sydney, the J.P. Morgan ESG Quantferance (2013), American Finance Association Meeting (2015), American Law and Economics Association Annual Meeting (2014), Asian Bureau of Finance and Economic Research Conference (2014), Australasian Finance and Banking Conference (2013), Conference on Empirical Legal Studies (2014), Conference on Global Financial Stability (2013), Financial Management Association Annual meeting (2013), and the Paul Woolley Conference on Capital Market Dysfunctionality (2014). The paper also benefited from comments from Itzhak Ben-David, Gennaro Bernille, Oleg Chuprinin, Wai Mun Fong, Jarrad Harford, Gerard Hoberg, Russell Jame, Jon Karpoff, Asad Kausar, Andy Kim, Jaehoon Lee, Angie Low, Kasper Nielsen, Thomas Noe, Terrence Odean, Nagpurnanand Prabhala, David Reeb, Anand Srinivasan, Geoffrey Tate, Stephen Taylor, Robert Tumarkin, John Wald, and Emma Zhang. Suman Banerjee gratefully acknowledges the SUG Tier 1 research grant from the Ministry of Education, Singapore. Mark Humphery-Jenner acknowledges the support of the ARC DECRA grant# DE150100895. Supplementary data can be found on The Review of Financial Studies web site. Send correspondence to Vikram Nanda, Naveen Jindal School of Management, University of Texas at Dallas, Richardson, TX 75080 & Rutgers University, Rockafeller Road, New Brunswick, NJ 08854; telephone: (404) 769-.

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Rethinking The Current Inflation Target Range In South Africa Lumengo Bonga-Bonga, Ntsakeseni Letitia Lebese The Journal of Developing Areas, Volume 53, Number 2, Spring 2019, pp. 13-27 (Article) Published by Tennessee State University College of Business DOI: For additional information about this article Access provided by Ebsco Publishing (11 Sep 2018 13:19 GMT) https://doi.org/10.1353/jda.2019.0018 https://muse.jhu.edu/article/702993 https://doi.org/10.1353/jda.2019.0018 https://muse.jhu.edu/article/702993 T h e J o u r n a l o f D e v e l o p i n g A r e a s Volume 53 No. 2 Spring 2019 RETHINKING THE CURRENT INFLATION TARGET RANGE IN SOUTH AFRICA Lumengo Bonga-Bonga Ntsakeseni Letitia Lebese University of Johannesburg, South Africa ABSTRACT Critics argue that inflation targeting is not an appropriate monetary policy framework for developing countries. They maintain that developing countries are more susceptible to the negative effects of external shocks due to the uncertainty perceived by investors with respect to their political and economic stability. It is in this line that this paper assesses whether the 3%-6% inflation target is the optimal inflation target band in South Africa. To determine the optimal level of inflation target in South Africa, this paper follows the methodology developed by Ball and Mankiw (2002), which rests on the premise that there is a short run trade-off between inflation and unemployment. Ball and Mankiw (2002) show that there exists a level of unemployment that is consistent with stable inflation. The unemployment level that corresponds with a stable inflation is known as the non-accelerating inflation rate of unemployment (NAIRU). Thus, this paper uses an expectations-augmented Phillips curve to estimate a time-varying NAIRU for South Africa from 1980 to 2015. We use the headline inflation rate and the official unemployment rate based on the narrow definition to evaluate the appropriateness of the current inflation target range. Quarterly data from 1980 to 2015 sourced from Quantec is used to this end. The results of the empirical analysis indicate that, if South Africa were to put in place an inflation target range based on the NAIRU, it would have to target an inflation rate that ranges from 1.4 to 11.5 percent. This range is different to the official inflation target of 3% to 6% adopted by the South African Reserve Bank (SARB). Furthermore, this paper finds that the Phillips curve is not vertical in South Africa, as actual inflation does not depend solely on inflation expectations. The policy implication of the findings of this paper is that the South African Reserve Bank should think about revising its current inflation target, as it is too narrow for an emerging economy. The current low range of inflation target could have a negative effect on output and unemployment.

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RestructuringImagine that you are the liaison between the decisi.docx

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Restructuring Debt Data Your company is in financial trouble and is in the process of reorganizing. Your manager wants to know how you will report on restructuring the debt. Use the following information to help with this assignment. • Part A ASSETS CURRENT ASSETS Cash and cash equivalents $ 108,340 Trade accounts receivable, net of allowances 2,866,260 Other receivables 62,150 Operating supplies, at lower of average cost or market 58,630 Prepaid expenses 446,050 Total Current Assets 3,541,430 PROPERTY, PLANT, AND EQUIPMENT (at cost) Land 1,950,000 Buildings and improvements 2,327,410 Equipment 5,015,660 Other equipment and leasehold improvements 1,645,580 total 10,938,650 Accumulated depreciation and amortization (7,644,430) Net Property, Plant, and Equipment 3,294,220 OTHER ASSETS Deposits and other assets 1,000,080 TOTAL ASSETS $ 7,835,730 LIABILITIES AND SHAREHOLDERS’ EQUITY (DEFICIT) CURRENT LIABILITIES Accounts payable $ 972,160 Accrued liabilities 2,071,270 Accrued claims costs 793,620 Federal and other income taxes 19,710 Deferred income taxes 500 Current maturities of long-term debt and capital lease obligations 50,610 Short-term borrowings 249,250 Total Current Liabilities 4,157,120 LONG-TERM LIABILITIES Capital lease obligation 54,580 Note outstanding 3,000,000 Mortgage outstanding 608,030 Other liabilities 95,860 Total long-term liabilities 3,758,470 Total Liabilities 7,915,590 SHAREHOLDERS’ EQUITY (DEFICIT) Common stock, $.01 par value; authorized 500,000 shares; issued 231,000 shares 2,310 Additional paid-in capital 731,090 Accumulated other comprehensive loss (113,500) Retained earnings (deficit) (639,180) Treasury stock (60,580) Total Shareholders’ Equity (Deficit) (79,860) TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY $ 7,835,730 • Part B As stipulated, your company is having financial difficulty and has asked the bank to restructure its $3 million note outstanding. The present note has 3 years remaining and pays a current interest rate of 10%. The present market rate for a loan of this nature is 12%. The note was issued at its face va.

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Responsibility Accounting, Operational Performance Measures, and the Balanced Scorecard Chapter 12 Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 12: Responsibility Accounting, Operational Performance Measures, and the Balanced Scorecard Learning Objective 12-1 – Explain the role of responsibility accounting in fostering goal congruence. 12-* Learning Objective 12-1. Explain the role of responsibility accounting in fostering goal congruence. Responsibility Accounting Responsibility accounting is used to measure the performance of people and departments to foster goal congruence. 12-* Most organizations are divided into smaller units or departments, each of which is assigned particular responsibilities. Each department is made up of individuals who are responsible for particular tasks or managerial functions. Goal congruence results when the managers of subunits throughout an organization strive to achieve the goals set by top management. Responsibility accounting refers to the various concepts and tools used by managerial accountants to measure the performance of people and departments in order to foster goal congruence. (LO 12-1) Learning Objective 12-2 – Define and give an example of a cost center, a revenue center, a profit center, and an investment center. 12-* Learning Objective 12-2. Define and give an example of a cost center, a revenue center, a profit center, and an investment center. Responsibility Centers A subunit in an organization whose manager is held accountable for specified financial results. 12-* A responsibility center is a subunit in an organization whose manager is held accountable for specified financial results of the subunit’s activities. There are four common types of responsibility centers. (LO 12-2) Responsibility Centers Cost Center Segment has control over the incurrence of costs. The Paint Department in an automobile plant. Revenue Center Segment is responsible for the revenue of a unit. The Reservations Department of an airline. 12-* A cost center is an organizational subunit, such as a department or division, whose manager is held accountable for the costs incurred in the subunit. The Painting Department in an automobile plant is an example of a cost center. The manager of a revenue center is held accountable for the revenue attributed to the subunit. For example, the Reservations Department of an airline and the Sales Department of a manufacturer are revenue centers. (LO 12-2) Responsibility Centers Profit Center Segment has control over both costs and revenues. Company-owned restaurant in a fast-food chain. 12-* Investment Center Segment has control over profits and invested capital. A division of a large corporation. A profit center is an organizational subunit whose manager is held accountable for profit. Since profit is equal to revenue minus expense, profit- center managers are held accoun.

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Rethinking security: A discussion paper The Ammerdown Group May 2016 EXECUTIVE SUMMARY The Ammerdown Group brings together practitioners and academics in search of a new vision for the future of our common peace and security. The group includes participants from Conciliation Resources, Campaign Against Arms Trade, International Alert, Joseph Rowntree Charitable Trust, Oxford Research Group, Quaker Peace and Social Witness, Saferworld, and Three Faiths Forum, as well as independent practitioners, and academics from the universities of Bradford, Coventry, Kent, Leeds Beckett and Oxford Brookes. The Ammerdown Group takes its name from the Ammerdown Centre, a retreat and conference centre in Somerset, where the group meets together. The views expressed in this document do not necessarily represent those of the Ammerdown Centre’s staff or trustees, but the Ammerdown Centre fully supports the work of the Ammerdown Group as part of its charitable commitment to promoting justice, peace and reconciliation and to facilitating free and open discussion on these issues. The Ammerdown Group has produced this publication to stimulate debate about the UK’s approach to security. The group welcomes feedback on the paper and is interested in working with others to promote further discussion about the security challenges of the 21st century. For more information, visit rethinkingsecurity.org.uk The Ammerdown Group, 2016. This report may be distributed freely for non-commercial purposes. Please cite as: Ammerdown Group. (2016). Rethinking Security: A discussion paper. This work is licensed under the Creative Commons Attribution-NonCommercial 4.0 International Licence. To view a copy of the licence, visit: http://creativecommons.org/licenses/by-nc/4.0. 1 EXECUTIVE SUMMARY The Ammerdown Group brings together peacebuilding practitioners and academics concerned about the effects of geopolitics on the security of people worldwide. The group is seeking a public conversation in search of a new vision for peace and security. This paper is one contribution. It explores the security strategies of Western states, particularly the UK, and proposes principles for a more effective approach in the common interest. We welcome responses from all quarters. To download the complete paper with references please visit rethinkingsecurity.org.uk A failing response to growing insecurity People across the world face growing insecurity. Violent conflict is spreading and intensifying, economic inequality is widening, and the natural ecology on which human life depends is in jeopardy. The world’s poorest people bear the brunt, while those in rich countries are also increasingly affected. The preferred responses of Western states are manifestly not working and have often made matters worse. The UK’s primary response has been to ‘project power’, joining the US and other Western states in a series of military intervention.

Rethinking securityA discussion paperThe Ammerdown Grou.docx

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Responses should be 2 - 5 sentences in length. 1.) Analyze the problem of unemployment using a sociological imagination. 2.) Discuss the connection between Melvin Kohn's Class and Conformity (1977) research and Calarco's Negotiating Advantages in the Classroom ( 2017 ) . What do these studies reveal about class socialization and its role in the classroom? 3.) What are the main ideas included in World Systems Theory? Discuss each distinct region the the World System and their relationships with one another using examples. .

Responses should be 2 - 5 sentences in length. 1.) Analyze .docx

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RET2211 – Retail Location Strategy – Assignment 2 (15%) Selecting a location for your retail store is one of the most important decisions you will make as a small business owner. Picking the right location can lead to success and profits - choosing the wrong spot for your retail operation could put you out of business. “THINGS YOU NEED TO KNOW BEFORE SELECTING A RETAIL LOCATION” (modified from an article written by Mark Smiciklas ) Purpose: The purpose of this individual assignment is for students to experience first-hand what is involved in locating a suitable space for their future retail establishment. This activity is to be completed by each student as an individual assignment. Assume you will be opening a retail establishment and you need to locate a place for your new store. Students are to identify: · what type of retail business they are interested in opening and where it will be located, · the demographics for their target market, · the competition which will affect their business, · a traffic pattern for the chosen location, · the merchant association for their business district, and · the city bylaws, zoning and planning issues. Due Date: · To be submitted to the professor April 20th midnight prior to week 13 class (Personal email addresses are NOT acceptable) · No hardcopies will be accepted. · Any submission received late will receive a zero as per School of Business policy · Students must answer all questions below in the appropriate boxes · Cite and reference sources of your findings correctly RET2211 – Retail Location Strategy –Student Name: Section: NOTE: Assignment requirements, typed paragraph form, min. 5 pages max. 20 pages (excluding cover page, tables of contents, and bibliography), 12 pt. font, double spaced. Using the information provided in the article “7 Things you need to know…” (see in LMS) and as stated in Chapters 7&8 of the text, you are required to find an actual location for your Retail Business which you will be opening once you graduate from this program. Pay close attention to the 22 questions and use them to answer the following: 1. Type of Retail Business and Proposed Location address: a) What products and how many different kinds of products will you be selling? b) How much square footage and storage space is required to accommodate your product mix? c) How much should this type of business expect to pay in rent per square foot? d) Will office or services space be needed? e) What will your target audience expect when they enter your store? - make a list of all the factors you can think of including display space, # aisles, aisle width, shipping/receiving area, storage space, office space, in-store traffic flow, etc. Once you visualize what the shopping experience looks like for your customer, you will gain a better idea of what will be required in a location. 2. Demographics. a) What is your target market? (i.e. gender, age, income level) b) What neighborhoods ar.

RET2211 – Retail Location Strategy – Assignment 2 (15)Selecti.docx

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RESULT DETAILS Survey Details Name Martha Del Valle Survey Name Adult Education Form Survey ID 3 Survey Taken on 10-May-2019 Survey Results you are a "Strong Willed Learner". Graph Page 1/4 Report Unlike measures of personality, multiple intelligences, or learning styles, the LCI provides you with specific information to enable you to use your metacognition (internal self-talk of learning) to take responsibility for making learning work for you. The importance of completing the LCI lies in the fact that the LCI provides an inward look at learning processes, an outward analysis of an individual's actions, and a vocabulary for explaining the specific actions the person takes that result in productive or unproductive learning outcomes. Completing the LCI is the first step to having a better understanding of how you do that. Results appear as four different scores. The most important aspect of the scores is that they tell you whether you use a learning pattern first, use it as needed, or seek to avoid it all together. For example, if my scale score for Sequence is somewhere between 25 and 35, I use Sequence at a Use First level. That indicates the following: 1. I want clear directions. 2. I need step-by-step directions. 3. I want time to do my work neatly. 4. I like to do my work from beginning to end. 5. I want to know if I am meeting the instructors or my team mates' expectations. If my scale score for Sequence is 17 to 7, I avoid Sequence. I tend not to read directions. I don't plan or live by a schedule. I rarely double-check my work. I find following directions confusing - and maybe even frustrating. If my scale score for Precise is somewhere between 25 and 35, I use Precision at a Use First level. That indicates the following: 1. I want complete and thorough explanations. 2. I ask a lot of questions. 3. I like .

RESULT DETAILSSurvey DetailsName Martha Del ValleSur.docx

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R esponses must have a minimum of 200 words each and must directly quote and properly cite (using MLA format) from the assigned textbook Competing Visions: An Introduction to Moral Philosophy . I expect substantive and scholarly responses which evince an understanding of the complex chapter readings. Ch. 2: Epicurus 4) According to Epicurus, what incentive or motive do people have to obey the laws and behave justly toward one another? Do you agree with Epicurus on this issue? Why or why not? Ch. 3: Marcus Aurelius 5) " Choose not to be harmed—and you won’t feel harmed. Don’t feel harmed—and you haven’t been." Explain Marcus Aurelius' meaning in these lines. Do you agree or disagree, and why? Ch. 4: St. Augustine 6) According to St. Augustine, is it possible to achieve true happiness by focusing on our body only? Why or why not? Do you agree or disagree, and why? Ch. 6: Hobbes 3) Compare Christ’s Golden Rule with Hobbes’ Golden Rule. Which do you think is more effective in getting people to obey the laws, and why? Ch. 7: Hume 5) According to Hume, would justice be necessary in a utopian society? Why or why not? Do you think he is correct, and why? Ch. 8: J.S. Mill 6) Explain John Stuart Mill’s theory of higher and lower pleasures: Are there any problems inherent in the theory? Overall, does Mill’s idea of higher and lower pleasures make sense to you? Why or why not? Ch. 10: Sartre: 3) What exactly does Sartre mean when he says that "If God does not exist, then everything is permitted"? Do you agree with him? Why or why not? Chapter 11: Theodore Dalrymple: 4) According to Dalrymple, what is the fundamental difference between "depression" and "unhappiness"? Are you persuaded by his argument? Why or why not? 5) Throughout his writings, Dalrymple contrasts what we might call the "tragic view" of human life (held by writers like Turgenev, among others) and the "utopian view" (held by writers like Marx and Ibsen). Briefly describe the difference between the two, and explain which of the two you find the more plausible and why. .

Responses must have a minimum of 200 wordseachand must dir.docx

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RESUME Avinash Gunda Email: [email protected] 4407 Dixie Hill Rd Ph: +1 - 2026709298 Apt#208, Fairfax – 22030 Virginia. USA. Career Objective: To devotedly engage myself in result-oriented research and development towards meeting newer challenges in computer sciences and its application. Personal Strengths: · Comprehensive problem-solving ability. · Adaptability and willingness to learn. Educational Qualifications: Master’s in information technology – Cyber Security The University of the Potomac Vienna. VA. 22180. USA. Year of Completion: Dec 2018 Graduation Major Degree: B. Techin Bio-Medical Engineering J.B. Institute of Engineering and Technology (JNTU - Hyderabad) Year of Completion: 2010 Technical Skills: · Languages : Basic C, Sql · Operating System : WINDOWS XP/vista/Unix · Software : MS Office Work Experience · Worked as a Junior Biomedical Engineer at CARE Hospitals, Nampally, Hyderabad from Dec 2010 to Oct 2011. · Worked with PACE Hospitals, Hyderabad as Biomedical Engineer from Feb 2012 to Sept 2012. · Worked with Omega Hospitals, Hyderabad as Biomedical Engineer form Sept 2012 to Jan 2013. · Working with JSS Medical Research India Ltd (Max Neeman Medical International) as Biomedical Engineer form Jan 2013 to Oct 2016 on Cyberonics VNS projects. Personal Information: Nationality : Indian Sex : Male Date of Birth : Aug 2nd, 1988 Languages Known : English, Telugu and Hindi Relocation : Will relocate to any location in US. AVINASH GUNDA 571-446-8060 [email protected] __________________________________________________________________________________________ SUMMARY An MS IT Engineer with a sound knowledge on salesforce Admin & developer. · Studied Apex classes, Triggers, Controllers and Apex web services, Visualforce pages & SOQL. · Studies the use of Standard and Custom controllers of Visualforce in development of custom Salesforce pages as required. · Experienced in creating various Custom objects, Custom fields, Page layouts, Custom tabs, Custom reports as required. · Experienced in administrative tasks like creating Profiles, Users, Page layouts, Security and Sharing rules at Object/Field/Record Levels, Roles hierarchy and Permission sets. · Learnt creating lookup relationships, Junction objects and Custom relationships and field dependencies. · Studied the Integration of workflows and Approval process, tasks, events, email services, Security controls, custom application, reports and dashboards. · Studied Data migration and integration using Apex data loader, Import wizard, SFDC data export, Mass delete. · Studied using declarative features like Validation rules,Sharing rules, Approvals to achieve complex business process automation. · Studied business CRM processes like forecasting, Campaign management, Lead management, Pipeline management, accoun.

RESUMEAvinash Gunda Email [email pr.docx

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