OpenLLM-France/wikimedia huggingface dataset:
# Guernsey French/Dictionaries

This is the index of Guernsey French Dictionaries hosted in this Wikibook.

## Themed Dictionaries

These dictionaries will contain available folklore where available
* Nature
* Unusual phrases
* Sayings
# Guarani/Adjectives

Adjectives always come after the noun. Otherwise they are called determiners.
* oga porã - the beautiful house
* jagua kane'o - tired dog
However, a personal determiner can make the adjective become a qualifying verb.
* ChePorã. - I am beautiful.
* CheKane'o - I am tired.
When an adjective follows a conjugated verb, it becomes an adverb.
Also, if there is no determiner before the adjective, it is a noun.
Adjectives may also become nouns when suffixed with Kue (oral) or ngue (nasal).
* Puku - thick
* Pukukue thickness
* Morotĩ - white
* Morotĩngue whiteness
# Guernsey French/Dictionaries/Funny

All communities develop unique phrases in their language, and this is one of the chief charms of studying language. As a rural community, Guernsey French contains a great number of very specific phrases pertaining to agriculture. Here is a collection of some quirkier expressions:
Ancre de quille - one who stays a very long time for a chat
Bouaillon - a death rattle
Broussepé - a cat's fur ruffled the wrong way
Caillebottin - the weak part of a stocking
Délataïr - to be an informer
Fielle - cake tins of different sizes
Hersaïr - to neglect a cold and let it get worse
Persent - the white spots on the nails
Poutrichier - to touch continually; to touch food with hands which might not be clean

## Sources

* "Our Insular Dielect"
# Guernsey French

Guernsey French or "Guernésiais" is the traditional patois of Guernsey. It shares many common features with French, as well as the related patois of the other Channel Islands: Sèrtchais and so on.
It is now regarded as a dead language. The first section invites you to experience the language as it was lived - as a spoken language. It contains phrases to learn and exercises to practice, and will enable the reader to participate in conversations with Guernsey French revival groups.
The second section also enables the reader to learn the language, but from a linguistic approach.
Although the language was not originally written down, there is a lively wealth of poetry and prose written in the language both past and present. A selection are presented in the third section, along with linguistic notes for the learner, historical context and comments on style.
Its chief interest now is to many as a dead language. The final section explores the history.
The "dictionaries" are being compiled as an online resource. As well as a master dictionary both into and out of Guernsey French, there are smaller dictionaries listing words by theme.
There is an appendix of resources both on and offline.

## Contents

* Introduction to Guernsey French

### Conversational Guernsey French

* Getting to Know You

### Linguistic Approach

* Pronouns
* verbs

### Literature

* Poetry
* Prose
* Neo-Guernsey French

### History

* Origins
* The Death of Guernsey French
* Revival
* Notable Figures

## Dictionaries

* Dictionaries index

## Resources and Further Reading

* Online Resources
* Offline Resources
# Guernsey French/Dictionaries/Folklore

These are specific words and phrases related to the stories and folklore of the island.

## Amouareuse

    a floating tea leaf which indicated the drinker would soon have a fiancée

## Baté

    a piece of coal that leaps out of the fire, an indicator of good luck

## Cossard

    serrated wrack. The pods were gathered in late May/early June, slit and the resulting juice mixed and bottle with rum. This was believed to relieve rheumatism when rubbed on affected areas.

## Gênet

    Butchers Broom. A piece of Butchers Broom carried on the person would prevent witches casting spells on them.

## Le Petite St. Michel

    the period between 7th-10th October. If an easterly wind predominated at this time, it was believed the wind will come from the same direction for three quarters of the year.

## Mourants l'âne des

    an "apparition" seen in St Andrews

## Sources

* "Our Insular Dialect"
# GtkRadiant/installation
## Source code

* https://github.com/TTimo/GtkRadiant
* NetRadiant - a GtkRadiant 1.5 fork

## Tutorials

* Debian Linux + GtkRadiant + Urban Terror HOW-TO
* Configure GTK Radiant under Linux
# Guernsey French/Dictionaries/Nature
### The Natural World

Caillebottin - mackeral sky
Etelle du Nord - the pole star

### Plants

Cossard - serrated wrack (fucus serratus)
Doque - dock leaf
Guernesiaise - Guernsey Lily (Nerine sarniensis)
Gênet - Butchers Broom (Ruscus aculeatus)
Ivraye - pod weed (halydris siliquosa)
Passe rose - hollyhock (alcea)

### Birds

cahouan, cahan, m. - owl
hublot, ublot, n. - black backed gull
mesle/meslaësse, m/f - blackbird
prie dieu - part of the song thrush's melody

### Working Animals
## Oxen

bœu, m. - ox (higher parishes) bœuf, m. - ox (lower parishes) des bœux, pl.

## Sources

* "Our Insular Dialect"
# Handbook of Management Scales/Change initiation - Clarity and strength of vision of change
## V - Clarity and strength of vision of change (α = 0.802) (Tornjanski, 2019)
### Description

Cudanov, Tornjanski and Jasko have developed construct based on Beckhard and Harris's model and the subsequent literature with the primary purpose to provide quantitative prediction model in the area of organizational change management. Authors have formalized earlier qualitative assessment into measurement construct aiming at certifying Beckhard and Harris's change model empirically. Second component in Beckhard and Harris's change formula, i.e. “V”, refers to the clarity and strength of vision of change. Accordingly, second-order construct depicted in text below refers to assessment of clarity and strength of change vision.

### Definition

Vision should be attractive, understandable, aimable and shared in details to all employees with the purpose to bring employees positive attitude for a future state to move forward (Beckhard & Harris, 1987). Pearce and Ensley (2004, p. 260, 261) described shared vision “as a common mental model of the future state of the team or its tasks that provides the basis for action within the team” (Cudanov et al., 2019).

### Items

(1 - Completely disagree; 5 - Completely agree):
* Change vision is very inspirational and I am sure it will lead to be better than now
* I would work hard for obtaining change vision
* I would give a lot to work in a company which is as described in our change vision

### Source

* Cudanov, M., Tornjanski, V., & Jasko, O. (2019). CHANGE EQUATION EFFECTIVENESS: EMPIRICAL EVIDENCE FROM SOUTH-EAST EUROPE. E+ M Ekonomie a Management, 22(1), 99-115; https://dspace.tul.cz/bitstream/handle/15240/151424/EM_1_2019_07.pdf?sequence=1&isAllowed=y
* Tornjanski, V. (2019). PREDICTING AN ORGANIZATIONAL CHANGE SUCCESS USING QUANTITATIVE BECKHARD AND HARRIS’S CHANGE MODEL. Doctoral Dissertation, University of Belgrade, Faculty of Organizational Sciences; https://www.researchgate.net/publication/338385603_PREDICTING_AN_ORGANIZATIONAL_CHANGE_SUCCESS_USING_QUANTITATIVE_BECKHARD_AND_HARRIS'S_CHANGE_MODEL
* Pearce, C. L., & Ensley, M. D. (2004). A reciprocal and longitudinal investigation of the innovation process: The central role of shared vision in product and process innovation teams (PPITs). Journal of Organizational Behavior, 25(2), 259-278; https://onlinelibrary.wiley.com/doi/abs/10.1002/job.235
* Beckhard, R. F., & Harris, R T. (1987).Organizational Transitions: Managing complex change. Reading, MA: Addison-Wesley
# Handbook of Management Scales/Buyer operational performance
## Buyer operational performance (alpha = 0.95)
### Description

The authors identify key constructs related to supply chain management. Based on a systematic instrument develop process, they develop a set of reliable, valid, and unidimensional measurement scales.

### Items

* Volume flexibility (0.37)
* Delivery speed (0.49)
* Delivery reliability/dependability (0.56)
* Product conformance to specifications (0.80)
* Cost (0.38)
* Rapid confirmation of customer orders (0.78)
* Rapid handling of customer complaints (0.76)
* Customer satisfaction (0.61)

### Source

* Chen/Paulraj (2004): Towards a theory of supply chain management: the constructs and measurements. Journal of Operations Management, Vol. 22, No. 2, pp. 119–150

### Comments

Some items seem to be formative rather than reflective.
# Handbook of Management Scales/Buying firm's top management support
## Buying firm's top management support (alpha = 0.863)
### Items

* Top management is supportive of our efforts to improve the purchasing department.
* In this company, purchasing is considered a vital part of our corporate strategy.
* Purchasing's views are considered important in most top managers' eyes.

### Source

* Krause (1999): The antecedents of buying firms' efforts to improve suppliers. Journal of Operations Management, Vol. 17, No. 2, pp 205–224.

### Related Scales

* Top management support
# Handbook of Management Scales/Capability evaluation
## Capability evaluation (alpha = 0.872; composite reliability = 0.870; AVE = 0.57)
### Items

* Evaluation team fully considered our organization's core competencies.
* Evaluation team had a clear understanding of our core and non-core capabilities.
* Great care was taken to ensure the outsourcing decision was consistent with the business unit's competitive and operations strategy.
* Consideration was given to capabilities that may be important in the future.
* The extent to which the outsourcing decision would impact future strategic options or alternatives was fully evaluated.

### Source

* Handley/Benton (2009): Unlocking the business outsourcing process model. Journal of Operations Management, Vol. 27, No. 5, pp. 344–361.
# Handbook of Management Scales/Change disposition
## Change disposition (composite reliability = 0.73; AVE = 0.48)
### Description

A set of new, multi-item measures are operationalized. The authors define and measure the salient infrastructural competencies – termed business-to-business seller competence (B2B-SC) – associated with the seller-side of Internet-enabled commerce. They find that the conceptual domain of B2B-SC comprises seven theoretically important dimensions: (1) technical skills, (2) change disposition, (3) conflict management, (4) market acuity, (5) coordinated logistics, (6) knowledge channels, and (7) fluid partnering.

### Definition

Change disposition competence is defined as a general readiness for organizational change, or the willingness of the seller’s employees to alter operations in support of the business.

### Items

* Middle managers thrive in pivotal change roles. (0.72)
* Managers are generally supportive of change. (0.64)
* It is easy to implement new practices and initiatives. (0.70)

### Source

* Rosenzweig/Roth (2007): B2B seller competence: Construct development and measurement using a supply chain strategy lens. Journal of Operations Management, Vol. 25, No. 6, pp. 1311-1331.

### Comments

Much efforts have been made by the authors in order to ensure that the new scales exhibit sufficient psychometric properties, which make them quite useful. However, the average variance extracted is too low.
# Handbook of Management Scales/Buying firm's expectation of relationship continuity
## Buying firm's expectation of relationship continuity (alpha = 0.861)
### Items

* We expect our relationship with this supplier to last a long time.
* The relationship we have with this supplier is essentially 'evergreen'.
* It is assumed that renewal of agreements in this relationship will occur.
* The parties make plans not only for terms of current purchases, but also for the continuance of the relationship.

### Source

* Krause (1999): The antecedents of buying firms' efforts to improve suppliers. Journal of Operations Management, Vol. 17, No. 2, pp 205–224.
# Handbook of Management Scales/Change initiation - Change success
## CS - Change success (α = 0.794) (Tornjanski, 2019)
### Description

Cudanov, Tornjanski and Jasko have developed construct based on Beckhard and Harris's model and the subsequent literature with the primary purpose to provide quantitative prediction model in the area of organizational change management. Authors have formalized earlier qualitative assessment into measurement construct aiming at certifying Beckhard and Harris's change model empirically.

### Definition

Change success represents one of the components in Beckhard and Harris's model. Second-order construct referring to change success component takes into account tangible and intangible perspectives, including: financial perspective, stakeholders' perspective, company's competitiveness and other related shown in items hereafter.

### Items

Component "CS" (1 - Completely disagree; 5 - Completely agree):
* Costs of change were realistic and completely acceptable
* Change was implemented in planned deadlines
* Change was implemented within planned budget
* Change improved efficiency and effectiveness of business
* Change fulfilled financial goals
* Change was very useful for suppliers and clients
* Change was very useful for employees
* Change was very useful for managers
* Change was very useful for owners/shareholders
* Change improved service/product quality
* Change improved company competitiveness
* Change fulfilled demands from regulatory bodies

### Source

* Cudanov, M., Tornjanski, V., & Jasko, O. (2019). CHANGE EQUATION EFFECTIVENESS: EMPIRICAL EVIDENCE FROM SOUTH-EAST EUROPE. E+ M Ekonomie a Management, 22(1), 99-115; https://dspace.tul.cz/bitstream/handle/15240/151424/EM_1_2019_07.pdf?sequence=1&isAllowed=y
* Tornjanski, V. (2019). PREDICTING AN ORGANIZATIONAL CHANGE SUCCESS USING QUANTITATIVE BECKHARD AND HARRIS’S CHANGE MODEL. Doctoral Dissertation, University of Belgrade, Faculty of Organizational Sciences; https://www.researchgate.net/publication/338385603_PREDICTING_AN_ORGANIZATIONAL_CHANGE_SUCCESS_USING_QUANTITATIVE_BECKHARD_AND_HARRIS'S_CHANGE_MODEL
# Handbook of Management Scales/Buyer financial performance
## Buyer financial performance (alpha = 0.81)
### Description

The authors identify key constructs related to supply chain management. Based on a systematic instrument develop process, they develop a set of reliable, valid, and unidimensional measurement scales.

### Items

* Return on investment (0.93)
* Profits as a percent of sales (0.94)
* Firm’s net income before tax (0.93)
* Present value of the firm (0.83)

### Source

* Chen/Paulraj (2004): Towards a theory of supply chain management: the constructs and measurements. Journal of Operations Management, Vol. 22, No. 2, pp. 119–150
# Handbook of Management Scales/Capability development
## Capability development (composite reliability = 0.67)
### Description

Survey items were developed from commonly accepted theoretical definitions and were partially influenced by the efforts of other researchers. The authors used past research to obtain general insights about the constructs as opposed to specific items. Business school professors and doctoral students who were familiar with the literature on which the empirical measures were based or who had expertise in survey design critically assessed the content validity of each item. The instrument was then pilot-tested with 30 responses from executives who had been involved in similar types of partnerships. Results from the pilot sample enabled the authors to purify the measures.

### Items

* Our firm is capable of customizing the technology towards new applications.
* Our firm requires outside assistance to support this technology. (R)
* The procurement of this technology allows our firm to independently develop related products or processes.

### Source

* Steensma/Corley (2000): On the performance of technology-sourcing partnerships: The interaction between partner interdependence and technology attributes. Academy of Management Journal, Vol. 43, No. 6, pp. 1045-1067.
# Handbook of Management Scales/Cellular layout
## Cellular layout
### Items

* We have laid out the shop floor so that processes and machines are in close proximity to each other.
* We have organized our plant floor by means of manufacturing cells.
* Our machines are grouped according to the product family to which they are dedicated.
* The layout of the shop floor facilitates low inventories and fast throughput.
* Our processes are located close together, so that material handling and part storage are minimized.

### Source

* Flynn/Flynn (1999): Information-Processing Alternatives for Coping with Manufacturing Environment Complexity. Decision Sciences, Vol. 30, No. 4, pp. 1021-1052.
# GCSE Science/Electrolysis answers

Q1 - Na
Q2 - Sodium Chloride. Provided it is the electrolysis of molten sodium chloride.
Q3 - From the heat supplied from the bunsen
Q4 -
# GCSE Science/Energy
## Introduction

1. Need for Energy:
    All life processes requires energy. Animals obtain energy through the food consumed by them. Green plants can prepare their own food, which is called photosynthesis.
2. Sun - A prime energy source:
    The prime source of energy to our world is the Sun. All living organisms depend directly or indirectly on the sun for their energy needs. Oil, Coal, gas, solar power, wave power and wind power all derive energy from the sun - which has reached the earth either now or in the past.
sun gives plants energy

## Types of Energy

There are many types of energy; here are the main ones:
Potential (Chemical, Elastic, Gravitational, Nuclear) (Usually written a PE) Heat Kinetic (Usually written a KE) Electrical Electro-magnetic
# GCSE Science/Environment

Believe it or not, global warming is not a modern event. Throughout the Earth's history, climate graphs have shown that the temperature has increased and decreased continuously, the difference today being the speed at which the warming is happening. However, what we need to focus on for the GCSE is the rapid global warming that is happening today (often incorrectly referred to as Climate Change), its causes, consequences and ways in which it can be minimised.

## Causes

Okay, so you've heard about in the news millions of times. But what is actually causing global warming?
Well, global warming is caused by an increasing amount of Greenhouse gases in the atmosphere - which are Carbon Dioxide, Methane, Nitrogen Dioxide (Nitrous Oxide) and Water Vapour are greenhouse gases which cause the Greenhouse effect. Be careful when mentioning these gases, as you may be tricked into using the names of other gases.
Sulphur Dioxide is not a greenhouse gas as it does not absorb the sun's heat, but it causes acid rain. Aerosols cause depletion of the Ozone layer, and, whilst contributing to Global Warming, are of no relation to the Greenhouse Effect.
You will not need to explain why the greenhouse gases absorb the sun's heat. However you WILL need to explain that human activity is responsible for adding extra quantities of these gases to the atmosphere. Carbon Dioxide and Water Vapour are the most common greenhouse gases, as they are released from car exhausts, power stations and pretty much every other combustion reaction there is. Methane is released from rice paddies and, of course, from passing wind.

## Consequences

The consequences of global warming are not fully understood, however there is significant scientific evidence that it is causing Climatic Change. Be careful here, as Global Warming is the increase in the Earth's average temperature, whereas Climatic Change is when the weather changes in a certain place, so try to avoid mixing the two phrases.
In the Sahel region in Sub-Saharan Africa, over the past decade, there has been a significant decrease in rainfall and droughts are becoming commonplace. The decrease in rainfall here causes an increase elsewhere, which can increase the problem of flooding in other areas.
Another effect of global warming is the melting of the polar ice caps - the North and South Pole. A hotter termperature obviously causes the ice to melt, which will add to the level of water in the oceans - and a higher level of water means a greater risk of flooding. Throughout the world, there are many flat and low-lying countries and cities that are at considerable risk from flooding. Bangladesh is one of the most flood prone countries in the world and there will be a higher chance of floods striking the country, causing death and damage to thousands of people.
# GCSE Science/Electromagnetism

Electric currents produce magnetic fields and moving magnetic fields produce electric currents. This module looks that this property of electric and magnetic fields in detail. You will learn about the magnetic fields generated by a wire and a solenoid, then go on to look at motors generators and transformers.

## Review of Magnetism

From work in lower school you should already be familiar with the basic properties of magnets. They are:
* Magnets strongly attract magnetic materials such as iron, steel, nickel, cobalt, and some alloys and ceramics.
* Magnets have two poles: a north and a south.
* Like poles repel, unlike poles attract.
Notice the similarity between magnetism and electricity. Electricity attracts neutral materials (recall a rubbed balloon picking up small bits of paper). Electricity comes in two forms:positive and negative. Like charges repel, unlike charges attract. Physicists long ago realised that these similarities were important. It is now realised that electricity and magnetism are closely related forces. They are really two different aspects of the same force! We call that force electromagnetism. This next section of the electricity module is probably the hardest. But it is also the most interesting. Work the problems in the text as you go along and you will be able to cope.
* GCSE Science/Magnetic effects of a current
* GCSE Science/Uses of electromagnets
* GCSE Science/The motor effect
* GCSE Science/Induction
* GCSE Science/Generating electricity
* GCSE Science/Transformers