OpenLLM-France/wikimedia huggingface dataset:
# Handbook of Management Scales/Change initiation - The degree of dissatisfaction with the status quo
## D - The degree of dissatisfaction with the status quo (α = 0.820) (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. First component in Beckhard and Harris's change formula, i.e. “D”, refers to the degree of dissatisfaction with the status quo. Accordingly, second-order construct depicted in text below refers to measuring dissatisfaction of actual state within organizations.

### Definition

Dissatisfaction with the status quo illustrates discontent of employees with the actual situation, noting that employees would not be motivated to change if they are satisfied with the current situation (Beckhard & Harris, 1987). High level of dissatisfaction with the status quo represents a significant factor that contributes to reducing level of resistance to change (Beckhard & Harris, 1987; Cudanov et al., 2019; Tornjanski, 2019).

### Items

Construct consists of 5-point scale aiming at measuring the degree of dissatisfaction with the status quo. Component "D" (1 - Completely disagree; 5 - Completely agree):
* I was completely satisfied with situation before change
* If I could, I would change organization long before change was initiated
* I was very satisfied to hear idea about change

### 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
* Beckhard, R. F., & Harris, R T. (1987). Organizational Transitions: Managing complex change. Reading, MA: Addison-Wesley
# Handbook of Management Scales/Change readiness
## Change readiness
### Description

The paper defines and operationalizes eight Enterprise Resource Planning (ERP) competence constructs. A two-stage normative process of scale development is followed. First, a portfolio of eight generic constructs that are hypothesized to be associated with successful ERP adoption is identified. Each construct is then operationalized as a multi-item measurement scale by applying a manual item sorting technique iteratively to independent panels of expert judges until tentative reliability and validity is established. Second, the multi-item scales is further refined and validated using survey data from 79 North American manufacturing users of ERP systems. The following items are taken from the change readiness dimension of the ERP competence construct.

### Definition

Change readiness refers to the managerial strategies used to overcome workforce resistance to the operational changes resulting from the implementation of the ERP system.

### Items

* Employees understand how they fit into the new ERP Entity.
* Employees have input into how their jobs will change with new ERP business processes.
* Management actively works to alleviate employee concerns about ERP.
* An ERP support group is available to answer concerns about ERP job changes.
* The roles of all employees under the ERP system have been clearly communicated.
* The change readiness of employees impacted by the ERP system is regularly assessed.
* Employees are not prepared for a series of ERP-related changes as the system evolves. (reverse coded)
* ERP-focused changes to the employee reward system have been communicated.

### Source

* Stratman/Roth (2002): Enterprise Resource Planning (ERP) Competence Constructs: Two-Stage Multi-Item Scale Development and Validation. Decision Sciences, Vol. 33, No. 4, pp. 601-628.
# Handbook of Management Scales/Collective identification
## Collective identification (alpha = 0.80, 0.75)
### Description

Based on different field samples, new measurements are developed for relational identification and collective identification, as two types of group identification (= employee identification developed in organizational workgroups).

### Definition

When people’s experience within a workgroup plays an important role in shaping their self-concept, they develop identification with the workgroup (= group identification).
Collective identification refers to the degree to which one includes group membership and shared characteristics of the group in one’s self-concept.

### Items

I feel strongly identified with this workgroup because ...
* This group offers me many career opportunities. (0.74)
* This group provides experiences essential to my career success. (0.72)
* This group provides me with a good chance of promotion. (0.70)
* This group is considered as a high-status professional group. (0.64)
* This group receives little attention from the top managers of the organization (reverse-coded). (0.62)
* This group is a key unit of the organization. (0.56)
* This group does not achieve success (reverse-coded). (0.55)

### Source

* Zhang et al. (2014): Relational Versus Collective Identification Within Workgroups: Conceptualization, Measurement Development, and Nomological Network Building. Journal of Management, Vol. 40, No. 6, pp. 1700–1731

### Comments

Strictly speaking, the word "because" in the introductory half-sentence makes the measurement of the items formative rather than reflective; this half-sentence might thus be re-worded in future studies. The reverse-coded items do not seem to fit well to the introductory half-sentence. The mean of the scale was relatively large (study 1: 4.88, study 2: 5.06); given that a 7-point scale was used and the "ideal" mean of such a scale would be 4, words like "very" or "always" might be included in future studies to shift the mean towards this ideal value. The factor loadings of the last two items are relatively low.

### Related Scales

* Relational identification
# Handbook of Management Scales/Collectivism
## Collectivism
### Description

Collectivism was measured with four items taken from Earley (1989).

### Items

* Working with a group is better than working alone.
* Individuals are responsible for the successes or failures of work groups.
* One should live one’s life independent of others as much as possible (reverse coded).
* Each worker is responsible for the outcomes of his or her company.

### Source

* Zhang et al. (2014): Relational Versus Collective Identification Within Workgroups: Conceptualization, Measurement Development, and Nomological Network Building. Journal of Management, Vol. 40, No. 6, pp. 1700–1731
# Handbook of Management Scales/Change initiation - Clarity of actions towards preferred future state
## F - Clarity of actions towards preferred future state (α = 0.795) (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. Third component in Beckhard and Harris's change formula, i.e. “F”, refers to the clarity of actions towards preferred future state. Accordingly, second-order construct depicted in text below refers to assessment of first steps clarity towards desired future state.

### Definition

Third component, “F”, characterizes practical first steps or worthwhile actions as beginning of change process towards preferred future state. The significance of the actions can be explained by the notion “Vision without action is a dream” (Higgs & Dulewicz, 2016, p. 80; Cudanov et al., 2019; Tornjanski, 2019).

### Items

Component "F" (1 - Completely disagree; 5 - Completely agree):
* I knew what was expected of me in the change process (towards vision)
* Implementation deadlines were realistic
* I have had necessary management support towards change implementation

### 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
* Beckhard, R. F., & Harris, R T. (1987).Organizational Transitions: Managing complex change. Reading, MA: Addison-Wesley
* Higgs, M., & Dulewicz, V. (2016).Developments in leadership thinking.In Leading with Emotional Intelligence (pp. 75-103).Springer International Publishing; doi: 10.1007/978-3-319-32637-5_6
# Handbook of Management Scales/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). Predviđanje uspešnosti organizacionih promena kvantitativnim Bekard i Harisovim modelom (Doctoral dissertation, Univerzitet u Beogradu-Fakultet organizacionih nauka); http://uvidok.rcub.bg.ac.rs/bitstream/handle/123456789/3612/Doktorat.pdf?sequence=1
# Handbook of Management Scales/Codification
## Codification (alpha = 0.86)
### Description

Based on learning theory and multilevel thinking, measures were developed and validated for four types of team learning processes, as “team learning originates in individual intuition, is amplified through interpretation and integration, and manifests itself at the team level via the codification of collective cognition and action”.

### Definition

Codification “enables a team to put knowledge and ideas into practice and reflect and build on what has been learned” (Gibson & Vermeulen, 2003, p. 206).

### Items

* Our team carefully documented how we did our work. (0.96)
* In our team, we had a formal system to capture good ideas. (0.91)
* Our team attempted to record our best practices. (0.70)
(items adopted from Gibson & Vermeulen, 2003)

### Source

* Kostopoulos et al. (2013): Structure and Function of Team Learning Emergence: A Multilevel Empirical Validation. Journal of Management, Vol. 39, No. 6, pp. 1430–1461
# Handbook of Management Scales/Cleanliness and organization
## Cleanliness and organization (alpha = 0.7616)
### Items

* Our plant emphasizes putting all tools and fixtures in their place.
* We take pride in keeping our plant neat and clean.
* Our plant is kept clean at all times.
* I often have trouble finding the tools I need. (r)
* Our plant is disorganized and dirty. (r)

### Source

* Flynn et al. (1994): A framework for quality management research and an associated measurement instrument. Journal of Operations Management, Vol. 11, No. 4, pp. 339-366.
# GTK+ By Example/Glib/Type System

The Glib type system aims to simplify programming cross-platform programs, we will spend a small amount of time explaining why.

## Basic Types

See basic types in the Glib API.

### Why Reimplement Fundamental Types

Glib re-implements the fundamental C types in order to ensure cross-platform portability, this also makes it easier to program on multiple platform, because you can be sure of what your data looks like in memory.

## Complex Types

See complex data types glib implements.
Glib implements some commonly used non-scalar data types.
* Doubly and Singly Linked Lists.
* Balanced B-Trees.
* Enums
# GTK+ By Example/Introduction
## About This Book

GTK+ is a cross-platform Graphical User Interface (GUI) programming library. It is most well known for it's association with the GNOME desktop environment.
GTK+ is supported in:
* UNIX/Linux
* OS X
* Microsoft Windows

## Prerequisite Knowledge

We assume a working knowledge of the C programming language. You should be familiar with functions, pointers and file operations.
If you need a refresher, you should consider the excellent book by Kernighan and Ritchie, ISBN: 0131103628.
In addition, you will require basic skills with the command line, a compiler, Make and an editor of your choice.

## Aims

* Accessible introduction to the GTK+ windowing toolkit
* Get started building programs from the beginning
# GTK+ By Example/Glib/Signals and Callbacks
## What Are Signals and Callbacks?

See Theory of Signals and Callbacks Tutorial.

## Real Life Analogue

Think of a fortress with gates, the gates remain open unless someone is attacking. How does the fortress know of an attack, It has Signal Towers that burn a fire, and a person watching the towers, to sound a warning bell and the guards close the gate.
We need some code that works and follows the real life analogue.

## Signals

See Signals Documentation.
# GTK+ By Example/Texting with Pango

Pango or Παν語 is a modern text layout engine. Its key feature includes support for international texts. The layout engine supports both horizontal and vertical texts and both right to left as well as left to right. It also supports unicode text. It supports a broad set of font formats including: Type 1 (Postscript), TrueType, and OpenType fonts. Like the core GTK+ library, Pango is cross-platform library and can be used independently of GTK+. It runs under Linux, MacOS X and Microsoft Windows. It only requires the Glib library and the host rendering library. This library can be either Cairo, Xtf, Win32.
# GTK+ By Example/Tree View/Components

The most important concept underlying GtkTreeView is that of complete separation between data and how that data is displayed on the screen. This is commonly known as Model/View/Controller-design (MVC). Data of various type (strings, numbers, images, etc.) is stored in a 'model'. The 'view' is then told which data to display, where to display it, and how to display it. One of the advantages of this approach is that you can have multiple views that display the same data (a directory tree for example) in different ways, or in the same way multiple times, with only one copy of the underlying data. This avoids duplication of data and programming effort if the same data is re-used in different contexts. Also, when the data in the model is updated, all views automatically get updated as well.
So, while GtkTreeModel is used to store data, there are other components that determine which data is displayed in the GtkTreeView and how it is displayed. These components are GtkTreeViewColumn and GtkCellRenderer. A GtkTreeView is made up of tree view columns. These are the columns that users perceive as columns. They have a clickable column header with a column title that can be hidden, and can be resized and sorted. Tree view columns do not display any data, they are only used as a device to represent the user-side of the tree view (sorting etc.) and serve as packing widgets for the components that do the actual rendering of data onto the screen, namely the GtkCellRenderer family of objects (I call them 'objects' because they are not GtkWidgets). There are a number of different cell renderers that specialise in rendering certain data like strings, pixbufs, or toggle buttons. More on this later.
Cell renderers are packed into tree view columns to display data. A tree view column needs to contain at least one cell renderer, but can contain multiple cell renderers. For example, if one wanted to display a 'Filename' column where each filename has a little icon on the left indicating the file type, one would pack a GtkCellRendererPixbuf and a GtkCellRendererText into one tree view column. Packing renderers into a tree view column is similar to packing widgets into a GtkHBox.
# Finnish/Hyvää päivää

<<Alphabet | Hello! | What is your name?>>
The first thing most people expect to say when meeting people is “Hello” or “Hi”. The polite and (very) formal way to greet people is to call them Mr, Mrs or Miss. These forms are used quite rarely in Finnish language.
* Mr. – herra
* Mrs. – rouva
* Miss – neiti
There are several words you can use for "Hello":
Hei, Moi, and Terve.
Hei has become semiformal and is more formal than Moi or Terve. These greetings may also be translated as an informal way of saying "Good bye".
Hei Hei - Goodbye
Or you can say:
Näkemiin or a more informal version nähdään – Goodbye (literally "we shall see again").
You may also wish someone a good day, just as in English:
Hyvää huomenta or Huomenta – "Good morning" or (less formal) "Morning".
Hyvää aamupäivää – An alternative greeting used in the morning (literally Good early-day or morning day).
Hyvää päivää or Päivää – "Good day" or "Day". Very common, rather formal greeting.
Hyvää iltapäivää – "Good afternoon"; not used very commonly.
Hyvää iltaa or Iltaa – "Good evening".
Mitä kuuluu? or Kuinka voit / voitte? (more polite) – How are you?
Kiitos, hyvää. – Fine, thank you.
Ei niin hyvää, kiitos. – Not so good, thank you.

## Where are you from?

Note that Italy is Italia in Finnish. Espoo is a city west of Helsinki.
Mistä olet kotoisin? – Where are you from?
or (more formal) Mistä olette kotoisin?
Olen (kotoisin)... -sta/-stä, -lta/-ltä – I am from...
* Example: Olen (kotoisin) Italiasta – I am from Italy.
Missä asut? – Where do you live?
Asun... -ssa/-ssä, -lla/-llä – I live in...
* Example: Asun Espoossa – I live in Espoo.

### Example Dialog Number One

Here is an informal setting between Pekka and his friend Jussi.
* Pekka: Hei, Jussi.
* Jussi: Terve, Pekka.

### Example Dialog Number Two

This is a (very) formal setting between Mr Virtanen and Mrs Mäkelä.
* Herra Virtanen: Hyvää huomenta, rouva Mäkelä.
* Rouva Mäkelä: Hyvää päivää, herra Virtanen.
* Herra Virtanen: Mitä kuuluu?
* Rouva Mäkelä: Kiitos, hyvää.

### Exercises

Fill in the English translations, from memory, for the Finnish phrases below. You might want to review them first!
Moi: _____________
Hyvää päivää: _____________
Päivää: _____________
Hyvää huomenta: _____________
Mitä kuuluu?: _____________
Hyvää iltaa!: _____________
Olen Italiasta: _____________
Hei hei!: _____________
Mistä olet kotoisin?: _________________
# Time in the Finnish language
## Years

| Mikä vuosi nyt on? | What year is it now? |
| Nyt on vuosi 2008 (help·info) | It is 2008 now |

## Months

| Tammikuu (help·info) | January |
| Helmikuu (help·info) | February |
| Maaliskuu (help·info) | March |
| Huhtikuu (help·info) | April |
| Toukokuu (help·info) | May |
| Kesäkuu (help·info) | June |
| Heinäkuu (help·info) | July |
| Elokuu (help·info) | August |
| Syyskuu (help·info) | September |
| Lokakuu (help·info) | October |
| Marraskuu (help·info) | November |
| Joulukuu (help·info) | December |
Listen to all months read at once (help·info)

## Dates

* The common Finnish date format is dd.mm.yyyy
* for example 29.11. 2008 (November 29, 2008) can be read either

## Days of Week

| Maanantai (help·info) | Monday |
| Tiistai (help·info) | Tuesday |
| Keskiviikko (help·info) | Wednesday |
| Torstai (help·info) | Thursday |
| Perjantai (help·info) | Friday |
| Lauantai (help·info) | Saturday |
| Sunnuntai (help·info) | Sunday |
Listen to all Days of Week read at once (help·info)
* In Finland Monday is the first day of the week.

## The clock

* Officially Finland uses 24 hours time format, although 12 hour format is being used aside it informally: kello on 13.30, kello on puoli kaksi, (it's 13:30).
* Listen to the numbers from 1 to 24 in Finnish (help·info): yksi, kaksi, kolme, neljä, viisi, kuusi, seitsemän, kahdeksan, yhdeksän, kymmenen, yksitoista, kaksitoista, kolmetoista, neljätoista, viisitoista, kuusitoista, seitsemäntoista, kahdeksantoista, yhdeksäntoista, kaksikymmentä, kaksikymmentäyksi, kaksikymmentäkaksi, kaksikymmentäkolme, kaksikymmentäneljä
| Kello on yksi (help·info) | It is one o' clock |
| Kello on kaksi (help·info) | It is two o' clock |
| Kello yhdeltä (help·info) | At one o' clock |
| Kello kahdelta (help·info) | At two o' clock |
| Kello on viisi minuuttia yli yksi (help·info) | It is five (minutes) past one |
# Finnish phrases by themes

* Time
* Countries, cities and other geographical names
* Love
# Fire Emblem Warriors

This is a wikibook for the video game Fire Emblem Warriors, a Fire Emblem video game created by Koei Tecmo and Team Ninja and featuring gameplay from Dynasty Warriors. The game was released for both the New Nintendo 3DS and Nintendo Switch in 2017. A similar collaboration between Nintendo and Koei Tecmo occurred in 2014 when they produced Hyrule Warriors, a Warriors game featuring The Legend of Zelda characters.

## Table of contents
### Story Mode

* Premonition: Interwoven Destinies
* Prologue: Crumbling Peace
* Chapter 1: Home in Ruins
* Chapter 2: Woodlands Encounter
* Chapter 3: Dragon Valley Temple
* Chapter 4: Hero-King of the Desert
* Chapter 5: The Dragon's Table
* Chapter 6: Hoshidan Princess
* Chapter 7: Hoshidan Prince
* Chapter 8: High Prince Ryoma
* Chapter 9: Nohrian Princess
* Chapter 10: Nohrian Prince
* Chapter 11: Crown Prince Xander
* Chapter 12: An Orchestrated Battle
* Chapter 13: What Happened to Corrin
* Chapter 14: Sieging the Citadel
* Chapter 15: Taking the World Tree
* Chapter 16: The Imprisoned Prince
* Chapter 17: Royal Blood
* Chapter 18: Chaos Dragon's Might
* Chapter 19: Reclaiming Home
* Chapter 20: Clash at the World Tree Chapter
* Endgame: Chaos Dragon Velezark

### Characters

* New
** Rowan
** Lianna
* Awakening
** Chrom
** Lissa
** Frederick
** Robin
** Lucina
** Cordelia
* Fates
** Corrin
** Hoshido
*** Ryoma
*** Takumi
** Nohr
*** Xander
* Classic
** Marth
** Tiki
* DLC

### Objects

* Dragon Vein
* Magic Pillar
# Finnish/coverpage

| Suomi | Finnish ~ English Learning the Finnish Language Go to Contents >>> |

## See also

Finnish dialogues
Finnish Language for Foreigners (English Translation)
Finnish Language in Use (English Translation)
Wikipedia articles about the Finnish language and the Finnish grammar.
The Finnish language edition of Wikibooks.
The Finnish language edition of Wikipedia.
Discuss the Finnish language and all things Finnish.