OpenLLM-France/wikimedia huggingface dataset:
# Green Politics/Technology

Green Politics and Technology
Green Politics posits the need for appropriate technology in the context of ecological relationships for the human species as well as all other native species-populations.
Technology - Many Greens perceive technology as a way to liberate humanity from the drudgery and boring grind of physical labor. In this sense, technologies have a liberating destiny for humanity. Greens still question technology ruthlessly, because technology is either appropriate or inappropriate.
Also, science, technology, and production are now fused in an attempt to continually increase production and consumption. As a result, inappropriate technologies flourish as this insatiable appetite for growth expands. Inappropriate technologies spread like plagues World-wide while commercial propaganda replaces vital information to extend inappropriate technologies.
Here's one way to understand inappropriate technologies: Firing a cannon ball to ring a doorbell is an inappropriate use of technology, not so unlike using nuclear energy to produce electricity. The cannon in this example also represents an inappropriate technology, many Greens will argue. "Its destiny is implied by its design."
Be that as it may, the cannon's influence ends at the doorbell. However, the technologies of genetic engineering, for another example, alter life forms. Like the cannon, genetic engineering has a destiny in its design; unlike the cannon, genetic engineering's destiny influences human and non-human nature well beyond the perceivable future. Ecological problems will probably grow exponentially because one in five non-indigenous (not native born) species, when introduced into a new habitat, dislodge indigenous (native born) species-populations.
Consequently, future generations may choose to ignore the cannon's destiny and deny it a place in their society. But, they cannot choose to ignore genetic engineering's destiny or deny it a place in their society, since our generation embedded altered life-forms in non-human nature. Ecological collapse will most likely occur if humanity fails to change its attitude toward nature. The same reasoning applies to other inappropriate technologies that risk life's ecological security, like nuclear energy.
# Greenlandic/The Greenlandic alphabet
## Basic Alphabet

| Letter | IPA | English Approximant | Notes |
| Aa | a | father | |
| Ee | e | care | Only appears before Qq or Rr |
| Ff | f | fjord | |
| Gg | g | goat | |
| Ii | i | ear | Becomes Ee before Qq or Rr |
| Jj | j | you | |
| Kk | k | brook | |
| Ll | l | land | |
| Mm | m | mouse | |
| Nn | n | Nuuk (Capital of Greenland) | |
| Oo | o | old | Only appears before Qq or Rr |
| Pp | p | pelican | |
| Qq | q | No English Equivalent | Like Kk but further back in the throat |
| Rr | ʁ | No English Equivalent | Like the French Rr |
| Ss | s | ice | |
| Tt | t | foot | |
| Uu | u | school | Becomes Oo before Qq or Rr |
| Vv | v | van | |
B, C, D, H, W, X, Y, Z, Æ, Ø, and Å are only used in foreign words.
# Greek Mythology/Titans/Themis

Themis was a Titan, being a daughter of Uranus and Gaia. She, as many others, is an Earth goddess.
# Greenlandic/Introducing yourself

| English | Greenlandic |
| Hello (Informal) | Aluu |
| Hello (Formal) | Kutaa |
| What is your name? | Qanoq ateqarpit? |
| My name is [Name] | [Name](i)mik ateqarpunga |
| How are you? | Qanoq ippit? |
| I'm fine | Ajunngilanga |
| And how are you? | Illimi qanoq ippit? |
| Where are you from? | Suminngaaneerpit? |
| I'm from [Location] | [Location]minngaaneerpunga |
# Greek Mythology/Titans/The Seasons

The Seasons, or the Horae, were both the personifications of the seasons, but were also the guardians of the cloudy entrance to Mount Olympus, as well as remembering which gods/goddesses were on Mount Olympus and which were abroad.
There were only three Seasons because classically, only spring, summer and winter were recognized.
# Greek Mythology/Titans/Theia

Theia is a daughter of Uranus and Gaia and thus a Titan. She is the sister and mate of Hyperion.
# ICT for Disaster Management
## Table of Contents

* Foreword
* Introduction
* Disaster Management
* ICT for Disaster Prevention, Mitigation and Preparedness
* ICT for Disaster Response
* ICT for Disaster Recovery
* Conclusion
* References
* Notes
* Annex:Global and Regional Organizations Working in Disaster Management
* Acknowledgements
* List of Tables
* List of Figures
* List of Boxes
* About the Author

## Information

This book is donated by UNDP Asia-Pacific Development Information Programme (UNDP-APDIP) to the community. The original publication by:
Author: Chanuka Wattegama (Foreword by Prof. Krasae Chanawongse) © UNDP-APDIP, APCICT, 45 pages ISBN 978-974-8283-94-4
is located at http://www.apdip.net/publications/iespprimers/eprimer-dm.pdf
This wikibook is available under the terms of GNU Free Documentation License and Creative Commons Attribution License 2.5

## Notes

Numbers that are just placed in the middle of the sentence are citations, and should be linked to the Notes page. Do not delete these citation numbers! Use the {{ictdmcite}} template to link them instead.
# ICT for Disaster Management/About the Author

Chanuka Wattegama, an electronics engineer, graduated from the National Institute of Technology, Karnataka, India and holds an MBA from the University of Colombo. He counts more than 13 years’ experience at the specialist and senior management levels. His specialization is ICT and its applications for development. He is also one of the key ICT for Development researchers in Sri Lanka, with several international-level publications to his credit. Chanuka works for UNDP-APDIP, which aims to promote ICT for sustainable human development. He is a member of the Technical Committee of APCICT. He has also worked as a consultant for the Information and Communication Technology Agency and the apex body for ICT-related activities in Sri Lanka, leading one of its largest projects. As a researcher, Chanuka has co-authored the Sri Lankan chapters for the books ‘Media in Asia’, ‘Internet in Asia’,‘Cyber Communities in Asia’ and ‘Digital Review of Asia Pacific’.
# ICT for Disaster Management/Acknowledgements

We would like to acknowledge the assistance received from Nescha Teckle, Sanny Jegillos, Rajesh Sharma and Pablo Torrealba of the UNDP Asia-Pacific Regional Crisis Prevention and Recovery Team, Prof. Krasae Chanawongse and Roopa Rakshit of the Asian Disaster Preparedness Center, and Sanjana Hattotuwa from Infoshare, for the valuable input they have provided for this publication.
# HSC Physics/Core/Space/How to be an astronaut!

In this topic, students learn and enhance their knowledge about how to be an astronaut! Yes, they will be taught about that cool suit they will wear and the great feelings and experiences of landing on such surfaces like the moon. However, this topic contains an element of challenge as students are encouraged to research an astronaut and then give extended responses on their favourite type of chocolate cake. Yum, cake.
# HSC Physics/Core/Space/Special Relativity

Special relativity (SR) (also known as the special theory of relativity or STR) is the physical theory of measurement in inertial frames of reference proposed in 1905 by Albert Einstein (after the considerable and independent contributions of Hendrik Lorentz, Henri Poincaré and others) in the paper "On the Electrodynamics of Moving Bodies". It generalizes Galileo's principle of relativity—that all uniform motion is relative, and that there is no absolute and well-defined state of rest (no privileged reference frames)—from mechanics to all the laws of physics, including both the laws of mechanics and of electrodynamics, whatever they may be. Special relativity incorporates the principle that the speed of light is the same for all inertial observers regardless of the state of motion of the source.
This theory has a wide range of consequences which have been experimentally verified, including counter-intuitive ones such as length contraction, time dilation and relativity of simultaneity, contradicting the classical notion that the duration of the time interval between two events is equal for all observers. (On the other hand, it introduces the space-time interval, which is invariant.) Combined with other laws of physics, the two postulates of special relativity predict the equivalence of matter and energy, as expressed in the mass-energy equivalence formula E = mc$^2$ , where c is the speed of light in a vacuum. The predictions of special relativity agree well with Newtonian mechanics in their common realm of applicability, specifically in experiments in which all velocities are small compared with the speed of light. Special relativity reveals that c is not just the velocity of a certain phenomenon — namely the propagation of electromagnetic radiation (light)— but rather a fundamental feature of the way space and time are unified as spacetime. One of the consequences of the theory is that it is impossible for any particle that has rest mass to be accelerated to the speed of light.
The theory is termed "special" because it applies the principle of relativity only to inertial reference frames, i.e. frames of reference in uniform relative motion with respect to each other. Einstein developed general relativity to apply the principle more generally, that is, to any frame so as to handle general coordinate transformations, and that theory includes the effects of gravity. From the theory of general relativity it follows that special relativity will still apply locally (i.e., to first order), and hence to any relativistic situation where gravity is not a significant factor. Inertial frames should be identified with non-rotating Cartesian coordinate systems constructed around any free falling trajectory as a time axis.
# HSC Physics/Core/Motors and Generators/Motor effect and DC electical motors/Questions/Mathematical problems/Answers

       $\ =36*0.75$
       $\ =27Nm$
# HSC Physics/Core/Motors and Generators/Motor effect and DC electical motors/Questions/Mathematical problems

The following are mathematical problems based on the module. The answers/solutions will soon be provided. Click here for the answers.
# HSC Physics/Core/Space
## Chapters

* The Earth's Gravitational Field
* A Successful Rocket Launch
* Gravity in the Solar System
* Special Relativity
# Flora of New York/General references
## New York State plants

* New York Flora Association
* Weldy, Troy and David Werier. 2012 New York Flora Atlas. [S. M. Landry and K. N. Campbell (original application development), Florida Center for Community Design and Research. University of South Florida]. New York Flora Association, Albany, New York.

## Native plants

* New York State Department of Environmental Conservation (DEC) Protected native plants
* NYS-DEC Recently Adopted Part 193.3, Protected Native Plants
* New York Natural Heritage - Program plant guides
* USDA Natural Resources Conservation Service (NRCS) - New York Protected Plants
* U. S. Fish and Wildlife Service, New York Threatened species
* U. S. Forest Service Region 9, Conservation Assessments for Plants
* Lady Bird Johnson Wildflower Center - New York recommenations Commercially available native plant species suitable for planned landscapes in New York.
* Native Plants for Wildlife Habitat and Conservation Landscaping, Chesapeake Bay Watershed U.S. Fish & Wildlife Service.

## Non-native plants

* USDA Natural Resources Conservation Service (NRCS) - Weeds of the Northeast from Uva, R.H., J.C. Neal, & J.M. DiTomaso. Weeds of the Northeast. Cornell University Press, Ithaca, New York.
* Non-Native Plant Species Invasiveness Assessment Sea Grant. New York Invasive Species Information - The New York Invasive Species Clearinghouse
* U. S. Invasive Plant Atlas
** Grasses and Grasslike Plants
** Herbs/Forbs
** Shrubs/Subshrubs
** Trees
** Vines
* Eastern Region invasive plants, ranked by degree of invasiveness as based on information from States (1998) US Forest Service.
* Policy on the use of non-native plants in Cornell Plantations' accessioned collections (2009)

## Regional plants

* Flora of the Niagara Frontier, Niagara Frontier Botanical Society
* Finger Lakes Native Plant Society
** Native Plants Suitable for Wildflower Gardens & Meadows or Traditional Gardens in the NY Finger Lakes

## Biological Latin

* Peter Ommundsen, Pronunciation of Biological Latin, Including Scientific Names of Plants and Animals PDF
* Simpson 2010, "How to Pronounce Scientific Names" from Plant Systematics
# Flora of New York/Glossary
## Glossary
### fruit
#### berry

A berry is a simple fleshy fruit (such as a grape or tomato) in which all parts of the fruit are edible.

#### pome

A pome is a simple fleshy fruit (such as an apple or pear) with an inedible core containing the seeds.

#### drupe

A drupe is a simple fleshy fruit (such as a cherry, plum, or peach) that has a thin outer skin (exocarp) surrounding a fleshy mesocarp that surrounds a hard inedible pit (endocarp), which contains the seed. In aggregate fruits (such as raspberries), the individual sections are called drupelets.

#### pepo
## References

* "Fruit Types" from S.J.Meades, D.Schnare, K.Lawrence & C.Faulkner. (2004 onwards). Northern Ontario Plant Database Website. Version 1, January 2004. Algoma University College and Great Lakes Forestry Centre, Sault Ste. Marie, Ontario, Canada.
* James D. Mauseth, University of Texas, Austin (2009). Botany, an Introduction to Plant Biology, Fourth edition. Jones and Bartlet Publishers, Sudbury Massachusetts. "Fruit Types and Seed Dispersal."
# Flora of New York/Hemiptera
## Order Hemiptera

* The order Hemiptera includes bugs, hoppers, aphids.

### Family Adelgidae
#### Adelges

* Adelgids
Hemiptera — Adelgidae — Adelges :
| Genus Adelges | Adelgids | N.Y. Status | Images | Distribution | NY NPT |
| Adelges tsugae Annand, 19241924. Adelges tsugae Annand | | Introduced, Highly invasive | | 0 counties | Images Wikispecies |
| Adelges piceae (Ratzeburg, 1844)1844. Chermes piceae Ratzeburg 1844. Adelges piceae (Ratzeburg) 1908. Chermes picae Nüsslin | Balsam woolly aphid ⓘ Balsam woolly adelgid ⓘ | Introduced, Moderately invasive,  iMapInvasives | | GBIF 0 counties | Images Wikispecies |
# Handbook of Management Scales/Pull
## Pull (alpha > 0.7; composite reliability = 0.88; average variance extracted = 0.66)
### Description

The research takes a step toward clarifying the concept of lean production and develops and validates a multi-dimensional measure of lean production. The 10 distinct dimensions of a lean system are continuous flow, customer involvement, employee involvement, JIT delivery by suppliers, pull, set up time reduction, statistical process control, supplier development, supplier feedback, and total productive/preventive maintenance.

### Definition

Lean production is an integrated socio-technical system whose main objective is to eliminate waste by concurrently reducing or minimizing supplier, customer, and internal variability. This dimension of lean production is about facilitating JIT production including kanban cards which serves as a signal to start or stop production.

### Items

Please indicate the extent of implementation of each of the following practices in your plant. (1) no implementation; (2) little implementation; (3) some implementation; (4) extensive implementation; (5) complete implementation.
* Production is "pulled" by the shipment of finished goods.
* Production at stations is "pulled" by the current demand of the next station.
* We use a "pull" production system.
* We use Kanban, squares, or containers of signals for production control.

### Source

* Shah/Ward (2007): Deﬁning and developing measures of lean production. Journal of Operations Management, Vol. 25, No. 4, pp. 785-805.

### Comments

The last item might be formative rather than reflective, because it doesn't react to other signals than those mentioned.
# Handbook of Management Scales/Quality improvement rewards
## Quality improvement rewards (alpha = 0.7643)
### Items

* Workers are rewarded for quality improvement.
* Supervisors are rewarded for quality improvement.
* If I improve quality, management will reward me.
* We pay a group incentive for quality improvement ideas.
* Our plant has an annual bonus system based on plant productivity.
* Nonfinancial incentives, such as jackets, coffee cups, etc., are used to reward quality improvement.

### 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.
# Handbook of Management Scales/Project management
## Project management
### 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 project management dimension of the ERP competence construct.

### Definition

Project management involves the use of skills and knowledge in coordinating the scheduling and monitoring of defined activities to ensure that the stated objectives of implementation projects are achieved.

### Items

* The tasks to be performed during the ERP project are clearly defined.
* The responsibilities of project team members are clearly defined.
* There is a formal management process to track external contractor activities.
* Problems found during reviews of external project members are not tracked to closure. (reverse coded)
* Measurements are used to determine the status of project tasks.
* Project tasks are reviewed on a periodic basis.
* The ERP project leader is able to track project tasks to completion.
* The ERP project leader is experienced in project management.

### 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/Quality data and reporting
## Quality data and reporting (alpha = 0.91; composite reliability = 0.90)
### Description

Eight quality management practices were identiﬁed by the authors: customer focus, employee relations, management leadership, process management, product/service design, quality data and reporting, supplier quality management, and training.

### Items

* Availability of quality data (error rates, defect rates, scrap, defects, etc.). (0.80)
* Timeliness of the quality data. (0.84)
* Extent to which quality data (cost of quality, defects, errors, scrap, etc.) are used as tools to manage quality. (0.91)
* Availability of procedures to ensure the reliability and improvement of data gathering. (0.76)
Items 1–3 were adapted from Saraph et al. (1989); item 4 was adapted from Black and Porter (1996).

### Source

* Kaynak/Hartley (2008): A replication and extension of quality management into the supply chain. Journal of Operations Management, Vol. 26, No. 4, pp. 468–489.
# Handbook of Management Scales/Profitability
## Profitability (AVE = 0.742; CR = 0.896)
### Description

The authors test the construct validity of indicators of three dimensions of organizational performance, a fundamental construct in strategic management. Based on an examination of reliability, convergent validity, discriminant validity and nomological validity, and on additional analyses, the authors find evidence of four rather than three dimensions of organizational performance: liquidity, profitability, growth, stock market performance.

### Items

* Return per employee (0.791)
* Return on sales (0.687)
* Return on assets (0.748)

### Source

* Hamann et al. (2013): Exploring the Dimensions of Organizational Performance: A Construct Validity Study. Organizational Research Methods, Vol. 16, No. 1, pp. 67-87

### Comments

The authors did a lot to ensure reliability and validity of their scales. Richard et al. have conduct related research: Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management, Vol. 35, Nr. 5, pp. 718-804.

## Related Scales

* Comparative organizational performance
* Cost performance, delivery performance, flexibility performance, and quality performance
* Firm's financial performance over the past 5 years
* Performance
* Organizational performance: liquidity, profitability, growth, stock market performance
# Handbook of Management Scales/Purchase intention
## Purchase intention (alpha = 0.80)
### Items

A three-item, seven-point scale was used to measure purchase intention:
* how positive or negative is your judgment of the product?
* how interesting do you find the product?
* how likely is it that you will buy the product within half a year from now?

### Source

* Saaksjarvi/Morel (2010): The Development of a Scale to Measure Consumer Doubt Toward New Products. European Journal of Innovation Management, Vol. 13, No. 3, pp. ???-???.
# Handbook of Management Scales/Quality leadership
## Quality leadership (alpha = 0.7261)
### Items

* All major department heads within our plant accept their responsibility for quality.
* Plant management provides personal leadership for quality products and quality improvement.
* The top priority is evaluating plant management in quality performance.
* All major department heads within our plant work towards encouraging just-in-time production.
* Our top management strongly encourages employee involvement in the production process.

### 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.

### Related Scales

* Management leadership
# Handbook of Management Scales/Quality of information exchanged
## Quality of information exchanged (alpha = 0.81)
### Description

The quality of the information exchanged in an alliance was measured with a Likert scale capturing the frequency, density, and openness of communication, as distinguished by Gupta/Govindarajan (1991).

### Items

* Our foreign partner firm has provided relevant information whenever we asked them for it.
* We are promptly notified by our foreign partner whenever any major change occurs at their firm.
* We get clear information about the plans of our foreign partner concerning the collaboration well in advance.
* How often do senior managers from your firm communicate with their counterparts in the foreign partner firm? (1 - daily; 5 - once a month or less)
* How often do senior and middle managers in your company make business trips to your foreign partner firm? (1 - twice a month or more; 5 - once a year or less).
(1 - strongly disagree; 5 - strongly agree; unless otherwise indicated)

### Source

* Krishnan et al. (2006): When Does Trust Matter To Alliance Performance? The Academy of Management Journal, Vol. 49, No. 5, pp. 894–917.