OpenLLM-France/wikimedia huggingface dataset:
# Medical Machines/Suction Machines
## Applications

In surgery, suction is used to remove blood, saliva, other biological material and foreign detritus from an anatomical passage or from a working field. A suction-irrigator can simultaneously perfuse and collect a saline solution where washing is required.
Suction is indispensable to clear the airway of blood, mucous, vomitus or other obstructing material. Consequently, suction machines can be found in emergency rooms, ambulances, patient wards and cafeterias.
A central vacuum pump connected to a building-wide network of suction plumbing is termed a "house vacuum". This is an efficient alternative to multiple small machines distributed throughout the building. Nevertheless the individual machines are necessary for mobile use and for backup during failure of a house vacuum.

## Fluid Flow Path

| Inlet accessory | ⟶ | Suction tube | ⟶ | Collection vessel | ⟶ | Liquid blocking device | ⟶ | Vacuum gage | ⟶ | Vacuum regulator | ⟶ | Vacuum pump | ⟶ | Exhaust filter |

## Components
### Inlet Accessories
### Limiting Devices

A pump will tolerate a gas phase well and a liquid phase poorly. The limiting device has the function of allowing air and vapor to pass while blocking liquid from reaching the pump. The limiting device is essential to protect the pump.

#### Overflow Valves

A common implementation of an overflow valve is a spherical element similar to a ping-pong ball which will block the suction channel when elevated. The ball is buoyant and is elevated by increasing level of liquid. Such a valve is below the lid of the Laerdal collection vessel. The ball is immediately above the blue dyed water. The valve must be cleaned thoroughly along with other surfaces in the vessel when it is emptied and cleaned.

#### Inlet Filters

Another means of blocking liquid is to pass the flow through a textile filter. The dry filter passes the gas phase. Surface tension of a liquid phase prevents flow through the textile. Therefore the filter blocks liquid flow. A contaminated and blocked filter must be discarded and replaced.
# Medical Physiology/Basic Biochemistry/Basic Chemistry
## Chemical bonds

there are generally two types of bonds:-
1)intra{within}molecular forces
2)inter{between}molecular forces
the intramolecular forces, are forces of attraction between atoms in a molecule i.e. the force of attraction between atoms that forms molecules e.g. ionic and covalent bonding.
the intermolecular forces, are ones between molecules that forms substances e.g. van deer waals, dipole-dipole, hydrogen bonds

### Hydrogen Bonds

'due to the electronegativity difference' which enable it to bond with the more electronegative element in adjacent molecule, thus H acts as a bridge between the more electronegative atoms in adjacent molecule.
# Medical Machines/Pneumatic Tourniquets
## Applications

In surgery on a limb, an automatic tourniquet can be used to temporarily restrict blood flow. This can be useful in treatment of trauma and in procedures where unrestricted bleeding would make work difficult or impossible.
# Medical Physiology/Basic Biochemistry

* Introduction and Overview
* Basic Chemistry
* Sugars
* Fats and Fatty Acids
* Amino Acids and Proteins
* Nucleic Acids
* Enzymes
* ATP and High Energy Bonds
* Glycolosis and Energy Production
* Protein Synthesis
* Metabolic Integration
# Lua in SpringRTS/Callins/KeyPress
## KeyPress
### Return values

key, mods, isRepeat
# Lua in SpringRTS/Callins/KeyRelease
## KeyRelease
### Return values

key
# Lua in SpringRTS/Callins/LayoutButtons
## LayoutButtons
### Return values

unknown, please document.
# Lua in SpringRTS/Callins/IsAbove
## IsAbove
### Return values

vsx, vsy
# Lua in SpringRTS/Callins/MapDrawCmd
## MapDrawCmd
### Return values

playerID, cmdType, px, py, pz, labeltext
# Lua in SpringRTS/Callins/MouseMove
## MouseMove
### Return values

x, y, dx, dy, button
# Handbook of Management Scales/Imitability
## Imitability (composite reliability = 0.84)
### 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

* The 'reverse engineering' of this technology by a competitor would he technically difficult.
* For another firm to copy this technology would be straightforward. (R)
* It would be easy for other firms to imitate this technology. (R)

### 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/Independence
## Independence (CR = 0.84)
### Description

Hofstede's five cultural factors are reconceptualized as ten personal cultural orientations: independence, interdependence, power, social inequality, masculinity, gender equality, risk aversion, ambiguity intolerance, tradition, and prudence. A new 40-item scale is developed to measure these personal cultural orientations. Much effort has been invested in ensuring validity, reliability, and cross-cultural measurement equivalence of the new scale.

### Definition

Independence is defined as a personal cultural orientation associated with acting independently, a strong self-concept, a sense of freedom, autonomy, and personal achievement.

### Items

* I would rather depend on myself than others. (0.82)
* My personal identity, independent of others, is important to me. (0.79)
* I rely on myself most of the time, rarely on others. (0.78)
* It is important that I do my job better than others. (0.72)

### Source

* Sharma (2010): Measuring Personal Cultural Orientations: Scale Development and Validation. Journal of the Academy of Marketing Science, Vol. 38, No. 6, pp. 787–806
# Handbook of Management Scales/Information integration
## Information integration (alpha = 0.82)
### Items

* We have ability to provide significant information to customers during order taking session.
* We have systems interface to manufacturing and marketing to provide accurate future delivery information.
* We have the ability to quickly retrieve backorder status.
* We have forecasting models linked to manufacturing and purchasing systems to minimize backorders.

### Source

* Bardi et al. (1994): Logistics Information Systems: The Strategic Role of Top Management. Journal of Business Logistics, Vol. 15, No. 1, pp. 71-85.

### Related Scales

* Information sharing

## Information integration (alpha = 0.89)
### Description

Systematic and thorough methodological techniques are used to develop an instrument to test, measure, and validate subprocesses of organizational learning. Five independent but interrelated subprocesses are identified and validated: information acquisition, information distribution, information interpretation, information integration, and organizational memory.

### Definition

Information integration occurs when various interpretations converge to form unified understandings.

### Items

* We discuss issues until we arrive at a shared understanding. (0.67)
* Top management integrates information from different organizational areas. (0.53)
* Our employees meet regularly to resolve issues and concerns. (0.90)
* We seek to achieve consensus by dialogue and reasoning. (0.85)
* Our company stresses sharing and trying to understand management vision through communication with colleagues. (0.50)

### Source

* Flores et al. (2012): Organizational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, Vol. 38, No. 2, pp. 640-667.

### Comments

The definition is "understanding-oriented", which may not be reflected by the second item. The last item is quite complex. The loadings of the second and last item are low. These two items may be reworded.

### Related Scales

* Information acquisition
* Information distribution
* Information interpretation
* Organizational memory
# Handbook of Management Scales/Information and communication technologies implementation
## Information and communication technologies implementation (composite reliability = 0.86)
### Description

The authors follow a two-phased approach to develop multi-item scales that measure dimensions of service orientation in the context of business-to-business e-commerce. Service orientation was conceptualized as a third-order construct comprised of five combinative service competency bundles: service climate; market focus; process management; human resource policy; and metrics and standards.
One of these five second-order dimensions, process management, consists of two first-order dimensions: information and communication technologies implementation and service processes.

### Definition

The level of adoption and implementation of information and communication technologies.

### Items

* Our company’s technology supports cross-functional communications. (0.92)
* We use advanced technologies to reach new and underserved customers. (0.45)
* We work with information technology systems that enable easy cross-organizational communications. (0.84)
* Information systems are used to foster new ideas, facilitate cross-functional efforts and provide real-time information. (0.79)

### Source

* Oliveira/Roth (2012): Service orientation: The derivation of underlying constructs and measures. International Journal of Operations & Production Management, Vol. 32, No. 2, pp. 156-190.

### Comments

The second and fourth items were dropped due to low regression weight (or lower than remaining items).

### Related Scales

* Service processes
# Handbook of Management Scales/Information distribution
## Information distribution (alpha = 0.86)
### Description

Systematic and thorough methodological techniques are used to develop an instrument to test, measure, and validate subprocesses of organizational learning. Five independent but interrelated subprocesses are identified and validated: information acquisition, information distribution, information interpretation, information integration, and organizational memory.

### Definition

Information distribution refers to the processes through which individuals, groups, or different units of the organization share data and information among themselves.

### Items

* Our employees from different areas share experiences and/or knowledge. (0.76)
* Lessons learned by one group are actively shared by others. (0.54)
* Our company has processes for exchanging knowledge between individuals. (0.73)
* Our company has effective processes to distribute knowledge throughout the organization. (0.63)

### Source

* Flores et al. (2012): Organizational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, Vol. 38, No. 2, pp. 640-667.

### Related Scales

* Information acquisition
* Information interpretation
* Information integration
* Organizational memory
# Handbook of Management Scales/Information interpretation
## Information interpretation (alpha = 0.80)
### Description

Systematic and thorough methodological techniques are used to develop an instrument to test, measure, and validate subprocesses of organizational learning. Five independent but interrelated subprocesses are identified and validated: information acquisition, information distribution, information interpretation, information integration, and organizational memory.

### Definition

Information interpretation is the process through which organizations make sense of new information that they have acquired and disseminated.

### Items

* Our employees, as individuals, are prepared to rethink decisions when presented with new and relevant information. (0.65)
* Our employees seek to deeply understand issues and concepts. (0.46)
* Our employees do not hesitate to question things they do not understand. (0.65)
* Our employees, as individuals, are interested in knowing not only what to do but also why we do things. (0.78)

### Source

* Flores et al. (2012): Organizational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, Vol. 38, No. 2, pp. 640-667.

### Comments

The loading of the second item is too low. This item may be reworded.

### Related Scales

* Information acquisition
* Information distribution
* Information integration
* Organizational memory
# Handbook of Management Scales/Human capital
## Human capital (composite reliability = 0.81)
### Description

The authors follow a two-phased approach to develop multi-item scales that measure dimensions of service orientation in the context of business-to-business e-commerce. Service orientation was conceptualized as a third-order construct comprised of five combinative service competency bundles: service climate; market focus; process management; human resource policy; and metrics and standards.
One of these five second-order dimensions, human resource policy, consists of two first-order dimensions: human capital and reward system.

### Definition

The combined knowledge, skills, and experience of a company’s employees.

### Items

* We have created a stable workforce so that our employees can build better skills. (0.64)
* We promote comprehensive quality education and training of our employees. (0.83)
* We have an education plan where more than 5 percent of an employee’s time is devoted to training. (0.75)

### Source

* Oliveira/Roth (2012): Service orientation: The derivation of underlying constructs and measures. International Journal of Operations & Production Management, Vol. 32, No. 2, pp. 156-190.

### Comments

The first item was dropped due to low regression weight (or lower than remaining items).

### Related Scales

* Reward system
# Handbook of Management Scales/IT skills
## IT skills
### 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 IT skills dimension of the ERP competence construct.

### Definition

A competency in IT skills refers to the ability to configure and maintain information systems in support of the business.

### Items

* The internal IT staff have the ability to conduct routine ERP system maintenance.
* There is a high degree of technical expertise in the IT organization.
* The database administrator is an expert in the ERP database management system.
* Internal IT team members understand custom ERP software programs.
* The IT staff are able to efficiently implement ERP system upgrades.
* The IT staff have the technical ability to conduct a formal validation of all system changes.
* IT staff are able to analyze the technical impact of proposed system changes.
* The IT staff actively builds relationships with business managers.
* IT staff offer ideas on how IT can be used to achieve business goals.
* IT staff communicate with functional use groups in the ERP Entity.
* The IT organization provides a service to the business.

### 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/Impact
## Impact (alpha = 0.84, 0.85)
### Description

Based on a thorough scale development and validation process, the author presents a multidimensional measure of psychological empowerment in the workplace. It consists of four dimensions: meaning, competence, self-determination, and impact.

### Definition

Empowerment is defined as increased intrinsic task motivation manifested in a set of four cognitions reflecting an individual's orientation to his or her work role: meaning, competence, self-determination, and impact (Thomas and Velthouse, 1990).
The impact dimension of empowerment is defined as the degree to which an individual can influence strategic, administrative, or operating outcomes at work (Ashforth, 1989).

### Items

* My impact on what happens in my department is large.
* I have a great deal of control over what happens in my department.
* I have significant influence over what happens in my department.

### Source

* Spreitzer (1995): Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. Academy of Management Journal, Vol. 38, No. 5, pp. 1442–1465

### Comments

The items might be too similar.

### Related Scales

* Power
* Psychological empowerment in the workplace: meaning, competence, self-determination, impact
# Handbook of Management Scales/Information acquisition
## Information acquisition (alpha = 0.69)
### Description

Systematic and thorough methodological techniques are used to develop an instrument to test, measure, and validate subprocesses of organizational learning. Five independent but interrelated subprocesses are identified and validated: information acquisition, information distribution, information interpretation, information integration, and organizational memory.

### Definition

Information acquisition, sometimes called scanning, refers to the process through which an organization obtains information from internal and external sources.

### Items

* We learn from our customers, suppliers, and/or other business associates. (0.64)
* We constantly benchmark ourselves with our competitors. (0.38)
* We have processes to acquire relevant information from outside our company. (0.59)
* We develop new knowledge from existing knowledge. (0.62)

### Sources

* Flores et al. (2012): Organizational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, Vol. 38, No. 2, pp. 640-667.

### Comments

Cronbach's alpha is too low. The loading of the second item is too low. This item may be reworded.

### Related Scales

* Information distribution
* Information interpretation
* Information integration
* Organizational memory
# Koine Greek/8

8. The Stem of a word is that part of it which remains substantially unchanged through varieties of inflection. Nouns, Adjectives and Pronouns are 'declined'; Verbs are 'conjugated' by the help of prefixes or terminations added to the stem, which may itself be variously modified, but can always be traced, and contains the main idea of the word. To know this Stem, therefore, is an essential preliminary to the study of the inflections.
The stems of words shall in this section be distinguished by dark letters, and in general by an appended hyphen, as the stem in itself is incomplete, requiring some kind of addition before it becomes a word.
# Prepositions
## Introduction to Prepositions
## Classes of Prepositions
### Proper Prepositions (18)

ἀμφι
ἀνὰ
ἀντὶ
ἀπὸ
διὰ
εἰς
ἐκ
ἐν
ἐπὶ
κατὰ
μετὰ
παρὰ
περὶ
πρὸ
πρὸς
σὺν
ὑπὲρ
ὑπὸ

### Improper Prepositions (42)

ἅμα
ἄνευ
ἄντικρυς
ἀντιπέρα
ἀπέναντι
ἄτερ
ἄχρι/ἄχρις
ἐγγὺς
ἐκτὸς
ἔμπροσθέν
ἔναντι
ἐναντίον
ἕνεκα
ἐντὸς
ἐνώπιον
ἔξω
ἔξωθεν
ἐπάνω
ἐπέκεινα
ἔσω
ἕως
κατέναντι
κατενώπιον
κυκλόθεν
κύκλῳ
μέσον
μεταξὺ
μέχρι/μέχρις
ὄπισθεν
ὀπίσω
ὀψέ
παραπλήσιον
παρεκτὸς
πέραν
πλὴν
πλησίον
ὑπεράνω
ὑπερέκεινα
ὑπερεκπερισσοῦ
ὑποκάτω
χάριν
χωρίς

# εἰμι

| Person | Singular | Plural |
| First person | ειμι | εσμεν |
| Second person | ει | εστε |
| Third person | εστι | εισι(ν) |
# Koine Greek/8. Pronouns
## Personal Pronouns
### First Person

| Case | Singular | Plural |
| Nominative | ἐγώ | ἡμεις |
| Genitive | μον | ἡμῶν |
| Dative | μοι | ἡμῖν |
| Accusative | με | ἡμᾶς |
# Koine Greek/9
## 9. The Noun

Nouns in Greek are inflected. Inflection means that a suffix which is appended to the stem is modified. In Greek the suffix is modified according to gender, case, and number.
There are three genders: Three Genders: Masculine (m.), Feminine (f.) and Neuter (n.). Substantives have grammatical gender, where gender is an inalienable property and often not correlated to physical sex. Pronouns and Adjectives modify their gender to match the gender of the substantive described.
In Greek, there are three numbers: singular, denoting a quantity of one; dual, denoting a pair; plural, denoting more than two.
In Greek there are five cases; the cases and their primary uses are tabulated below:
The Use of the Cases (all words underlined are in the case specified in the first column) :
| CASE | Answers the Question | Example (English) |
| NOMINATIVE | Who or what? | Who gave? A man. |
| VOCATIVE | Person called or addressed | Oh, Cornelius! |
| ACCUSATIVE | Whom or what? | Whom I see? A boy. |
| GENITIVE | Whose or whereof? | Whose gift? A man's. |
| DATIVE | To or for whom or what | To whom given? To a man. |
The Nominative Case singular is the form given in all vocabularies and dictionaries. The method of its formation from the Stem is therefore a matter of prime importance.