OpenLLM-France/wikimedia huggingface dataset:
# Grand Theft Auto: Vice City/Missions

The following are the missions which relies with the main story. At first the name of the the person/place who gives us the mission/from which we get the mision, then below that the name of the missions are given.
There are three types of missions - storyline missions, asset missions and secondary missions. You have to complete all these missions to complete the game. But there types are different. The storyline missions deals with the main storyline. We get the asset only after buying that asset. And if you complete all the missions of an asset the asset will start collecting revenue up to a limit. You can only buy the assets after the mission - Rub Out. Secondary missions re jobs which neither deals with the storyline nor with our properties/assets but by doing that missions people's respect towards us increases.

## Storyline missions

* Intro
** In The Beginning...
* Ken Rosenberg
** The Party
** Back-Alley Brawl
** Jury Fury
** Riot
* Colonel Cortez
** Treacherous Swine
** Mall Shootout
** Guardian Angels
** Sir, Yes Sir!
** All Hands on Deck
** Riot
** The Party
** Phnom Penh '86
** Keep your friends close
* Ricardo Diaz
** The Chase
** Phnom Penh '86
** The Fastest Boat
** Supply & Demand
** Rubout
* Tommy Vercetti / Kent Paul / Lance Vance
** Death Row
** Rub Out
** Shakedown
** Bar Brawl
** Cop Land
** Cap the Collector
** Keep Your Friends Close

## Asset missions

* The Boatyard
** Checkpoint Charlie
* Cherry Popper Ice Cream Factory
** Distribution
* The Pole Position Club
** Stripshow
* Kaufman Cabs
** V.I.P.
** Friendly Rivalry
** Cabmageddon
* Sunshine Autos
** Car delivery
* Interglobal Films, Inc
** Recruitment Drive
** Dildo Dodo
** Martha's Mug Shot
** G-Spotlight
* Printing Works
** Spilling the Beans
** Hit the Courier
* The Malibu Club
** No Escape?
** The Shootist
** The Driver
** The Job

## Secondary missions

* Pay Phone Missions
** Road Kill
** Waste the Wife
** Autocide
** Check Out at the Check In
** Loose Ends
* Avery Carrington
** Four Iron
** Demolition Man
** Two Bit Hit
* Love Fist / Kent Paul
** Love Juice
** Psycho Killer
** Publicity Tour
* Mitch Baker / Biker Gang
** Alloy Wheels of Steel
** Messing With the Man
** Hog-Tied
* Phil Cassidy
** Gun Runner
** Boomshine Saigon
* Umberto Robina / Cubans
** Stunt Boat Challenge
** Cannon Fodder
** Naval Engagement
** Trojan Voodoo
* Auntie Poulet / Haitians
** Juju Scramble
** Bombs Away!
** Dirty Lickin's
# GNU Health/Gynecology
## Introduction to Gynecology

Gynecology is dedicated to the health of the female reproductive system. All gynecology related information can be stored in the OB/GYN tab in lower half of the Patient form.

## General Tab

This tab provides a general overview of the basic gynecological conditions of the patient. We can discriminate whether the patient is of a fertile age, is currently pregnant or is menopausal.
In the OB Summary section the key figures from the obstetrics history are displayed: number of Pregnancies, Premature Births, Abortions, and Stillbirths.
Below you can track the menstrual history of the patient with specific information including items such as date of last menstrual period (LMP), Length, Frequency or Volume.

## Screening Tab

Screening is the strategy of testing members of a population for certain diseases without signs or symptoms of that disease. The intention behind screening is to identify and treat patients at an early stage of the disease in the hope to reduce mortality and suffering.
In the Screening tab of the patient form, four gynecological tests can be documented:
* Breast Self-Examination: Check the box to indicate that the patient has performed such a test
* Mammography: Check the box to open the Mammography History (see below)
* PAP Test: Check the box to open the PAP Smear History (see below)
* Colposcopy: Check the box to open the Colposcopy History (see below)

### Mammography History

The Mammography History allows you to document any number of mammographies, each with Date, Result (normal/abnormal), Remarks, Reviewed (name of health professional) and Institution.

### PAP Smear History

The PAP Smear History allows you to document any number of Pap tests, each with Date, Result (Negative, ASC-US, ASC-H, ASG, LSIL, HSIL, AIS), Remarks, Reviewed (name of health professional) and Institution.
For more information about the Pap test, please refer to this Wikipedia article.

### Colposcopy History

The Colposcopy History allows you to document any number of colposcopical examinations, each with Date, Result (normal/abnormal), Remarks, Reviewed (name of health professional) and Institution.
← Lifestyle · Obstetrics →
# GNU Health/Health Professionals
## The Health Professional Concept

The health professional is one of GNU Health's key components: It's used in appointments, patient evaluation, surgeries, lab tests, etc. This is why it is important to have them defined in your system before hand.
The health professional is a general concept: It covers physicians, nurses, biochemists, psychologists, and any other occupation related to health sciences.

## Creating and Editing Health Professionals

To define or edit a new Health Professional, follow this path: Health → Health Professionals
The Main steps involved in defining a Health Professional are:
* Select (or create) the related party
* Associate an internal user (login user) to the party
* Define the health professional list of specialties
* Set the default or main specialty

### Party associated to a Health Professional

The health professional is a party with specific attributes, but is always a party. This abstract concept of party allow us to be different entities at the same time. For example, a health professional can also be a patient; both entities sharing the property of being a person. The party concept provides versatility and simplicity to GNU Health.
When you create the associated party from the Health Professional form, the Person and Health professional attributes will be automatically set. At this point, you need to enter the Health Professional demographics, in the same way as you have done when creating an individual. You might want to refresh the idea by glancing over the Individuals section.

### The Internal User field

The Individual, when assigned the property of being a Health Professional, it has an extra - and required - field. The "Internal User" field. This internal user is the user that the individual types in then logging into GNU Health. That user allows to digitally sign documents, and to audit their actions.
Once you are done with the party, save the party record ( Ctrl + S ).

### Health Professional specific fields

A health professional might have more than one specialty. In the Health Professional view, you can add all the specialties related to this particular professional. Once you are done, save the record ( Ctrl + S ). This is important so the system links the party with the health professional record.
Finally, add the information related to the professional:
* Institution
* Practitioner ID
* Main Specialty
* Extra information
Although these fields are not formally required, they are very important and should be entered in the system. Each health professional must have these fields filled in whenever possible. For instance, the Main Specialty field will be used as a default value whenever the doctor is assigned an appointment, or when creating a new evaluation.
← Families · Vital Records →
# Handbook of Management Scales/Financial incentives
## Financial incentives (alpha = 0.86)
### Description

The authors develop and validate a 16-item measure of i-deals negotiated by job incumbents across four content domains: task and work responsibilities, schedule flexibility, location flexibility and financial incentives.

### Definition

Idiosyncratic deals (i-deals) are "mutually beneficial, personalized agreements of a nonstandard nature that are negotiated between individual employees and their employers".
The financial incentives dimension is associated with why employees do their jobs.

### Items

* My supervisor has ensured that my compensation arrangement (e.g., hourly vs. salaried) meets my individual needs. (0.80)
* Because of my personal circumstances, my supervisor has created a compensation arrangement that is tailored to fit me. (0.73)
* Because of my unique skills and contributions, my supervisor has been willing to negotiate my compensation. (0.68)
* Beyond formal policies, my supervisor has raised my pay because of the exceptional contributions that I make to the organization. (0.65)
* After my initial appointment, I negotiated with my supervisor to develop a compensation plan that rewards my unique contributions. (0.65)

### Source

* Rosen et al. (2013): Let’s Make a Deal: Development and Validation of the Ex Post I-Deals Scale. Journal of Management, Vol. 39, No. 3, pp. 709–742

### Comments

The scale was tested across three samples; it can, thus, be assumed that it is valid and reliable. Future researchers might discuss whether the word "incentive" rather than "compensation" should be used in most of the items, before re-using them.
# Handbook of Management Scales/Firm's financial performance over the past 5 years
## Firm's financial performance over the past 5 years (alpha = 0.8815)
### Items

(1/decreased significantly - 3/remained constant - 5/increased significantly)
* Return on investment
* Profits as a percent of sales
* The firm’s net income before taxes
* The present value of the firm

### Source

* Carr/Pearson (1999): Strategically managed buyer–supplier relationships and performance outcomes. Journal of Operations Management, Vol. 17, No. 5, pp. 497-519.

### Comments

In general, particular attention needs to be paid to the measurement of performance. A review of the operationalization of organizational performance by Richard et al. (2009) highlights the limited effectiveness of commonly accepted measurement practices. Their article is strongly recommended for reading: 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
* Performance
* Organizational performance: liquidity, profitability, growth, stock market performance
# Handbook of Management Scales/Firm risk preference
## Firm risk preference (CR = 0.70)
### Description

The scale was based on Venkatraman (1989).

### Definition

In the article, firm risk preference refers to a firm's propensity for risk taking.

### Items

Items were rated on a scale ranging from 1, "strongly disagree", to 7, "strongly agree".
* We seem to adopt a rather conservative view when making major decisions.
* We have a tendency to support projects where the expected returns are certain.
* Operations have generally followed the "tried and true" paths.
* Our operations can be generally characterized as high risk. (R)

### Source

* Steensma & Corley (2001): Organizational Context as a Moderator of Theories on Firm Boundaries for Technology Sourcing. Academy of Management Journal, Vol. 44, No. 2, pp. 271-291.

### Related Scales

* Risk aversion
* Risk taking
# Handbook of Management Scales/Formal control
## Formal control (alpha = 0.780/0.786)
### Description

The authors consider two forms of control, namely formal control and social control.

### Items

* Detailed contract is the most important way to guarantee cooperation success.
* The contract is useful to regulate the behavior of partner.
* In the process of cooperation, we use ﬁnancial and market indices to evaluate cooperation success.
* Detailed cooperative rules have been written in the contract.
* Both partners know the cooperative procedures.

### Source

* Li et al. (2008): Transformational offshore outsourcing: Empirical evidence from alliances in China. Journal of Operations Management, Vol. 26, No. 2, pp. 257-274.

### Related Scales

* Social control
# Handbook of Management Scales/Feedback
## Feedback (alpha = 0.7643)
### Items

* Charts showing defect rates are posted on the shop floor.
* Charts showing schedule compliance are posted on the shop floor.
* Charts plotting the frequency of machine breakdowns are posted on the shop floor.
* I am never told whether I am doing a good job. (r)
* Information on quality performance is readily available to employees.
* Information on productivity is readily available to employees.
* My manager never comments about the quality of my work. (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.

### Related Scales

* Utility
# Handbook of Management Scales/Feedback self-efficacy
## Feedback self-efficacy (alpha > 0.70)
### Description

A multidimensional measure of feedback orientation is developed and validated. This feedback orientation scale (FOS) was developed and refined using two pilot studies and two focal studies. Across these studies, substantial support was found for a four-dimension FOS scale. The four dimensions are utility, accountability, social awareness, and feedback self-efficacy. Study 1 found substantial support for the reliability and validity of the scale. Study 2 provided support for the generalizability of results to a field sample, with five of the six hypotheses retested being supported.

### Definition

Feedback orientation is defined as an individual’s overall receptivity to feedback.
Feedback self-efficacy is defined as an individual’s tendency to have confidence in dealing with feedback situations and feedback.

### Items

Administer these items using a 5-point scale from strongly disagree to strongly agree.
* I feel self-assured when dealing with feedback.
* Compared to others, I am more competent at handling feedback.
* I believe that I have the ability to deal with feedback effectively.
* I feel confident when responding to both positive and negative feedback.
* I know that I can handle the feedback that I receive.

### Source

* Linderbaum/Levy (2010): The Development and Validation of the Feedback Orientation Scale (FOS). Journal of Management, Vol. 36, No. 6, pp. 1372-1405.

### Related Scales

* Accountability
* Social awareness
* Utility
# Handbook of Management Scales/Firm resilience
## Firm resilience (alpha = 0.85)
### Description

A new scale was developed to measure firm resilience. A substantive validity test was used for scale purification.

### Definition

Firm’s resilience to supply chain disruptions is defined by the authors as “the capability of the firm to be alert to, adapt to, and quickly respond to changes brought by a supply chain disruption”.

### Items

* We are able to cope with changes brought by the supply chain disruption. (0.89)
* We are able to adapt to the supply chain disruption easily. (0.87)
* We are able to provide a quick response to the supply chain disruption. (0.75)
* We are able to maintain high situational awareness at all times. (0.60)
(1 = disagree strongly, 7 = agree strongly)

### Source

* Ambulkar/Blackhurst/Grawe (2015): Firm’s resilience to supply chain disruptions: Scale development and empirical examination. Journal of Operations Management, Vol. 33–34, pp. 111–122

### Comments

A similar scale, organizational resilience, has been published by Bühler et al. (2016). It is recommended to combine items from Ambulkar et al. and Bühler et al. to improve scale validity and reliability.

### Related Scales

* Organizational resilience
# Handbook of Management Scales/Fluid partnering
## Fluid partnering (composite reliability = 0.79; AVE = 0.56)
### 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

Fluid partnering competence represents the seller’s ability to change supply chain partners quickly.

### Items

* Ability to rapidly assemble resources from dynamic pool of supply chain partners. (0.71)
* Adept at reconfiguring network of supply chain partners in very short time. (0.68)
* Able to work with a dynamic pool of supply chain partners. (0.84)

### 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.
# Handbook of Management Scales/Familiarity
## Familiarity (alpha = 0.88)
### Description

Two surveys were conducted (online retailing company Amazon and online banking division [OBD]), to ensure adequate levels of reliability, convergent validity, discriminant validity, and nomological validity for a trust scale. Familiarity and willingness to transact were used to test nomological validity of the trust model.

### Definition

Familiarity refers to one's understanding of another's behavior based on prior interactions or experiences.

### Items

* I am familiar with the process of searching for books [reconciling transactions] on Amazon [OBD].
* I am familiar with buying books [paying bills online] at Amazon [OBD].
* I am familiar with inquiring about book ratings [account information] on Amazon [OBD].
* Overall, I am familiar with Amazon [OBD].

### Source

* Bhattacherjee (2002): Individual Trust in Online Firms: Scale Development and Initial Test. Journal of Management Information Systems, Vol. 19, No. 1, pp. 211–241. Previously used by Gefen (2000).
# Handbook of Management Scales/Flexibility performance
## Flexibility performance (alpha = 0.768; composite reliability = 0.774; average variance extracted = 0.53)
### Description

Multi-item constructs served as variables for four performance measures of quality performance, delivery performance, flexibility performance and cost performance. Construct validity was given by satisfactory psychometric properties on content validity, unidimensionality, reliability, convergent and discriminant validity. The development and design of the survey instrument by an international group of senior researchers, as well as the grounding of each measurement item in empirical operations management literature, assured content validity.

### Items

Respondents were asked to indicate their performance relative to their competitors' performance on a number of dimensions, using a scale ranging from "far worse" (value = 1) to "far better" (value = 7).
* Delivery flexibility
* Flexibility to change output volume
* Flexibility to change product mix

### Source

* Power et al. (2010): The cultural characteristic of individualism/collectivism: A comparative study of implications for investment in operations between emerging Asian and industrialized Western countries. Journal of Operations Management, Vol. 28, No. 3, pp. 206-222.

### Comments

The endpoints of the scale are "far worse" (value = 1) and "far better" (value = 7). Therefore, an optimal mean value would be 4, if normal-distributed data is aimed at. However, all mean values are above 5. Therefore other endpoints might me recommendable to shift the mean value to 4.

### Related scales

* Comparative organizational performance
* Cost performance, delivery performance, and quality performance
* Firm's financial performance over the past 5 years
* Performance
* Organizational performance: liquidity, profitability, growth, stock market performance
# High School Biology/Authors
## Barbara Akre

Family camping, a Bio major at Carleton College, nuclear medicine research in Houston, and an M.A. in Biology from Rice University introduced me to the world of life. Twenty years of teaching biology and anatomy/physiology, international travel, and curriculum work with raptors, Lake Superior, whales, prairies, medicine, neuroscience, and marine aquariums confirmed my passion for all things biological. Newly retired from teaching, I appreciate this opportunity to work in the innovative arena of biology education.

## Jean Brainard

Dr. Jean M. Brainard is a freelance health and science writer and curriculum specialist living in the Adirondack Mountains of northern New York State. She received a master's degree from the Harvard School of Public Health and a doctorate in biomedical anthropology from the State University of New York at Binghamton. A former university professor, Dr. Brainard has written hundreds of textbook chapters and encyclopedia articles on a diversity of subjects, as well as numerous professional publications based on her own research.

## Niamh Gray-Wilson

Niamh Gray-Wilson is a freelance science writer and editor living in Austin, Texas. She hails from Galway, Ireland, and graduated from the National University of Ireland, Galway with a bachelor's degree in microbiology.

## Douglas Wilkin

Douglas Wilkin, Ph.D. is currently the Chair, Department of Science at Arleta High School in the Los Angeles Unified School District. Prior to teaching high school, Dr. Wilkin held a number of faculty positions at leading research institutions throughout the United States, including the National Human Genome Research Institute of the National Institutes of Health, Cedars-Sinai Medical Center in Los Angeles, and the Federal Bureau of Investigation in Quantico, Virginia. He is extensively published.
# High School Biology/Anaerobic Respiration

Anearobic Respiration
Anearobic respiration is a catabolic (breaking down) reaction that occurs in both plant and animal cells,when oxygen is NOT available in the cell. The reaction occurs in the cytosol of the cell and the products formed in plant and animal cells are different.
In Plant Cells
In plant and yeast cells, energy-rich glucose is broken down to ethanol(alcohol). Carbon dioxide and some energy is released. The process is called alcoholic fermentation.
Beer Making
Beer is made when the yeast (fungus) is allowed to ferment under anearobic conditions (absence of oxygen)to produce alcohol.
Bread Making
Yeast is also used in the making of bread. The yeast breaks down the sugar via anearobic respiration to produce ethanol and CO2. The alcohol evapourates while the CO2 forms pockets of "air",causing the dough to rise. The yeast is killed by the time the bread is fully baked.
In Animal Cells
In animal cells, anaerobic respiration is also known as lactic acid fermentation. During this process,food (eg. Glucose) is broken down to yield some energy and lactic acid.A build-up of lactic acid in muscles leads to pain and muscle cramps. N.B. Lactic acid can be converted back to pyruvic acid when oxygen becomes available,so that aerobic respiration may continue.
# High School Biology/Biotechnology

* DNA Technology
* Biotechnology Applications
This material was adapted from the original CK-12 book that can be found here. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 United States License
# High School Biology/Cell Division and Reproduction

* Chromosomes and the Cell Cycle
* Meiosis
This material was adapted from the original CK-12 book that can be found here. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 United States License