OpenLLM-France/wikimedia huggingface dataset:
# Game Maker Programming/Creating Objects

In Game Maker, almost everything you see on the screen are called objects.

## Creating a sprite

Before you can create an object, whether it is a wall or another moving object, you need to create a sprite to display the object. A single frame sprite is created by clicking the Create a sprite icon. Within the new dialogue, click "Load Sprite" and select the bitmap file you want. The sprite in question will appear to the right as a single frame.

### Creating an animated sprite

To create an animated sprite, you need to select "Edit Sprite". You can either create images manually, or import them from as an animation strip from the File menu.

## Sprite options

In the sprite properties window, you have a few options:
* Precise collision checking
* Smooth edges
* Preload texture - causes the sprite to be loaded on startup rather than as-needed.
* Origin - the point of origin on the sprite
* Bounding box - indicates the collision box on objects using the current sprite.

## Creating an object

Once the sprite is ready, you can proceed to create the object.

## Object properties

On the left column, you can set the properties of the object:
* The sprite
* Visible and solid flags
* Depth (rendering order)
* Parent object (inherits properties from the patent)
* Mask (used for collision purposes)

## Events

In Game Maker, the various objects react to events. An event handler is created by clicking Add Event.
To react to a given event, create or select an event, and use the icons in the fourth column to choose the actions. The entire palette of actions can be browsed by using the set of tabs on the far right.

## Creating instances of objects via scripts

Eventually, you will need to create instances dynamically through the script. This is performed by something similar to the following code:
id = instance_create(x,y,obj);
The return value is the instance id of the newly created object.
# Game Maker Programming/Expressions

Expressions are comparisons of two things. An example of an expression would be (8 > 6)

## Types of Expressions

Expressions can be real number like 6 or 7, 'hexadecimal numbers', strings or more complicated expressions. By default all text is considered a Variables though if the text was in single or double quotes it would be a string. Any number in an expression is considered a real number unless it has a $ sign in front of it. If it had a $ in front of it then it is a 'hexadecimal number'

## Operators

An operator is a symbol used for the comparison of two things in an expression. In (8 > 6) the > sign is the operator. There are many different types of operators. For expressions, the following binary operators exist:
* && means "and". For example "if(pi=3.14 && 3+4=7)"
* || means "or". For example "if(x=0 || y=0)"
* ^^ means "xor". example "if(x=32 ^^ y=27)"
* < means "less than".
* > means "greater than".
* <= means "less than or equal to".
* >= means "greater than or equal to".
* ! means "Not". For example "if !(Variable=5)"
# Mobile Development

Unity can also create games for mobile platforms like phones and tablets.
# General Astronomy/First Steps into Space

The first man-made object to be launched into space was the Soviet unmanned satellite named Sputnik I. This began the "Space Race" between the United States and the Soviet Union. The Soviets won almost every aspect (1st object, 1st man in space, 1st woman in space, etc.), except for the United States' 1st man on the moon.
# General Astronomy/Formation of the Moon

One theory is that the Moon came from the Earth. It is theorized that a Mars sized object struck the Earth tossing huge amount of the mantle up into space. While much of this fell back to Earth some of the matter collected together and formed the Moon. This theory is supported by evidence that the Moon has the same composition of Earth's mantle and the same three isotopes of oxygen that Earth has.
# General Astronomy/Exercises

Hands-On Astronomy Exercises is intended to provide information about activity-based astronomy learning units.
These activities target upper high school and introductory college level astronomy students. The goal of these units is to allow students to engage in hands-on activities that will complement other lecture and "non-hands-on" teaching activities.
The following is the current list of activities:
1. Kepler's First Law: Draw an Ellipse
2. Scale of Solar System: Make a scaled drawing of the solar system
3. Telescopes: Make a simple telescope
4. Newton's Laws: Balloon Rocket
5. Spectroscopy: Study light fingerprints using diffraction gratings
6. Doppler Effect: Study Doppler Effect by throwing a sound device
7. Angular Displacement: Segments, fingers, fists, etc.
8. Angular Momentum
# General Astronomy/Formation of the Solar System

The planets started out as planetesimals. These objects were drawn together by gravity, to form the large masses that would become planets. The initial collisions of planetesimals melted the surface of the emergent planets. As the planets grew, radioactive decay heated and melted the interior.
# Handbook of Genetic Counseling/Smith Magenis Syndrome

Smith-Magenis Syndrome (SMS) MIM#182290

## Ethiology

* first described in 1982
* contiguous gene deletion syndrome
* 17p11.2 deletion (~4 Mb) due to nonalelic homologous recombination of low-copy repeats regions
* critical region - ca. 1Mb (~25 genes, RAI1 most important)
* nearly all occur de novo
* prevalence reported ~1/25000 but underdiagnosed

## Clinical features

** Developmental features
*** developmental delay
*** hypotonia
*** hyporeflexia
*** lethargy
*** feeding difficulties
** Physical features
*** facial appearance specific and changes over time
*** square face
*** brachycephaly
*** full cheeks
*** deep-set eyes
*** heavy brows
*** square jaw
*** micrognathia
*** fleshy upper lip
*** bulky philtral pillars
*** prognathism (late feature)
*** short stature + failure to thrive
** Behavioral features
*** mental retardation
*** speech delay +/- hearing loss
*** head banging
*** self-injurious behaviour
*** stereotypes ("self-hug" + "lick and flip")
*** sleep disturbance (inverted circadian rhythm of melatonin)
*** sensory integration disorder

## Diagnostic testing

* diagnosis of SMS based on clinical features pattern + cytogenetic/FISH 17p11.2 deletion confirmation
* FISH detects over 95% cases
* consider SMS if not positive for Down or Prader-Willi syndrome
* delayed diagnosis common

## Differential diagnosis

* Down syndrome (some common features)
** infantile hypotonia
** midface hipoplasia
** up-salnting palpebral fusures
* Prader-Willi syndrome
** hypotonia
** lethargy
** sleep disorders
* 22q11 deletion (DiGeorgi/velo-cardio-facial syndrome)
** speech delay
** cardiac anomalies
* 22q13 deletion
* Fragile X
** autistic-like behaviour

## Support

* PRISMS: Parents and Researchers Interested in SMS (USA)
* Smith-Magenis Syndrome Foundation (UK)
# Floating Point/Special Numbers
## Special Numbers

There are several special numbers specified in the IEEE 754 standard. These include representations for zero, infinity, and Not-A-Number (NaN).

## Zero

A floating point number is said to be zero when the exponent and the significand are both equal to zero. This is a special case, because we remember that the significand is always considered to be normalized. This means that $1<m<2$, and there is an implied "1." before the significand. If we look at the following equation:
    $(1.0+m)\times b^{e}$
And we plug in our values for m and e:
    $(1.0+0)\times b^{0}=1$
We say that whenever the exponent is zero, we have a special class of numbers called "denormalized numbers". We will discuss denormalized numbers more later.

### Negative Zero?

Notice that our definition of zero doesnt have any mention of the sign bit. This means that we can have both a positive zero, and a negative zero, depending on the sign value. What is the difference between the two? In general, there is no difference between positive zero and negative zero, except that the sign bit can propagate through arithmetic operations.

## Infinity

When the exponent of the number is the maximum value, that is, when the exponent is all 1 bits, we have another special class of numbers. This means that regular numbers may never use the maximum exponent value for representing numbers. If the exponent is the maximum value, and the significand is zero, we say that this special case is called "Infinity". Notice that we can have negative infinity and positive infinity values, depending on the sign bit.

## NaN

If we have a maximum exponent value, and a non-zero significand, we have a very special number known as NaN. NaN stands for "Not a Number", and occurs when we perform certain illegal operations, such a division of zero by zero. NaN can be signed, but the sign rarely matters. NaN numbers cannot be used meaningfully in calculations.

## Cases

| Type | Exp | Fraction | Sign |
| Positive Zero | 0 | 0 | 0 |
| Negative Zero | 0 | 0 | 1 |
| Denormalised numbers | 0 | non zero | any |
| Normalised numbers | $1..2^{e}-2$ | any | any |
| Infinities | $2^{e}-1$ | 0 | any |
| NaN | $2^{e}-1$ | non zero | any |
# Floating Point/Soft Implementations
## Soft Implementations

This page is going to discuss how to create a floating-point implementation in an HDL such as VHDL, Verilog, or SystemC. This page assumes a prior knowledge of Programmable Logic

## Further reading

* Embedded Systems/Floating Point Unit discusses implementing floating point in software
# Flora of New York/APW-ref

P. F. Stevens, (2001 onwards). "{{{1}}}," Angiosperm Phylogeny Website. Version 13, September 28, 2013 (and more or less continuously updated since). http://www.mobot.org/MOBOT/research/APweb/orders/{{{1}}}web.htm#{{{1}}}.
# Handbook of Management Scales/New service development culture
## New service development culture (composite reliability = 0.69; average variance extracted = 0.37)
### Description

The authors report a two-stage approach for the development and validation of new multi-item measurement scales reflecting a multidimensional construct called new service development competence. It is operationalized as a multidimensional construct reflected by five complementary dimensions: new service development process focus, market acuity, new service development strategy, new service development culture, and information technology experience.

### Definition

New service development competence reflects an organization's expertise in deploying resources and routines, usually in combination, to achieve a desired new service outcome. New service development culture captures the values and beliefs fostered by the service organization that indicate a willingness and desire to innovate.

### Items

* Our firm encourages entrepreneurial efforts and is accepting of risk-taking efforts. (0.548)
* The glue that holds our organization together is a commitment to innovation and new service/product development. (0.766)
* Our firm emphasizes its human resources and places a premium on high cohesion and morale in its new service development activities. (0.486)
* Non-monetary rewards are employed in new service/product development projects as a means of recognizing employee efforts. (0.581)

### Sources

* Menor/Roth (2007): New service development competence in retail banking: Construct development and measurement validation. Journal of Operations Management, Vol. 25, No. 4, pp. 825-846.

### Comments

Much efforts have been made by the authors in order to ensure that the new scales exhibit sufficient psychometric properties, which make them quite useful. However, the values of both composite reliability and specificially average variace extracted are too low. Thus, this scale may not be used without modifications and/or new items.
# Handbook of Management Scales/Offline store atmosphere
## Offline store atmosphere (alpha = 0.87)
### Items

The construct was measured using 7 points semantic-differentials.
* Dull store - bright store
* Unattractive store - attractive store
* Old-fashioned - modern

### Source

* Verhagen/van Dolen (2009): Online purchase intentions: A multi-channel store image perspective. Information & Management, Vol. 46, No. 2, pp. 77–82.
# Handbook of Management Scales/Offline store merchandise
## Offline store merchandise (alpha = 0.86)
### Items

The construct was measured using 7 points semantic-differentials.
* Uninteresting products - interesting products
* CDs I don't want - CDs I want
* Little value for money - much value for money
* Bad buys on products - good buys on products

### Source

* Verhagen/van Dolen (2009): Online purchase intentions: A multi-channel store image perspective. Information & Management, Vol. 46, No. 2, pp. 77–82.
# Handbook of Management Scales/New product quality
## New product quality (alpha = 0.7231)
### Items

* New product designs are thoroughly reviewed before the product is produced and sold.
* Customer requirements are thoroughly analyzed in the new product design process.
* Reducing the cost of new products is a more important priority than new product quality. (r)
* Schedule concerns are more important than quality in the new product development process. (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

* Product quality
# Handbook of Management Scales/New service development strategy
## New service development strategy (composite reliability = 0.78; average variance extracted = 0.53)
### Description

The authors report a two-stage approach for the development and validation of new multi-item measurement scales reflecting a multidimensional construct called new service development competence. It is operationalized as a multidimensional construct reflected by five complementary dimensions: new service development process focus, market acuity, new service development strategy, new service development culture, and information technology experience.

### Definition

New service development competence reflects an organization’s expertise in deploying resources and routines, usually in combination, to achieve a desired new service outcome. New service development strategy defines the role of development within the overall business strategy. It integrates the overall business strategy with the new services/products strategy and service design/delivery decisions.

### Items

* Current service capabilities are critical factors in determining the "go/no go" decision for the development of new services/products. (0.577)
* Ideas for new service/product development are largely driven by the service’s overall business strategy. (.737)
* Our firm’s new service development strategy and new offerings decisions are always formulated with the overall business strategy in mind. (0.821)
* Senior managers are always willing to commit resources to promising new service/product development projects. (0.589)

### Source

* Menor/Roth (2007): New service development competence in retail banking: Construct development and measurement validation. Journal of Operations Management, Vol. 25, No. 4, pp. 825-846.

### 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. The mean values of all items are between 3.45 and 3.76, and therefore above the expected 3. The items may therefore be reworded to achieve normal-distributed data (e.g. "are the most critical factors" instead of "are critical factors").
# Handbook of Management Scales/New service development
## New service development (composite reliability = 0.80)
### 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, market focus, consists of three first-order dimensions: market acuity, relationship management, and new service development.

### Definition

The ability to create and develop new products/services and enhance existing ones.

### Items

* We have the ability of rapidly enhancing existing products/services to changing customer requirements. (0.51)
* Our company routinely allocates resources for innovating products and services. (0.60)
* We have a formal process for systematically including customer requirements in the development of new products/services. (0.61)
* Our organizational structure for new product/service development is cross-functional. (0.70)

### 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 item was dropped due to low regression weight (or lower than remaining items). The fourth item was dropped due to lack of theoretical support.

### Related Scales

* Market acuity
* Relationship management
# Handbook of Management Scales/Obedience
## Obedience (alpha = 0.88)
### Description

The authors reconceptualize organizational citizenship behavior (OCB) in terms of civic citizenship and propose a new OCB measurement. It uses five categories of citizenship: loyalty, obedience, social participation, advocacy participation, and functional participation. Based on data from 950 employees, support is found for the measurement's construct validity.

### Definition

Organizational citizenship can be conceptualized as a global concept that includes all positive organizationally relevant behaviors of individual organization members.
Obedience is understood as respect for the rules and policies of an organization and willingness to expand appropriate effort on its behalf.

### Items

* Rarely wastes times while at work. (0.66)
* Produces as much as capable of at all times. (0.64)
* Always come to work on time. (0.60)
* Regardless of circumstances, produces highest quality work. (0.55)
* Does not meet all deadlines set by organization (R). (0.53)
* Is mentally alert and ready to work when arrives at work. (0.53)
* Follows work rules and instructions with extreme care. (0.52)
* Sometimes wastes organizational resources (R). (0.52)
* Keeps work area clean and neat. (0.50)
* Sometimes misses work for no good reason (R). (0.39)

### Source

* Van Dyne, Graham & Dienesch (1994): Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation. Academy of Management Journal, Vol. 37, No. 4, pp. 765–802

### Comments

The factor loadings of most of the items were below 0.60 and, thus, relatively low.
# Handbook of Management Scales/Offline store layout
## Offline store layout (alpha = 0.88)
### Items

The construct was measured using 7 points semantic-differentials.
* Unorganized layout - well organized layout
* Crowded shopping - spacious shopping
* Messy - neat

### Source

* Verhagen/van Dolen (2009): Online purchase intentions: A multi-channel store image perspective. Information & Management, Vol. 46, No. 2, pp. 77–82.
# Handbook of Management Scales/New service development process focus
## New service development process focus (composite reliability = 0.79; average variance extracted = 0.50)
### Description

The authors report a two-stage approach for the development and validation of new multi-item measurement scales reflecting a multidimensional construct called new service development competence. It is operationalized as a multidimensional construct reflected by five complementary dimensions: new service development process focus, market acuity, new service development strategy, new service development culture, and information technology experience.

### Definition

New service development competence reflects an organization’s expertise in deploying resources and routines, usually in combination, to achieve a desired new service outcome. New service development process focus represents the availability and use of systematic service development practices and routines.

### Items

* Our new service/product development efforts are comprised of formal stages of development activities. (0.745)
* Our service firm employs standard resources and routines in all new service development projects. (0.493)
* Our service firm employs formalized processes for all new service development projects. (0.904)
* All new service development projects are planned based on a fixed sequence of development activities. (0.476)

### Source

* Menor/Roth (2007): New service development competence in retail banking: Construct development and measurement validation. Journal of Operations Management, Vol. 25, No. 4, pp. 825-846.

### 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. The wording may be changed, because all mean values are lower than the 3 (e.g. "for many new … projects" rather than "for all new … projects"). That might ensure that the data is normal distributed.

### Related Scales

* Process control
* Process management
# Handbook of Management Scales/Offline store service
## Offline store service (alpha = 0.94)
### Items

The construct was measured using 7 points semantic-differentials.
* Unfriendly personnel - friendly personnel
* Few helpful salesmen - Many helpful salesmen
* Bad service - good service
* Bad reputation - good reputation
* Unknowledgeable sales personnel - knowledgeable sales personnel
* Slow checkout - fast checkout

### Source

* Verhagen/van Dolen (2009): Online purchase intentions: A multi-channel store image perspective. Information & Management, Vol. 46, No. 2, pp. 77–82.
# Handbook of Management Scales/Perceived delegation
## Perceived delegation (alpha > 0.7)
### Description

Two three-item delegation scales developed and tested by Schriesheim and Neider (1988) were combined and labeled "DI" and "DII". Data and analyses from five separate samples have shown these measures to be temporally stable (i.e., to have good test-retest reliabilities) and highly reliable (to have coefficient alphas consistently in excess of .70). Additionally, in multiple hierarchically nested maximum likelihood confirmatory factor analyses, these measures have demonstrated strong convergent and discriminant validity, along with good criterion-related validity, both concurrent and predictive.

### Items

(always = 5, very often = 4, fairly many times = 3, occasionally = 2, none of the time = 1)
* My supervisor does not require that I get his/her input or approval before making decisions.
* My supervisor lets me make decisions by myself, without consulting with him/her.
* My supervisor gives me the authority to make my own decisions, without any input from him/her.
* I ask my supervisor for information and then make job-related decisions for myself.
* My supervisor gives me areas where I decide on my own, after first getting information from him/her.
* My supervisor permits me to get needed information from him/her and then make my own decisions.

### Source

* Schriesheim et al. (1998): Delegation and leader-member exchange: Main effects, moderators, and measurement issues. Academy of Management Journal, Vol. 41, No. 3, pp. 298-318.