OpenLLM-France/wikimedia huggingface dataset:
# Grand Theft Auto: San Andreas/Missions/Toreno's Last Flight
## Prerequisites

* Mission: Pier 69
* Location: CJ's garage, Doherty, San Fierro

## Walkthrough

A heat-seeking RPG really helps on this mission. Head to the yellow blips, take out the guards, head up the stairs, then follow the chopper, and bring it down to complete the mission.
Keep your distance at first, and use your sniper rifle if you have one to take out most of the bad guys. Once you're done with them, head down the ramp where 2 more bad guys are waiting - if you know they're there, you can take them stealthily. After the cutscene, kill the last guy as quickly as possible and get after that helicopter. Remember that until you climb the stairs, you have all the time in the world to lose the cops and regain health - head to the nearest fast food chain and order a salad or two.
The easiest and quickiest way to complete this mission is probably to go to the helipad, take out the five cops guarding the stairs onto the pad, followed by the two on the pad, pick up the RPG and AK-47 on the pad itself and then jump back onto the stairs and get on the bike by the entrance to the helipad.
You will probably have two wanted stars now so drive to the Pay-n-Spray near CJ's garage and remove the stars. Use the little ramp near the Pay-n-Spray to get onto the freeway (remember to not go nuts on the acceleration as you want to be in the right-hand lane not the left).
Drive as fast as you can to end of the freeway and at the T-junction get off the bike and wait for the chopper to come down the freeway. You should be able to get a few shots on it as it arrives (remember to lead your rockets) but then the chopper will hover over the T-junction allowing you to get three or four rockets in at point-blank range. This should destroy it.

## Tips

* You can save yourself some chasing on the bike if you can destroy it as soon as the helicopter takes off. To do that, you need to equip yourself with some heat-seeking rockets (you can find some in the SF airport). As you walk up the stairs leading to the helipad, the helicopter will take off and fly from your right to go around the building to your far left. You have around 5 seconds to aim your rockets (wait for the reticle to turn red) and fire a bunch of rockets to it before it disappears behind that building. If you miss this you will have to do the usual bike chase.

## Rewards

* Cash: $18,000
* Respect: +50

## New Missions Available

* Yay Ka-Boom-Boom (also requires: The Da Nang Thang)
# Grand Theft Auto: San Andreas/Missions/Trucking

These missions become available after you complete the mission with Catalina where you steal a gas truck.

## Trucking

Vehicle: Linerunner, Tanker, and Roadtrain with various trailers attached. Stop by Whittaker's depot after completing Catalina's "Tanker Commander" mission and step into the mission circle to activate the mission.
Tips: Use the first-person view for more accurate driving. Take turns and steep hills carefully to avoid disconnecting the trailer. Avoid other traffic on the road. On damage-based missions, drive carefully overall; on speed-based missions, you can afford to be careless with damage, but avoid hitting obstacles than can stop your movement.
Rewards: Whittaker's "RS Haul" becomes an asset that generates money automatically.

## Mission 1

Tanker to Red County: Deliver a Tanker to Red County, Simple run with a timelimit. Reward: $1,000.

## Mission 2

Tanker to Montgomery: Deliver a Tanker to Montgomery, Harder run with no timelimit but damage limit and fragile load. Reward: $1,500 - Damage.

## Mission 3

Illegal Goods to Ocean Docks, Los Santos: Deliver a container of Illegal Goods to Ocean Docks, Los Santons. The truck attracts police attention (3 Stars). No Time Limit. Warning this is a high load so some of the tunnels will cause the trailer to come off the truck. If this happens you have 45 seconds to reattached. Expect lots of police, the police helicopter and media vans to be all over you. Reward: $2,000.

## Mission 4

Goods to Whetstone, South San Andreas: Deliver goods to Whestone, South San Andres. Has to be done quickly. Timelimit. Reward: $3,000.

## Mission 5

Extremely Fragile Goods to Easter Basin, San Fierro: Deliver fragile goods to Easter Basin, San Fiero. Reward: $4,000 - Damage.

## Mission 6

Illegal Goods to Easter Bay Airpot: Deliver a container of Illegal Goods to Easter Bay Airport, San Fierro. The truck attracts police attention (3 Stars). No Time Limit. Warning this is a high load so some of the tunnels will cause the trailer to come off the truck. If this happens you have 45 seconds to reattached. Expect lots of police, the police helicopter and media vans to be all over you. Reward: $5,000.
# Human Anatomy
## Contents

    Introduction
       What is anatomy?
       Terminology and Organization
    The Skeletal System
       Bones
          Bone Tissue
          Gross Anatomy of the Skeletal System
       Joints
    Musculature and Circulation
       Myology
          Muscle Fibers
          Gross Anatomy of the Muscle System
          The Heart
       Angiology
          Arteries
          Veins
          The Lymphatic System
    The Nervous System
       The Neuron
       Anatomy of Neural Interactions
       Gross Anatomy of the Nervous System
       The Organs of the Senses
    Organ Systems
       Splanchnology
       The Respiratory System
       The Digestive System
       The Integumentary System
    Human Positions
    Surface Anatomy and Surface Markings

## See also

* Wikiversity:School of Medicine
* Human Physiology
This book incorporates text from the public domain 1918 Gray's Anatomy. Update as needed.
# Human Anatomy/Angiology/Lymphatic System

< Human Anatomy
The lymphatic system includes lymph nodes, lymph vessels, and lymph. The lymph contains many lymphocytes, which are a type of leukocyte, white blood cell, or immune cell. The lymphatic system contributes greatly to ridding an organism of foreign invasion. The invader can be bacteria, viruses, parasites, fungi, or toxins. If an invasion gets out of control, it can lead to an infection, which the lymphatic system then plays a roll in subduing.
The lymph nodes will swell when combating an infection, often being one of the confirming signs of illness in the same time of the lateral due to a foreign organism.
Lymph drains through the lymph system in the direction of venous blood flow (towards the heart). It is pumped by the gross muscular movement of the body as it squeezes the intercellular spaces where the lymph moves.
People who have had cancerous tissue removed will often have lymph nodes removed as well to check for spreading of the cancer. After such removal the person must be careful to avoid injury to the body along that route of lymph as the immune response to infection is impaired (e.g. a mastectomy on the left side with removal of lymph nodes means that arm needs to be treated with caution).
# How to use a Motorola DVR/Using i-Guide/The Basics

* Using i-Guide The Basics | User Setup | Parental Control | Recording

## Add the channel you are watching to an existing Favorites list

* Press the Info button twice
* Scroll to the heart icon
* Select the list to which the channel should be added

## Add a channel from the Guide to an existing Favorites list

* With the Guide displayed, scroll to a program on a channel that you want to add
* Press the Info button twice
* Scroll to the heart icon
* Select the list to which the channel should be added

## Selecting the Favorites List to use

There are three ways to select which Favorites list to use.
* You can use the Setup Menu to make a list active. Simply use the Menu key to get to the Setup screen and select the list you want to use.
* You can have the Guide display only the channels in a Favorites list, switch between lists, or display all channels. While displaying the Guide, press the Fav key on the remote repeatedly. This will cycle between showing the entire Guide and each of the Favorites lists. The name of the Favorites list will be displayed.
* You can view a mini-Guide that shows only the channels in a Favorites list, switch between lists, or display all channels. While watching a program, press the Info key on the remote and then press the Page up or Page down key. This will display a two or three-line version of the Guide. Now, pressing Fav will cycle between showing all channels and each of the Favorites lists. The name of the Favorites list will be displayed.
# Human Anatomy/Angiology

Angiology is the medical specialty which studies the diseases of circulatory system and of the lymphatic system, i.e., arteries, veins and lymphatic vases, and its diseases.
# Human Anatomy/Angiology/Veins

Veins are by definition vessels that bring back to the heart, either from the capillaries within the systemic circuit or from the capillaries in the lungs (pulmonary circuit). Veins consist of three layers; the tunica adventitia (or tunica externa) is the outer layer, the tunica media is the middle layer, and the tunica intima is the inner layer. Large veins such as those in the legs contain bicuspid (two leaflets) valves that prevent the back flow of blood. The valves increase in number the further away from the heart.
# How to use a Motorola DVR/Using i-Guide/Recording

* Using i-Guide The Basics | User Setup | Parental Control | Recording
TODO: Need to add information on using the recording features.
# Human Anatomy/Angiology/Arteries

Arteries are by definition vessels carrying blood from the heart to other organs.
Arteries have three layers - the tunica interna (intima), tunica media, and tunica externa.
# Handbook of Management Scales/Management leadership
## Management leadership (alpha = 0.94; composite reliability = 0.93)
### 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

* Degree to which organization top management (top organization executive and major department heads) is evaluated for quality performance. (0.81)
* Degree of participation by major department heads in the quality improvement process. (0.79)
* Extent to which the organizational top management has objectives for quality performance. (0.88)
* Comprehensiveness of the goal-setting process for quality within the organization. (0.88)
* Amount of review of quality issues in organizational top management meetings. (0.81)
* Degree to which the organizational top management considers quality improvement as a way to increase proﬁts. (0.81)
All items were adapted from Saraph et al. (1989).

### 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.

### Related Scales

* Quality leadership
* Top management support
# Handbook of Management Scales/Manufacturing process innovation implementation performance
## Manufacturing process innovation implementation performance (alpha = 0.798, CR = 0.809, AVE = 0.460)
### Description

The 5-point Likert-type scale was developed based on previous literature, interviews with managers, and item-sorting exercises.

### Definition

Manufacturing process innovation refers to all activities required to invent and implement a new manufacturing process.

### Items

* Using the new practice/technology, we achieved greater productivities than we originally planned.
* The new practice/technology improved the quality of our process more than we had originally expected it would. (dropped after confirmatory factor analysis)
* The new practice/technology improved our responsiveness more than we had hoped.
* The new practice/technology achieved significantly better overall technical improvements than we had originally expected it would.
* The new practice/technology performed significantly better than we had originally expected it would.
* The new practice/technology was not as effective or efficient as we had originally hoped it would be. (reverse coded)

### Source

* Lee et al. (2011): The roles of worker expertise, information sharing quality, and psychological safety in manufacturing process innovation: An intellectual capital perspective. Production and Operations Management, Vol. 20, No. 4, pp. 556–570

### Comments

The AVE value was below 0.5 and the factor loading of item six was below 0.6 and these values are, thus, too low.
# Handbook of Management Scales/Market volatility
## Market volatility (alpha = 0.73/0.82)
### Items

* Stable--unstable
* Certain--uncertain
* Changes slowly--changes rapidly
* Predictable--unpredictable

### Source

* Atuahene-Gima/Li (2002): When does trust matter? Antecedents and contingent effects of supervisee trust on performance in selling new products in China and the United States. Journal of Marketing, Vol. 66, No. 3, pp. 61-81. Adapted from Bello/Gilliland (1997).
# Handbook of Management Scales/Marketing proficiency
## Marketing proficiency (alpha = 0.86)
### Description

Although certain items of some scales were developed specifically for the Japanese context, many were derived from existing validated scales. Respondents answered all questions using a Likert-type scale ranging from 0 to 10; field research suggested that an 11-point scale was appropriate for studying Japanese management practices because a 100 percent grading system is used in most Japanese schools.

### Definition

Marketing proficiency includes activities such as evaluating consumers and competitors, determining market characteristics and trends, carrying out marketing research, test marketing, and executing product launch.

### Items

Please circle the answer that best represents your judgment about each aspect on "how things actually were during the development of this project" rather than on "how things ought to be". Please indicate how well or adequately your firm undertook each activity in this product development process—relative to "how you think it should have been done". (0 = done very poorly or mistakenly omitted altogether, 10 = done excellently)
* Determining market characteristics and trends. (0.86)
* Conducting a detailed study of market potential, customer preferences, purchase process, etc. (0.86)
* Appraising competitors and their products—both existing and potential. (1.00)
* Identifying "appeal" characteristics that would differentiate and sell the product. (0.51)
* Executing test marketing programs in line with the plans for commercialization. (0.63)
* Launching and introducing this product into the marketplace—selling, promoting and distributing. (0.67)

### Source

* Song/Montoya-Weiss (2001): The Effect of Perceived Technological Uncertainty on Japanese New Product Development. Academy of Management Journal, Vol. 44, No. 1, pp. 61-80.

### Comments

Some items might be formative. The last items have low factor loadings.

### Related Scales

* Competitive and market intelligence
* Technical proficiency
# Handbook of Management Scales/Management style
## Management style (alpha = 0.71; 0.70)
### Description

To measure the construct, the authors relied on scale items previously used by Cameron & Quinn (1999), Chatterjee et al. (1992), Datta (1991), Hofstede et al. (1990), Kanter & Corn (1994), and Pothukuchi et al. (2002).

### Definition

A firm’s management style is defined by its unique managerial approach, control systems, decision-making style, and communication modes (Covin & Slevin, 1988; Datta, 1991)..

### Items

* The firm/partner relies on an informal organization (e.g., has few managerial layers, loose control and monitoring; would settle for a handshake instead of sticking to bureaucratic procedures, contracts and legal documentation). (0.76; 0.81)
* The firm/partner uses consensus seeking rather than authoritarian decision making (e.g., many people are democratically involved in decisions instead of one senior person making all the calls). (0.81; 0.58)
* The firm/partner prefers informal over formal communication (e.g., bullet-point presentations or verbal communication instead of lengthy written reports). (0.77; 0.80)
* The firm/partner has an apolitical organization (e.g., decisions are guided by concrete considerations and planned processes rather than by personalities and hidden agendas). (0.56; 0.70)

### Source

* Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479

### Comments

The items might be a bit long. They mainly help to distinguish between formal and informal management styles.
# Handbook of Management Scales/Marketing routines
## Marketing routines (alpha = 0.71; 0,65)
### Description

To measure the construct, the authors relied on scale items previously used by Kohli et al. (1993), and Pothukuchi et al. (2002).

### Definition

Marketing routines are the procedures for learning about customer needs, devising plans for serving those needs and implementing such plans (Kohli & Jaworski, 1990).

### Items

* The firm/partner uses technically oriented people for sales tasks. (0.85; 0.69)
* The firm/partner is proactive rather than reactive with customers (e.g., has a hungry sales force, goes public with information about products under development). (0.73; 0.59)
* The firm/partner objectively presents alternative competing solutions that can best serve customers’ needs rather than force-fitting its own solutions. (0.56; 0.74)
* The firm/partner incorporates the best products, solutions or platforms available to the industry instead of simply pushing proprietary technology, solutions, or products. (0.76; 0.75)

### Source

* Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479

### Comments

The second alpha value is lower than 0.7 and, thus, too low. In some items, the relationship to marketing remains a bit unclear.
# Handbook of Management Scales/Marketing synergy
## Marketing synergy (alpha = 0.97)
### Description

Although certain items of some scales were developed specifically for the Japanese context, many were derived from existing validated scales. Respondents answered all questions using a Likert-type scale ranging from 0 to 10; field research suggested that an 11-point scale was appropriate for studying Japanese management practices because a 100 percent grading system is used in most Japanese schools.

### Definition

Marketing synergy refers to the project's fit with the available market research, sales force, distribution, and advertising and promotion skills and resources.

### Items

To what extent does each statement listed below correctly describe this selected successful project? (0 = strongly disagree, 10 = strongly agree)
* Our company's marketing research skills were more than adequate for this project. (0.63)
* Our company's salesforce skills were more than adequate for this project. (0.58)
* Our company's distribution skills were more than adequate for this project. (1.00)
* Our company's advertising/promotion skills were more than adequate for this project. (0.62)
* Our company's marketing research resources were more than adequate for this project. (0.63)
* Our company's salesforce resources were more than adequate for this project. (0.63)
* Our company's distribution resources were more than adequate for this project. (0.99)
* Our company's advertising/promotion resources were more than adequate for this project. (0.63)

### Source

* Song/Montoya-Weiss (2001): The Effect of Perceived Technological Uncertainty on Japanese New Product Development. Academy of Management Journal, Vol. 44, No. 1, pp. 61-80.

### Comments

Some items have low factor loadings.

### Related Scales

* Technical synergy
# Handbook of Management Scales/Masculinity
## Masculinity (CR = 0.82)
### 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

Masculinity represents the expression of assertiveness, self-confidence, aggression, and ambition.

### Items

* Women are generally more caring than men. (0.78)
* Men are generally physically stronger than women. (0.76)
* Men are generally more ambitious than women. (0.74)
* Women are generally more modest than men. (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
# Social Responsibility

Social responsibility (SR) outcomes investigate our duty to perform so as to maintain a balanced relationship among individuals and groups.
There are four social responsibility outcomes:
* SR1: Distinguish between altruism and prosocial behaviour.
* SR2: Contrast two theories explaining altruism in humans.
* SR3: Using one or more research studies, explain cross-cultural differences in prosocial behaviour.
* SR4: Examine factors influencing bystanderism.
Note that any example responses are not necessarily worth full marks, but exist simply to provide an idea of how an example looks.

## SR1

Distinguish between altruism and prosocial behaviour

## SR2

Contrast two theories explaining altruism in humans

## SR3

Using one or more research studies, explain cross-cultural differences in prosocial behaviour

## SR4

Examine factors influencing bystanderism
This question was last asked in the November paper in 2014.
# Psychology of Human Relations

    General Framework
       GF1: To what extent do biological, cognitive and sociocultural factors influence human relationships?
       GF2: Evaluate psychological research (that is, theories and/or studies) relevant to the study of human relationships.
    Social Responsibility
       SR1: Distinguish between altruism and prosocial behaviour.
       SR2: Contrast two theories explaining altruism in humans.
       SR3: Using one or more research studies, explain cross-cultural differences in prosocial behaviour.
       SR4: Examine factors influencing bystanderism.
    Interpersonal Relationships
       IR1: Examine biological, psychological and social origins of attraction.
       IR2: Discuss the role of communication in maintaining relationships.
       IR3: Explain the role that culture plays in the formation and maintenance of relationships.
       IR4: Analyse why relationships may change or end.
    Violence
       V1: Evaluate sociocultural explanations of the origins of violence.
       V2: Discuss the relative effectiveness of two strategies for reducing violence.
       V3: Discuss the effects of short-term and long-term exposure to violence.
# Social Development

The social development (SD) heading focuses on the affiliation between development on environmental factors, and development on relationships.
There are four social developments:
* SD1: Examine attachment in childhood and its role in the subsequent formation of relationships.
* SD2: Discuss potential effects of deprivation or trauma in childhood on later development.
* SD3: Define resilience.
* SD4: Discuss strategies to build resilience.
The learning outcome SD3 has never been asked individually; it has always been an addition added to SD4. That is Define resilience and discuss strategies to build resilience.
Note that any example responses are not necessarily worth full marks, but exist simply to provide an idea of how an example looks.

## SD1

Examine attachment in childhood and its role in the subsequent formation of relationships.

## SD2

Discuss potential effects of deprivation or trauma in childhood on later development.

## SD3

Define resilience.

## SD4

Discuss strategies to build resilience.