ShantanuT01/DACTYL-Pretraining huggingface dataset:
The definite elements of the costume and dress which are typical for a certain historical and cultural period can characterize the development of the society during this period of time. It is important to note that the details of the costume can often reflect the social status of a person who wears the certain clothes, and they can help determine the occupation or position within the social hierarchy. Discussing the elements of the European costume for men worn in the 17 th century, it is necessary to concentrate on such a garment as jerkin worn by men belonging to different social categories. From this point, jerkins worn by military men and by civilians differed significantly as well as jerkins worn by the representatives of the social upper and middle classes. Thus, a jerkin was an important part of the man’s costume during the 17 th century. Today, jerkins are not presented in that form which was typical for the 17 th century. The details characteristic for jerkins are represented in the modern leather jackets with sleeves and sleeveless vests for men. Although there are no jerkins for men used for the everyday costume, modern leather jackets and vests can be discussed as the contemporary adaptations of jerkins because of the number of similarities in the form and materials. The Characteristic Features of Jerkins in the 17th Century During the 17 th century, jerkins reflected the silhouettes typical for garments of the 16 th century, but with adding certain details to this type of clothing. A jerkin can be discussed as a kind of the leather jacket for men, and a jerkin can be short or long, with sleeves or sleeveless. Jerkins were traditionally close-fitting, and they were worn over the male doublet (Cumming and Cunnington). It is necessary to focus on the leather jerkins because the typical material for jerkins was the light-colored leather. Jerkins were made with or without sleeves depending on the period of the 17 th century. At the beginning of the 17 th century, it was possible to observe the upper-class men in jerkins with elbow-length sleeves worn over doublets (Bradley 193). Moreover, the sleeves of jerkins could be puffed to elbow according to the fashion traditions of the period. However, it is important to pay attention to the fact that first jerkins were made of ox-hide or thick leather, and they were worn by soldiers (Cosgrave). These jerkins were typically sleeveless, with high waists, and they were also belted (Fig. 1). It was rather easy to use jerkins for military purposes, and they were later adopted by civilians for the everyday use. Thus, jerkins acquired the details which were typical for the garments of rich persons, for instance, elements of decoration. Jerkins were traditionally worn open to demonstrate the doublet. Later, jerkins were buttoned at the waist according to the fashion trends of the late 17 th century. Thus, the balance between the open and buttoned parts of jerkins helped create the narrow-waisted silhouette of the leather jerkin (Bradley). The narrow-waist
Expert perception and individual judgment constitute critical factors in forensic pattern recognition. To investigate this area of research expertise, the critics should be sufficiently knowledgeable with the discipline to provide a constructive paradigm of arguments on the subject matter. This assignment provides criticism of Dror’s and Cole’s (2010) study on “blind” justice, supporting the claim made by the authors through the prism of contemporary academic literature. Dror and Cole’s credentials as academic scholars in the field allow them to solidify meaningful criticism. Both authors appeared in multiple peer-reviewed publications, uncovering novel approaches to forensic science. The findings from their collaboration suggested that forensic experts are required to evaluate whether two patterns are similar enough to have the same origin (Dror & Cole, 2010). The initial hypothesis, highlighting the role of bias, individual context, and perception in judgment has been later supported by other researchers. For instance, Koehler, Schweitzer, Saks, and Mcquiston (2016) underlined that one of the leading causes of erroneous convictions in the court is forensic science bias, also known as “blind” testimony. The researchers also emphasized that it is essential to understand the critics’ pre-existing beliefs about the situation to better evaluate their evidence. The aforementioned factor leads to the assessment of the constructiveness of the criticism given. Dror and Cole (2010) provide a number of perspectives in their research, focusing on a multitude of case studies. Such an approach demonstrates the absence of merely fault findings for it is supported by empirical evidence under various angles. As suggested by Ribeiro, Tangen, and Blake (2019), forensic experts have to balance between the empirical manifestation of the accuracy of their methods, the universality of the law, historical precedence, and one’s moral beliefs to provide bias-free, constructive feedback. Since the original article is supported by later contemporary research, the content, methods, and conclusions of the study shall be labeled as satisfactory.
How well did they follow NIMS as it relates to area command? The National Incident Management System (NIMS) was made up of two incident management teams namely Type 1 and Type 2. The type 1 attacked the firestorm since it had been mandated to perform both the functional and operational duties. Over 600 firefighting officials were charged with the role of fighting the wild fires over large areas. They were supposed to harness safety issues, conduct and plan operational, fiscal and logistical matters. This command team made sure that the areas under their mandate were fully covered. The type 1 command teams were also responsible for evacuating affected victims of fire. Community protection in spots that had not been affected by fire incidents was the major role of the Type II command teams. The latter comprised of firefighting experts of slightly less than five hundred officials. Hence, area command as related to NIMS was adequately followed. How was the Joint Information center managed? The Joint Information Center was positioned at the center of the Multi Agency Coordination Group. Its main roles included dispatching harmonious information to the public, general media control, and information management. The Joint Information Center also made it possible for various media houses to obtain the most updated and latest information regarding the rescue and firefighting processes. The center was also supposed to make sure that the various teams attacking fire from different positions were well coordinated even though there were individual team leaders who were performing the larger part of this duty. In addition, the center was mandated with the role of managing vital information obtained from different agencies taking part in the process. In other words, it played an oversight role on all matters regarding the smooth flow of information. This explained why it worked with several agencies at the same time. Was there public information program effective? The public information program was effectively managed bearing in mind that a separate and specialized department referred to as the Joint Information Center was set up with the broad goal of managing information required by the members of the public. The center was managed in such a way that there were public affairs officers working full time in receiving, harmonizing and eventually dispatching information to the media and members of the public. These full time working officers were drawn from emergency agencies within the county and the city. In addition, the wildfire experts and several technical officials were deployed at the information management center in order to assist in processing and dispatching latest news obtained from officers working on the ground. Was there communication plan effective? Did it allow first responders to be updated on the incident? The firefighters made use of radio communication in order to connect with the rest of the First Responders taking part in the process. At the beginning, the communication pla
Use of Business Intelligence (BI) by CIO’s and CMO’s There has been a long history of conflict between the marketing team and the IT group in many organizations, signified by the conflict between the CIO’s and CMO’s. The two parties believe that they are the ones charged with the responsibility of owning and driving the digital strategies in their organizations. The CIO’s and CMO’s are observed to complement each other implying that their conflict can be attributed to the absence of communication between the two and the management, as well as the absence of leadership at the various levels. For the organizations to meet their consumer needs, the CIO’s are supposed to communicate with the organizations, and the organizations should do the same, to the CIO’s. The involvement of the marketing departments in projects involving technology applications is important, and they should strive to understand their roles in projects, through clear communication channels and good leadership of the projects (O’Leary, 2002). The area of customer relationship management (CRM) requires the definite cooperation of CIO’s and CMO’s. Their relationship is involved in the process of marketing automation. This automation is designed to improve the implementation of marketing strategies by more efficient planning of programs and better assess of the ROI. Marketing is done with consideration of the customer, unless when it is conducted concerning other businesses. Marketing is usually viewed as promotions, which do not complement other strategies due to their abrupt effects on customer behaviour leading to pressure to meet the increased demand, leads, which do not provide opportunities for monitoring, and literature, which is not solution oriented. The CIO’s deal with other functions that may influence consumers including operating systems with inadequate manoeuvrability, sluggish reaction times and concerns of data integrity (Stenzel, Cokins, Schubert, & Hugos, 2010). These functions are designed to improve productivity and profitability by developing a customer interface that allows them to communicate their grievances. Business intelligence is used to assess trends in business and consumer clients, therefore helping to recognize the weak areas in a business. Such information is vital since the organizations can come up with strategies to strengthen all business sections. Effective implementation of business intelligence tools has been observed to increase sales using the fact-based selling tools, increase profits by aiming at gainful activities, build and retain customer loyalty, improve on the accuracy and timeliness of sales forecasts, attain budgeted sales, reduce
Introduction Observation techniques are helpful to collect details about a child’s behavior, demeanor, and emotional state. The name ‘Betty’ is used in this case study to protect the privacy of the child selected for the project. The purpose of this paper is to present the observation results with reference to the child’s behavior and interactions with caregivers. Who Is This Child? Betty is a three-year-old Caucasian female with fair, curly hair. Betty’s movements are slow. She prefers sitting on the floor and playing with dolls. When Betty wants to ask something, she does not shout, but she stands up and comes to her mother. Most of the time, Betty is focused on her play, and there are only some cases when she demonstrates dresses for her doll to the mother. When Betty answers her mother’s questions, she speaks quietly and avoids eye contact. Choosing three phrases to describe Betty, it is possible to state that the girl is silent, good-tempered, and focused on her activities. Betty has successfully passed developmental milestones like walking and talking on time. Since Betty is rather silent for her age, it is important to learn whether this behavior is typical of her; how she communicates with other toddlers and adults; how she behaves outside while running, jumping, and playing active games. Who Is This Child in Their Body? While referring to Dunn’s (2007) sensory profiles, it is possible to state that a sensation avoiding pattern is typical of Betty. The girl avoids noisy spaces, unfamiliar stimuli, and other detractors. She prefers playing independently, without involving other toddlers or adults in her games. Betty’s temperament can be described as having the features of melancholic and phlegmatic types. According to Lillas’s (2014) discussion of sensory, regulation, executive, and relevance systems, it is possible to note that Betty’s regulation is good, and her behavior is rather stable. She does not react to stimuli actively. Betty also demonstrates developed speech, motor, and gross motor skills. However, more information is required to conclude about her relevance system and previous experiences. These qualities cause Betty’s mother to focus on creating safe and calm environments for the girl. More attention should be paid to developing Betty’s social skills to prevent stress while contacting with strangers. While comparing the observer’s and Betty’s sensory profiles, it is important to note that the observer follows a sensory sensitivity pattern. Both profiles are similar in terms of persons’ choice of rather passive roles while contacting with other people, but the observer is more responsive to stimuli. These aspects affect the relationships positively because the observer can
Sentara Leigh Hospital (SLH) is a major multidisciplinary medical center in Norfolk, Va. Independent evaluation demonstrates customer experience in receiving care, medical treatment, and long-term coverage. The Federal Hospital Comparison System and Medicare provides a summary of statistical information and subjective patient aftercare experiences. Variables of interest are patient information about hospital manipulations, speed and quality of services provided, and hospital rating when reported. The overall score is stated to be the same as or higher than national figures. The first variable is patient information, which is also characterized by the quality of interpersonal contact. Researchers state that excellent communication, compassionate behavior, and individualized interpersonal communication strategies influence overall satisfaction with hospital services (Grocott & McSherry, 2018). SLH demonstrates this variable through patient survey results, which examined doctors’ and nurses’ willingness to answer questions of interest and postoperative information. The independent score was the same or higher than the national survey (“Sentara Leigh Hospital Profile,” n.d.). Besides, SLH was analyzed as vulnerable in timely and effective care. The same source shows that treatment for sepsis, influenza vaccine supplies, and low-back pain primary diagnoses are 1-19% lower than the federal rate. However, the hospital was rated on average 4-8% better than similar clinics in the United States. All of these factors demonstrate that patient care, nursing professionalism, and care promotion strategies are the main strengths of SLH. However, specialized services and diagnostics will be slower and less likely to be provided, demonstrating the institution’s weakness in the long term. SLH is distinguished by high-quality interpersonal contact with patients, proper information, and care for the client’s condition. However, the provision of services and the feasibility of prescribing diagnostic procedures were identified as of low quality. It is essential to understand that increased efficiency of care covers the use of resources and reduced time to discharge. Consequently, the SLH must employ highly trained staff to adapt treatment strategies and provide an improved methodology for delivering care.
Executive summary Cisco is a multi-billion dollar high-technology company, considered the fastest-growing, with a market capitalization of over $200 billion and a low turnover of just 10 percent. It continuously adapts to change and reinvents itself by emphasizing technologies, products, and markets (O’Reilly & Pfeffer, 2000). Cisco emerged from the dot-com boom, survived when the “bubble burst,” and continued to lead the technological revolution by introducing new software and software applications, technology products that have become industry standards, and applied a unique way of human resource management. It also continues to grow in size by conducting mergers and acquisitions (M&As), but mostly acquisitions of small- and medium-sized corporations. It also has a distinct kind of acquisition of new corporations, i.e. retaining most of the new personnel and making them productive, with new career opportunities in the new environment. Corporate social responsibility, with its main feature strategic philanthropy, occupies a large portion of “corporate time” for Cisco. Strategic philanthropy is a way of giving opportunities through technology resources for students and youth, mostly those coming from impoverished nations in Asia and South Africa. An aspect of strategic philanthropy is the Cisco Networking Academy, which helps students and youth acquire technology education, online or in a physical classroom, to enable them to learn computer networking and enhance economic opportunities. This dissertation will conduct a case study on a successful international organization like Cisco. Cisco uses unique organizational strategies to attain a competitive advantage. Introduction Cisco has been regarded as a “transnational technology corporation,” one of only a handful of international companies, like Intel and Microsoft, providing technology education to youth and adults, internationally (Patil, 2015). The main product is technology – it connects organizations through its many software applications. An advertisement on its website goes: to connect what is simply not connected – and that is networking ( Cisco: Cisco overview , n.d.). In short, their product is a technology that helps connect people and organizations and enhances business functions. The company’s CSR program, which has been regarded as an exceptional kind of philanthropy, is the Network Academy Program, a worldwide effort designed to teach internet skills to youth and adults (Schmitz, 2007). One of the certified courses is the Cisco Certified Network Associate (CCNA), which is equivalent to 280 hours of instruction and provides knowledge in computer skills and networking. Aim and Objectives This study aims to conduct an analysis of Cisco to include its successful strategy. The objectives are:   * To determine Cisco’s strategy in attaining competitive advantage;   * To examine how Cisco uses technology and human capital in pursuing its goal;   * To investigate how Cisco conducts mergers and acquisitions (M&As), and the process involved. Hypothesis Many organizations use technology for operational and functional purposes; Cisco does it differ
Andrew Jackson supported policies that negatively impacted Native American tribes. He was the seventh president of the United States and a core founder of the Democratic Party. During his tenure in office, he supported a series of reform movements and rhetoric as a passionate, hot-tempered man that led him to murder those who opposed his policies. In fact, he was nicknamed ‘Old Hickory’ because of his toughness toward Native Americans when he was a soldier. His military career earned him an excellent reputation as an Indian fighter. During the war of New Orleans in 1812, he disobeyed orders and created his own to control expansion of Native Americans tribes in Northern America. He argued that the main obstacle toward settlement and development American citizens was Native American and Cherokee nation. During his two terms in office, he championed the political patronage and engaged with South Carolina during the Nullification crisis. He also settled ‘the Trial of Tears’ and Indian removal that ended the era of Indian civilization. The most controversial policies toward Native Americans were displayed by his support to resettle Native American in Indian land west of river Mississippi. This was as a result of his dislike towards Native American tribes after experiencing brutality from several tribes when he was working with the military. 1 Jackson’s policies supported the expansion and control of Cherokee nation by Georgia. Jackson believed that the US needed to expand at all cost including displacing those who stood in the way of expansion. Jackson argued that the federal government had no powers over state laws and refused to help Cherokee nation. The dispute was appealed to the Supreme Court which ruled that the state had no jurisdictio
Introduction Change is a peculiar and elusive concept that has taken a lot of struggle to contend with and make the society understand. In spite the fact that change is inevitable, it is a paradox to realize that it results majorly from the acts of the ordinary stakeholders. The society struggles to embrace change yet an aspect in our nature works so hard to block it. The modern society tries restructuring the systems that is the social, political, economic and business systems preparing them to come to terms with the need for change (Bates, 2000). This is despite the difficulty experienced in making people understand. To understand what change is and how change ought to be handled several questions come to mind that is what causes change, the change processes and the strategies to curb change, the effects of change (Bates, 2000). Change is therefore the process where individuals and groups in an organization shift from the current state of operations to a predetermined future state (Beerel, 2009). Organizational changes can be planned or unplanned, incremental or transformational change and therefore the form of management in place must be able to identify the type they are dealing with. This assists the stakeholders be in control of the scope and perspective most so during turbulent time during change. Through change management, the relevant stakeholders are made to come to terms with change and accept it. Through proper change management procedures mission, strategic, technological, operational and behavior the stakeholders can view changes as a positive aspect (Beerel, 2009). For change to happen successfully some functions must be handled conclusively; change has to be initiated, and th