zilongwang/ReadingBank huggingface dataset:
MFW Beneficiaries Assessment Assessing the capacities of MFW beneficiaries will form the foundation for identifying beneficiary training and the appropriate training program design, as well as creating a benchmark against which to assess future progress. The Firm is required to adopt a mixed-method approach: quantitative tools will be combined with qualitative tools to yield rich information. The Firm is required to develop a methodology for conducting the assessment, which should be a needs-based segmentation of MFW clients. The firm should compare needs and approaches against other best practice programs of a similar type. The TNA should identify training needs segmented by gender, age, governorate, type and size of loan which include: Target group(s) Training scope - topics, skills, competencies Timing (urgency, priority) The Firm should demonstrate the ability to conduct the assessment, taking into consideration the following values: efficiency, transparency, and accuracy. Beneficiaries Assessment Methodology Data collection tools Data Analysis Data Source Subjects/Cohort Data Disaggregation Firm should consider the following data collection (when needed): Qualitative and Quantitative MFW beneficiaries – samples selected by MFW and Firm based on pre-set criteria Financial Skills Management & Planning Communications & Soft skills Business Development & Marketing Credit Gender Age Area Type of loan Size of loan Nature of enterprise Number of loan cycles MFW Staff Assessment Assessing the capacities of MFW staff will form the foundation for identifying staff training needs and the appropriate training program design. The Firm is required to adopt a mixed-method approach: quantitative tools will be combined with qualitative tools to yield rich information. The Firm is required to develop a methodology for conducting the assessment, which should be a needs-based segmentation of MFW staff. The TNA should identify training needs segmented by department, years of experience, management level, and governorate. It will also include: Target group(s) Training scope - topics, skills, competencies Timing (urgency, priority) The Firm should demonstrate the ability to conduct the assessment taking into consideration the following values: efficiency, transparency, and accuracy.
Employers Name and Address Start Date Finish Date Job Title and Key Responsibilities Reason for Leaving 4. Personal Statement In the box below, please outline why you would like to be considered for a National Festival Temporary Staff role, and with reference to the job description, please demonstrate why you think you would be suitable.
Mg Calculations How many lives did Adobe Springs save by shipping 13+ Million gallons of water in 2014, given that nearly all of that was later diluted from 110 mg/L to 62 mg/L magnesium content? If consumption were 2 liters/day per consumer, and that 13 Million gallons of water equalled 49,200,000 liters, and that water kills 4.5 Million people per annum out of a global population of 7 Billion, as per: Then it follows: 1. The 49,200,000 liters per annum provided 135,000 liters per day. Since the water was later diluted from Mg content of 110 mg/L to Mg content of 62 mg/L, the number of liters reaching consumers should be multiplied by 1.77, giving 239,516 liters per day of diluted water reaching consumers. 2. Divided by 2 liters per consumer, = 119,758 consumers serviced per day at 2 liters each of 62 mg/L Mg-water. 3. 4.5 Million annual deaths from Mg-deficient water, divided by 7 Billion people, is a Mg-deficient-water death rate of .00064. 4. Multiply .00064 by 119,758 consumers, and you get 76.6 deaths per annum averted by Adobe Springs water (bottled as Crystal Geyser Mineral Water and Noahs Spring Water). That's 6.3 deaths per month prevented by Adobe Springs water, or a little more than one death prevented every 5 days.
Need for regulatory reform in New York State Microgrid developers must be granted a specific exception from Public Service Law by the PSC to serve other customers Research regulation, exemption process; define “users” Identify solutions to streamline multi-customer microgrid development Ownership and Control of Assets Utility, non-utility ownership of DER The debate on utility versus non-utility ownership of DER will not be covered in this committee Utility ownership of DG is under active consideration by Department Staff Will be addressed in Staff Report; opportunity for input in the written comment phase Utility control of customer-owned microgrids Ownership of distribution lines within a microgrid Interconnection rules Rules governing microgrids with a single point of connection NYS Standard Interconnection Requirement; utility-specific interconnection rules; SGIP and LGIP; are these sufficient? IEEE 1547 is being revised Rules governing microgrids with multiple points of connection Lack of standards Consider the EPRI technical interconnection document Economics Flagged issues: Support to macrogrid presently not valued Developers don’t oversize generators due to lack of incentive Microgrids may not be economically feasible without participation in markets Access to the distribution grid Financing Provider of last resort NYSERDA Reports Identification of distinct microgrids configurations and models of ownership Economics of microgrids (participation in markets, products and services offered, models for cost benefit analysis) will be covered in Working Group 1. NYSERDA/DHSES/DPS report on microgrids for support of critical infrastructure (forthcoming) (.pdf) DSPP planning How to properly value, plan, and use microgrids is to be addressed in Working Group 1: Markets Committee within the broader discussion of DER Role of microgrids as they relate to system needs and critical facility resilience
EU Planned Operation EU Name EU Description Total Rating/Size 1 Yes No Drill Rig Reciprocating Engines Diesel-fired Nonroad Engines Varies 2 Yes No Rig Heaters and Boilers Heaters and Boilers Varies 3 Yes No Well Venting/Flow Backs N/A Varies 4 Yes No Miscellaneous POGO Reciprocating Engines Not On Drill Rig Diesel-fired Nonroad Engines Varies 5 Yes No Miscellaneous POGO Heaters and Boilers Not On Drill Rig Diesel-fired Heaters and Boilers Varies 6 Yes No POGO Portable Flares Fuel Gas Varies CERTIFICATION FOR MINOR PERMITS 18 AAC 50.205 Certification. Any permit application, report, affirmation, or compliance certification required by the department under a permit program established under AS 46.14 must include the signature of a responsible official for the permitted stationary source. Based on information and belief formed after reasonable inquiry, I certify that the statements and information in and attached to this document are true, accurate, and complete. _________________________________ Signature _________________________________ Printed Name _________________________________ Title
Provide well sites to be drilled under this notice. Use additional sheets if necessary. Name of Pad and exact location description: Latitude: Longitude: Attach a map showing the location(s) of your well sites to be drilled, and including roads, buildings, and water bodies. Attach as many maps as necessary to show all locations under this notification. Check here if all necessary maps are attached. Section 8 Equipment to Operate during Calendar Year 20 Select the appropriate check boxes in the table below, identifying the POGO equipment that is planned to operate during calendar year 20 . EU Planned Operation EU Name EU Description Total Rating/Size 1 Yes No Drill Rig Reciprocating Engines Diesel-fired Nonroad Engines Varies 2 Yes No Drill Rig Heaters and Boilers Diesel-fired Heaters and Boilers Varies 3 Yes No Well Venting/Flow Backs N/A Varies 4 Yes No Miscellaneous POGO Reciprocating Engines Not On Drill Rig Diesel-fired Nonroad Engines Varies 5 Yes No Miscellaneous POGO Heaters and Boilers Not On Drill Rig Diesel-fired Heaters and Boilers Varies 6 Yes No POGO Portable Flares Fuel Gas Varies CERTIFICATION
FURTHER EVIDENCE / INFORMATION REPORT To : Prosecutor URN Office : R v Next date : a t: Offence(s): Submitted as indicated Bad Character / Dangerous Offender (MG16) Outstanding case / revocation order details (state below) Case file evidence & information (MG6) Proceedings / investigations outstanding CCTV – tapes / discs Proceeds of Crime Act (POCA) (MG17) Compensation – receipts / estimates (MG19) Prisoner production copy order Conviction memorandum (certified copy) Record(s) of interview (MG15) Custody record (copy) or updated copy Recorded interviews (video / tape / DVD) DVLA printout Special Measures Assessment (MG2) Defendant previous convictions / cautions etc. TIC schedule(s) (MG18) Disclosure (MG6B / MG6C / MG6D / MG6E) Witness availability list updated (MG10) Drink drive forms roadside / hospital / station procedure Witness list updated (MG9) Exhibit (copy documents) Witness previous convictions / cautions Exhibit list (MG12) Witness statement (copy) (MG11) Forensic Evidence (including MG21 / MG21A) Witness statement (original) (MG11) Medical report / Surgeon’s statement (copy) Other - specify Further information / remarks (continued on separate sheets if necessary) Officer in case : Rank & No. / Job : Date submitted :
URN: 9. Additional Information attached to this form : Please indicate what this is by either ticking the relevant box (es) below or by describing the nature and relevance of the material : Sexual Offences Form Firearms Safety Form DNA Match Report Photographs / Visual records Witness / Victim’s Statements NFFID Form Toxicology Form Scene Examiner’s Report Plans Critical Success Factor Forms Other (please specify): 10. Contact with FSP : It is advisable to contact the FSP before submission where there is NO SUSPECT and / or where there is an URGENT aspect to the work: Are aspects of the submission required urgently? Y N If YES to whom does the urgent aspect relate? Deceased /Victim/Witness number (1, 2 and or 3 etc, if applicable) (Refer to section 11) Suspect number (1, 2 and or 3 etc, if applicable) (Refer to section 12) Has the work been discussed with any representative of the FSP? Y N If YES - Provide the time, date and name of the FSP representative : Specify any related Police or FSP reference numbers : Provide FSP reference numbers of any previous submissions e.g. related DNA crime stain submissions) : Provide details of what was discussed and agreed with the FSP prior to submission :
Attachment 5: Sample Fugitive Dust Control Plan Please note it is the responsibility of the Permittee to ensure that no part of their fugitive dust control plan violates any local, state, or federal law. Section 1 – General Information 1-A Facility Information Company Name: Plant Name: Permit No.: 1-B Contacts Report the address, and phone numbers of persons and owners or operators responsible for the implementation of the Dust Control Plan and responsible for the dust generating operation and dust control applications. Responsible Official (authorized under 18 AAC 50.990(93)) Name: Phone Number: On-site Manager/Operator or Point of Contact (if different from above) Name: Phone Number: 1-C Recordkeeping and Reporting Keep copy of Fugitive Dust Control Plan on-site at all times. Keep records of deviations from dust plan, reasons for the deviation, and corrective actions taken for at least five years. Section 2 – Fugitive Emission Points 2-A Fugitive Emission Points Identify the relative locations of actual and potential sources of fugitive dust emissions. Bulk material handling and storage areas. Paved and unpaved access roads, haul roads, traffic areas, and equipment storage yards. Exit points where carryout and vehicle track-out onto paved public roads may occur. Water supply locations if water application will be used for controlling visible dust emissions. Rock crushing operations. Screening Conveyors Fines Screening Asphalt plant operations Screening Conveyors Baghouse Catch Drum Mixer Discharge Hot mix storage silo receiving 2-B Comments – Fugitive Emission Points Section 3 – Control of Fugitive Dust Sources 3-A Control of Fugitive Dust Sources Check any boxes that apply. Checked boxes represent methods that will be used as needed. Active Operations
Click on “file”to enter map parameters: Grid file name (name.grd) for drawing map; Map color scale; image type; Program mode (automatic drawing or manual parameters entry) For map coloring, choose one of three provided scales. Automatic drawing means that program will determine field interval and isoline cross-section. When entering parameters manually (select “NO” option) a new submenu opens. Enter field interval and isoline cross-section parameters. Field interval should be a multiple of cross sections. “Image type” allows to select the type of the map to be drawn: “MAP” mode colors isolines depending on intensity of the “OUTLINE” mode does not draw isolines and only shows intensity of the field in selected colors.
Disposal file GAP NGAP Proportionate upgrade INVESTIGATION REPORT URN Defendant 1 : Anticipated plea : Defendant 2 : Anticipated plea : Summary of the Key Evidence - ‘Key evidence’ establishes every element of the offence and that the defendant committed the offence with the necessary criminal intent. Set out the in chronological order, telling the story and covering the ‘points to prove’ The summary must be balanced and fair Record address and contact details of civilian witnesses on MG9 (and all dates to avoid on MG10). Key evidence : Key witness(es) and their role (e.g. eye witness, person providing identity) : State value of property stolen or damaged (or recovered). See Sec 9 for recording compensation details) : Defendant Interview Set out the explanation by defendant as to how/why offence happened: include any mitigation/remorse put forward. Note any Special Warnings given. State if no comment made. Attach copy of CCTV if shown in the interview (to file). Defendant : Date of interview : Interviewing officer(s) : Other person(s) present : Summary of defendant explanation : Defendant’s response/reaction to CCTV (if ‘key evidence’ and shown in I/V): Relevant admissions and their start/finish counter reference times: Non Key Evidence – list witnesses present but not ‘key’. what evidence they contribute e.g. additional eye witness, arresting officer, charging officer; officer seizing CCTV. Record contact details of civilian witnesses on MG9 and dates to avoid on MG10. Name of non-key witness(es) and their role: Visually Recorded Evidence – CCTV, photos, mobile phone(s). Attach a copy (identify playback format). Custody suite CCTV should be included as unused material unless ‘key evidence’. Is VRE? If ‘Yes’, does it provide ‘key evidence? Give details of what it shows (whether ‘key’ or not) and include tape counter reference times for relevant key sections (i.e. defendant punching victim/kicking window). 5. Injuries – a medical statement is NOT required unless needed to interpret x-rays or describe injuries not visible to the naked eye. Victim(s)/eye witness/Investigation officer should describe any visible injuries, photos should be taken and attached (if not taken.attached, state why).
Dues must be paid by the second General Body Meeting of each semester. Section 4. Penalty for Non-payment of Fees Any late payments will result in a loss of voting privileges until the dues are paid. $2 interest fee will be added for every meeting it goes unpaid. Section 5. Budget Implementation Treasurer will present a weekly report on account activity. Article VIII. Meeting Section 1. Council Meetings will be held every Tuesday at 5:00pm during the Fall and Spring semesters. In extreme cases a chapter can be excused from meetings with legitimate reason and proper documentation and is held as “excused” at the discretion of the Execitive Board. Section 2. Executive Board Meetings will be held at the discretion of the Executive Board members and Advisor Section 3. Summer Meetings The MGC hold a summer retreat each summer. The executive board and two delegates from each organization must be in attendance. Date and time to be determined by the end of the spring semester each year. Article IX. COMMITTEES Section 1. Committees shall be implemented when MGC deems them necessary. Section 2. Committee Chairs Committee members can be any individual members from the General Assembly. A committee must consist of a committee chair and a minimum of two additional committee members. Section 3. Committees Fundraising Committee It shall be the responsibility of the Fundraising Committee to Plan and implement all fundraising activities Keep treasurer aware of fundraising activities Compile a report to the Executive Board upon completion of all fundraising achievements for the academic year. The Treasurer chair the fundraising committee.
GENERAL EDUCATION LEARNING OUTCOME AREA an “X” in the box next to those that are applicable.) Communication X Critical Thinking Information Literacy X Scientific and Quantitative Reasoning Global Sociocultural Responsibility SECTION 6 LEARNING OUTCOMES TYPE OF OUTCOME (General Education, Course or Program) METHOD OF ASSESSMENT Students will identify the nature of mathematical problems. Gen. Ed /Discipline Periodically, this outcome will be assessed utilizing an assessment method that may include, but is not limited to, standard rubrics, projects or some other method. SECTION 6 (Continued) LEARNING OUTCOMES TYPE OF OUTCOME (General Education, Course or Program) METHOD OF ASSESSMENT Students will formulate /translate problems into mathematical language. Gen. Ed /Discipline Periodically, this outcome will be assessed utilizing an assessment method that may include, but is not limited to, standard rubrics, projects or some other method. Students will use various mathematical methods to correctly solve problems. Gen. Ed /Discipline Periodically, this outcome will be assessed utilizing an assessment method that may include, but is not limited to, standard rubrics, projects or some other method. Students will use critical thinking in interpreting data and/or drawing conclusions from the results of a mathematical problems. Gen. Ed /Discipline Periodically, this outcome will be assessed utilizing an assessment method that may include, but is not limited to, standard rubrics, projects or some other method. Students will be able to represent and explain mathematical information graphically verbally numerically and symbolically. Discipline Periodically, this outcome will be assessed utilizing an assessment method that may include, but is not limited to, standard rubrics, projects or some other method. Apply mathematical concepts to real-world financial, economic and demographic situations. Course Students complete in-class, out-of-class or online assignments that may include one or more of the following: homework, quizzes, tests, oral or written presentations, article critiques, reports/minute papers, portfolios, or projects. Understand the development and use of a variety of number systems. Course Students complete in-class, out-of-class or online assignments that may include one or more of the following: homework, quizzes, tests, oral or written presentations, article
TYPE OF ORGANIZATION Private, charitable corporation incorporated in Massachusetts. Is not a small business concern. Does not employ anyone on a contingent fee basis. Is an Equal Opportunity Employer (EEO), has an Affirmative Action Compliance Program. On NIH Forms, use type M. TAX EXEMPT STATUS: MGH is a 501(c)(3) organization and is described under section 509(a)(1) of the Internal Revenue Code. SRH's subsection under 509(a)(1) is 170(b)(1)(A)(iii) (Hospital). If you need a copy of the tax exempt form for Partners, MGH or another PHS institution, contact the , 617-726-2142. Organizational Component Code 30 - Hospital NIH Entity Number 1042697983A1 Mass. Tax Exempt Number 042-697-983 Federal Identification Number 04-2697983 Congressional District: MA-008 Duns Number: 07-313-0411 Institutional Profile Number 4907701
freedom of speech and debate. This freedom is considered to be the cornerstone of democracy because members must be free to discuss and say what they wish in the parliamentary chambers; they must be able to discuss contentious issues and to conduct investigations without interference. While freedom of speech is of utmost importance, it is nonetheless regulated by parliamentary Rules and practices. Thus, for example, we have Rules which prohibit the use of “offensive or unbecoming language” and which prohibit members from reflecting “upon the competence or honour of a judge of a superior court, or of the holders of an office (other than members of the Government) whose removal from such office is dependent upon decisions of this House”. The latter Rule aims to protect the integrity and independence of judges, and other non-political office bearers such as members of Institutions created in terms of the Constitution to support democracy. The purpose of the Rules regulating freedom of speech is to guide debate so that it happens in an orderly and respectful fashion. A member who breaches or abuses parliamentary privilege or who willfully disregards the and the Act, is in contempt of Parliament. Disrupting the proceedings of Parliament through frivolous points of order or speaking without being recognized by the presiding officer amounts to abuse of privilege. Refusing to obey the instruction or order of a presiding officer to withdraw from the House constitutes contempt. Other conduct that may amount to contempt include improperly interfering with the performance by a member of his or her functions; threatening or obstructing a member from attending a meeting; creating or taking part in any disturbance within the parliamentary precincts. In terms of the Act, our Parliament is authorized to inquire into and pronounce on conduct constituting contempt and to take disciplinary action against a member who is allegedly in contempt. It is the prerogative and responsibility of the House to punish members who breach parliamentary privilege or act in contempt of its authority. The House may impose any of or a combination of penalties provided for in the Act. (2) Court Judgments and implications for Parliament Unlike the first three democratic Parliaments, during the Fourth and Fifth Parliaments it appears many matters involving the internal functioning of Parliament have ended up in courts. Recently, for example, in Economic Freedom Fighters (EFF) and Others v The Speaker of the National Assembly and Other, the High Court interdicted the National Assembly from suspending its members despite the members being found guilty of contempt of the House in accordance with the Assembly Rules and the Act. Interestingly, the
JOB DESCRIPTION Job Title Business Administration Apprentice Department Administration Line Manager/Supervisor Deborah Milnthorp – HR Manager Senior Line Manager Gary Smith – Financial Director Key Objectives 1 Develop the knowledge, skills and attitudes to provide assistance to all departments at Head Office to enable efficient and effective administration in all areas of the business. 2 Actively engage in the structured learning programme and undertake sufficient study to achieve the NVQ Level 2 Business Administration within the set timeframe. Key Tasks 1 Learn how to undertake administrative tasks which will include Photocopying Processing incoming and outgoing mail Distribution of Internal Mail Maintaining filing systems Maintaining Archives and updating information General word processing/spreadsheets etc Document Printing and Binding 2 Learn and apply knowledge in the use all Microsoft applications in particular Word and Excel. 3 to answer the telephone and liaise with staff, clients and other callers to assist in the overall delivery of our services. Taking accurate messages and forwarding appropriately. 4 to provide cover for Reception including answering busy switchboard and all of business’ general reception duties. 5 to administer financial processes, in particular assisting with the processing of supplier invoices onto the companies ledger. 6 Undertake the apprenticeship training to achieve NVQ Level 2 in Business Administration. 7 To undertake any other appropriate duties under the direction of your Line Manager commensurate with the post and your capabilities. Person Specification Job Title Business Administration Apprentice Job Requirements Essential Desirable Qualifications 5 GSCE including Maths and English at Grade C
Requirements for Admission to the Wall College of Business Communication CORE Mathematical Concepts CORE Scientific Concepts CORE Humanistic Concepts CORE Cultures, Languages, Social Structures CORE Structure and Development of United States CORE Health and Behavior CORE Creative Expression CORE 45+ credit hours 11 credit hours 3 classes 3 credit hours 1 class 4 credit hours 1 class with lab 6 credit hours 2 classes 8 credit hours 2 classes 3 credit hours 1 class 3 credit hours 1 class 3 credit hours 1
Minimum GPA of 2.25 45 Hours of Coursework Completed AND Grade of “C” or better in: ENGL 101 CBAD 120 CBAD 201 ECON 201 OR ECON 202 MATH 132 OR MATH 160 CSCI 110 ENGL 101 ENGL 102 ENGL 290/ CBAD 290 Already incorporated on reverse side. MATH 132 Already incorporated on reverse side. (Prerequisite: MATH 130 (I) OR appropriate math placement.) Choose one lecture and corresponding lab: ANTH 101/L ASTR 101/L BIOL 101/L CHEM 101/L MSCI 101/L PHYS 103/L SCIE 101/L Choose 1 Course from 2 of 5 fields Communication: COMM 150 English: ENGL 205 ENGL 231 History: HIST 101 HIST 102 HIST 200 HIST 202 Honors: HONR 201** Philosophy: PHIL 101 PHIL 102 Theatre: THEA 130 Must include Both Part A and Part B Part A – Foreign Language FREN 115 GERM 115 ITAL 115 SPAN 115 OR by score on placement test: FREN 130 GERM 130 ITAL 130 SPAN 130 Part B – Global Studies Awareness CBAD 120 Already incorporated on reverse side. Choose One: HIST 201 POLI 201 Choose One: ECON 110 EXSS 122 HONR 202** HPRO 121 RSM 120 PSYC 101 SOC 101 UNIV 122 WGST 103 Choose One: Part A: ARTH 105 ARTH 106 ARTH 107 MUS 110 MUS 257 MUS 258 THEA 101 THEA 201 Part B: ARTS 102 ENGL 201 MUS 124A* MUS 125* MUS 125C* MUS 134* MUS 207 *These are 1 credit and are repeatable up to 3 credit hours to meet core requirement WALL COLLEGE OF BUSINESS RECOMMENDED CORE CURRICULUM SELECTIONS FALL 2016-2017 Updated: 7/1/2016 Used for Wall College of Business Advising purposes. For the complete University Core Curriculum go to **For students in Honors Program only.
will be lecture notes, discussions postings, Power-point slides if available, case reviews, scenarios and written reports. Other forms of multimedia will be used as deemed necessary to enhance the learning experience. Quizzes may be given at various places to assess knowledge before the mid-term and final exam. Quizzes may be used to augment the evaluation criteria. Instructor information for students will be posted to the Assignments area. The student must go into the tools area and post personal information. Format: This is an on-line course and you are expected to participate in weekly discussion boards. This course will require some research, discussions and some quizzes. Assignments: Assignments will be posted as required by course. The student is responsible for reading the information and adhering to the projects. Postings: The professor will initiate a discussion There may be 1-4 items. Students are encouraged to participate and used proper written language and etiquette. Participation in the discussion board takes the place of live classroom interaction. Your participation will include a minimum of two postings. This includes one response minimum to one other student per post question. Note: When answering questions as an example use the WK 1 Q2 in the title or the Subject item. I understand you may want to change the title to be creative. However be creative in the text not the title response.
18. TENTATIVE SCHEDULE 1 Week May 28 – Jun 2 Introduction to MGMT 4320 VC02 Welcome to Organizational Behavior! Assignments: Reading Assignments: Strategy 1- Understand the Culture and Dynamics of Conflict Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 1 Assignment 2 Week June 4 - June 9 Assignments: Assignments: Reading Assignments: Strategy 2- Listen Empathetically and Responsively Homework: Respond to Discussion Question(s) PLUS Respond to Posts Strategy 2 Assignment Submit Research Topic Via Email to Professor 3 Week June 11 – June 16 Assignments: Reading Assignments: Strategy 3- Search Beneath the Surface for Hidden Meanings Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 3 Assignment 4 Week June 18 – June 23 Assignments: Reading Assignments: Strategy 4- Acknowledge and Reframe Emotions Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 4 Assignment Submit References for Research Paper via SafeAssign in blackboard must be in APA Format 5 Week June 25 – June 30 Assignments: Reading Assignments: Strategy 5- Separate What Matters from What Gets in the Way Homework: Respond to Discussion Question(s) PLUS Respond to Posts Strategy 5 Assignment 6 July 2 – July 7 Assignments: Mid-Term Exam
7 Week July 9 – July 14 Assignments: Reading Assignments: Strategy 6- Solve Problems Paradoxically and Creatively Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 6 Assignment 8 Week 7 July 16 – July 21 Assignments: Reading Assignments: Strategy 7- Learn from Difficult Behaviors Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 7 Assignment Make Sure You Are Working on Your Research Paper 9 Week July 23 – July 28 Assignments: Reading Assignments: Strategy 8- Lead and Coach for Transformation Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 8 Assignment Continue Working on Research Draft 10 Week July 30 – Aug 4 Assignments: Reading Assignments: Strategy 9 – Explore Resistance and Negotiate Collaboratively Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 9 Assignment 11 Week Aug 6 – Aug 11 Assignments: Reading Assignments: Strategy 10- Mediate and Design Systems for Prevention Homework: Respond to Discussion Question(s) PLUS Respond to Peers Posts Strategy 10 Assignment Research Paper DUE ALL ASSIGNMENTS DUE BY FRIDAY AT 10 PM 19. ADDITIONAL INFORMATION Students are responsible for reading, understanding, obeying, and respecting all academic policies. There is no opportunity for extra credit.
from having an opinion based discussion. Your initial discussion should add depth to the class. Response to Peers: These posts must be a minimum of 3-5 sentences to receive credit. Again, please refrain from simple short responses print schedule DATE ASSIGNMENT QUIZZES Aug 20 – Aug 26 Week 1 Chapter 1 (See DB) Quiz 1 Aug 27 – Sept 2 Week 2 Chapters 2 & 3 (See DB) Quiz 2 Sept 3 – Sept 9 Week 3 Chapter 4 (see DB) Quiz 3 Sept 10 – Sept 16 Week 4 Chapters 5 & 6 (see DB) Quiz 4 Sept 17 – Sept 23 Week 5 MIDTERM EXAM timed 2 hrs No Quiz Sept 24 – Sept 30 Week 6 Chapter 7 (see DB) Quiz 5 Oct 1 – Oct 7 Week 7 Chapter 8 (see DB) Quiz 6 Oct 8 – Oct 14 Week 8 Chapters 9 & 10 (see DB) Quiz 7 Oct 15 – Oct 21 Week 9 Chapter 11 (see DB) Quiz 8 Oct 22 – Oct 28 Week 10 Chapter 12 & 13 (see DB) Quiz 9 Oct 29 – Nov 3 Week 11 Final EXAM timed 2 hrs Weekly Schedule: Students must read chapter(s). Everyone must begin posting by Wednesday in order to allow for discussion. Communicate with instructor via Text or E-mail 806.983-0188, josh.amador@.wbu.edu 19. ADDITIONAL INFORMATION Students are responsible for reading, understanding, obeying, and respecting all academic policies. There is no opportunity for extra credit. No late assignments will be accepted, unless approved by instructor prior to deadline. The instructor holds the right to make adjustments to this syllabus and its contents in the best interest of the class and course objectives. LATE PENALTY: Unless otherwise indicated by instructor, all work is due at midnight Sunday (Central Time). Due are fixed
Chapter 1: Organizations and Organization Theory Week 2 Mar 5th Chapter 2: Strategy, Organizational Design and Effectiveness (Your first journal article will be assigned this week) Week 3 Mar 19th Chapter 3: Fundamentals of Organization Structure Week 4 Mar 26th Chapter 4: The External Environment (A case study will be assigned this week) Week 5 Apr 3rd Chapter 5: Interorganizational Relationships Chapter 6: Designing Organizations for the International Environment Week 6 Apr 9th Chapter 7: Manufacturing Service Technologies Chapter 8: Using IT for Coordination and Control Week 7 Apr 16th Mid-Term – Chapters 1-8 (Details will be provided prior to the Exam) Week 8 Apr 23rd Chapter 9: Organizational Size, Life Cycle and Decline Chapter 10: Organizational Culture and Ethical Values Week 9 Apr 30th Chapter 11: Innovation and Change Chapter 12: Decision Making Process Week 10 May 7th Chapter 13: Conflict and Power and Politics (2nd Journal Article or Internet Assignment) Week 11 May 14th Final Exam – Chapters 9 – 13 (The Final Exam will be given out early to allow time for you to complete it) Holidays Spring Break Mar 12th – Mar 16th Good Friday Mar 30th Easter Monday Apr 2nd
Use Journal Article Critique Template #2 in Session #3 tab. HOME WORK for Session 6: Session #6: Course Text: Read Chapters 10 and 11 September 25 to October 1 Session #6 Within Session #6 Tab: Listen to three PPT lectures titled: 1) Chapter 10 Parts A & B: Applying Complex Thinking to Large, Dispersed, Culturally Diverse Project Teams and 2) Chapter 11: Applying Complexity Thinking to Highly Innovative, Urgent Projects Session 6 Assignments: Discussion Board: Complete week 6 Discussion Board prompt by September 29. Provided one peer feedback by October 1. Upload Journal Article Critique #2 by midnight (Central Time Zone) September 26. Review and select third Journal Article for Critique from Folder #3. Journal Article critique #3 is due Session 9 - NLT, Tuesday, October 17 Use Journal Article Critique Template #3 found within Session #6 tab. HOME WORK for Session 7: Session #7: Course Text: Read Chapters 12 and 13 October 2 to October 8 Session #7 Within Session #7 Tab: Listen to two PPT lecture titled: 1) Chapter 12: Applying Complexity Thinking to Ambiguous Business Problems, Opportunities and Solutions and 2) Chapter 13: Applying Complexity Thinking to Projects with Poorly Understood, Volatile Requirements Session 7 Assignments: Discussion Board: Complete week 7 Discussion Board prompt by October 6. Provided one peer feedback by October 8. Work Journal Article Critique #3 – due October 17 Use Journal Article Critique Template #3, found in Session #6 tab HOME WORK for Session 8: Session #8: Course Text: Read Chapters 14 and 15 October 9 to October 15 Session #8 Within Session #8 Tab: Listen to three PPT lectures titled: 1) Chapter 14: Applying Complexity Thinking to High-Visibility Strategic Projects and Chapter 15 Parts A & B: Applying Complexity Thinking to Change Initiatives. Session 8 Assignments: Discussion Board: Complete week 8 Discussion Board prompt by October 13. Provided one peer feedback by October 15. Work Journal Article Critique #3 – due October 17 Use Journal Article Critique Template #3, found in Session #6 tab
Apr 16th Chapter 10: Coaching and Performance Management Week 8 Apr 23rd Chapter 11: Employee Counseling, Well Being and Wellness Chapter 12: Career Management and Development Week 9 Apr 30th Chapter 13: Management Development Chapter 14: Organization Management and Change (2nd Journal Article or Internet Assignment) Week 10 May 7th Chapter 15: HRD and Diversity: Diversity Training and Beyond Week 11 May 14th Final Exam – Chapters 9 – 15 (The Final Exam will be given out early to allow time for you to complete it) Holidays Spring Break March 12th – March 16th Good Friday March 30th Easter Monday April 2nd 19. ADDITIONAL INFORMATION Faculty may add additional information if desired.
Aug 21 to Nov 4, 2017 Week One Aug 21 to Aug 27, 2017 Chapter One Week Two Aug 28 to Sept 3, 2017 Chapter Two Case Fisk Alloy Wire - Case Luck Companies - Chapter 2 Review – Week Three Sept 4 to 10, 2017 Chapter Three Case Exhibiton Industry - Case Polaris and Victory - Chapter 3 Review - Week Four Sept 11 to 17, 2017 Chapter Four Case Southwest Airlines - Case Safaricom - Chapter 4 Review - First Learning Summary Sept 17, 2017 Week Five Sept 18 to 24, 2017 Chapter Five Case IKEA - Case Carlsberg -
UIHHSS LUMC RUMC UCMC CCH NMH Ownership State Government Private Non Profit Private Non Profit Public Hospital Private Non Profit Number of beds 485 569 676 532 464 897 Specialized Care Center Cancer, Heart, Neurology, Orthopedic Women’s, Men’s, Senior’s, Pediatric, and Pregnancy. Bernard A. Mitchell Hospital, Comer Children Hospital Chicago Lying-in Hospital, Duchossois Center Level-1 Trauma Center, Hospital-Eye Clinic, the Sable/ Sherer Clinic The Bluhm Cardiovascular Institute, The Kovler Organ Transplantation Center, Maggie Daley Center (woman's health-care), The Robert H. Lurie Comprehensive Cancer Center Profile of Patients Accepts most insurance plans & governmental programs Accepts about 80 participating products and about 40 products Accepts more than 100 products. Accepts all major health insurance plans and managed care programs including: Medicare and Medicaid, Blue Cross, Aetna/US Healthcare, Keystone Health Plan East, etc. A variety of managed care, Medicare & Medicaid, PPO,HMO and POS insurance plans are accepted Usage of Electronic Health Records (EHR) Implemented in 1997, and involved in every aspect of work flow. e-Renewal of prescription medications & e-prescribing Uses an electronic system called Epic The leader in using of EMR from registering, scheduling appointments, diagnosing to prescribing. Epic EMRs More than 80% of work is done via EMR to including patient chart, prescribing and providers' documents EMRAM score ~4 ~4 6 ~4 ~3 6 Figure 3: Academic Hospital Competition in Chicago
Less than 15 pts. 16-21 pts. 22-25 pts. Writing style in APA has errors in grammar, spelling, and punctuation. The content does not demonstrate a clear understanding of the material. Limited use of applied learning and critical thinking. Citations are missing or not appropriately used. Writing style is appropriate in APA for the assignment, few errors in grammar, spelling, and punctuation. Good use of critical thinking and applied learning. Citations are adequate and appropriate Writing style is appropriate in APA for the assignment, no errors in grammar, spelling, and punctuation. Good use of critical thinking and applied learning. Well cited materials used. Threaded Discussions are designed for maximum student participation and engagement. It is critical for the success of these courses that students contribute to the Threaded Discussions in a timely manner. Therefore, no late postings to the Threaded Discussions will be accepted without prior arrangement with the instructor. Article Summaries: Students will research and write up summaries of “Ethics and Leadership” related articles utilizing peer reviewed sources published within the last (5) years. Assignment details are outlined in detail within the course pages in Blackboard. The criteria for grading the course project is as follows: Needs Improvement Meets Assignment Criteria Demonstrates Excellence Meeting Assignment Criteria Less than 15 pts. 16-21 pts. 22-25 pts. Writing style has errors in grammar, spelling, and punctuation. The content does not demonstrate a clear understanding of the article material. Limited use of applied learning to compare, contrast, and comment on articles content. Format is not in standard APA. Citations are missing or not appropriate Writing style is appropriate for the assignment, few errors in grammar, spelling, and punctuation. Good use of thoughtful analyses and applied learning for the article summary. Format is APA. Citations used are adequate and appropriate. Writing style is appropriate for the article summary assignment, no errors in grammar, spelling, and punctuation. Good use of applied learning, analyses, and critical thinking to summarize the article content. Format is APA. Well cited materials used. Final Paper:
10 Corporate Social Responsibility and HRD: Uneasy Tensions and Future Directions Week 0 3/12 -3/16 SPRING BREAK Week 3 3/17 – 3/25 PART III: DEVELOPING THE WORKFORCE 11 Expertise Through the HRD Lens: Research Trends and Implications 12 Competence: Bases for Employee Effectiveness 13 Workplace Learning 14 Guiding HRD Research in the Work/Life Interface: The Importance of Work/Life Harmony in the Development of Interventions 15 The Inner Work of Self-Formation in Work-Related Learning SLR DBPRR HRDARP – Concept Paper Week 4 3/26 – 4/1 PART IV: MANAGING THE WORKFORCE 16 Aging as a Career Development Challenge for Organizations 17 A Social Justice Paradigm for HRD: Philosophical and Theoretical Foundations 18 Disability, Health and Wellness Programs, and the Role of HRD 19 Sexual Orientation and HRD 20 International and Cross-Cultural Perspectives of HRD SLR DBPRR Week 5 4/2 – 4/8 PART V: HRD IN THE ORGANIZATION 21 Contemporary Career Literature and HRD 22 Trends and Issues in Integrating Knowledge Management and Organizational Learning for Workplace Performance Improvement 23 Linking Motivation to Workplace Learning Transfer: The Role of Implementation Intentions and Personal Initiative 24 Coaching 25 Mentoring: Perpetuated on a Myth? 26 Talent Management as a Strategically Aligned Practice SLR DBPRR Week 6 4/9 – 4/15 PART VI: MANAGING HRD 27 HRD Policy: An Overview 28 Legal Aspects of HRD 29 Strategic HRD: Adopting a Philosophy, Strategies, Partnerships, and Transformational Roles 30 Morality and Ethics in HRD 31 HRD in Smaller Firms: Current Issues, Insights, and Future Directions for Research and Practice SLR DBPRR HRDARP – Literature Review Week 7 4/16 – 4/22 PART VII: INNOVATIVE APPLICATIONS 32 Action Learning: An HRD Tool for Solving Problems, Developing Leaders, Building Teams, and Transforming Organizations 33 Virtual HRD 34 Developing Strategic Mindsets in HRD: Toward an Integral Epistemology of Practice 35 Employee Engagement and HRD: Exploring the Philosophical Underpinnings, Measurement, and Interventions 36 Emotional Intelligence and Its Critical Role in Developing Resources SLR DBPRR Week 8 4/23 – 4/29 PART VIII: FUTURE DIRECTIONS 37 National HRD 38 Certification of HRD Professionals 39 Standards and Accreditation of HRD Academic Programs 40 Future Directions for HRD SLR DBPRR Weeks 9 4/30 – 5/6 Week 10 Human Resource Development (HRD) Applied Research Proposal Revised Literature Review Draft Proposal Revised Literature Review
1 Defining Leadership. What do leaders do? Introduction Discussion Board – Forum 1 2 Importance of spirituality in the workplace. Review materials provided. Discussion Forum 2 3 Value/principle-driven decision-making and biblical principles Review materials provided. Develop the assigned Case Study Analysis. 4 Spirituality and transformational leadership. Review materials provided. Discussion Forum 3. 5 Spirituality and social responsibility of organizations. Review materials provided. Discussion Forum 4. 6 Leadership case studies – the good, bad and ugly. Review materials provided. Compare/contract paper. 7 Developing a leadership model from a Christian Worldview. Model – Part 1 8 Developing a leadership model from a Christian Worldview continued. Model – Part 2 9 Developing a leadership model from a Christian Worldview, final. Model – Part 3 10 - 11 Continued work on the Applied Project. Applied Research Paper update as directed.
4 24 Aug Value Creation and Strategic IS Case Study: Outrigger Hotels and Resorts Chapter 7/8 5 31 Aug Appropriating value over time Case Study : Canyon Ranch Chapter 9 6 7 Sept Funding IT Land’s End Case Study Chapter 10 7 14 Sept Architecture and Infrastructure Outsourcing at Office Supply Inc Pearlson Chapter 6 8 21 Sept Creating Information Systems Carnival Cruise Lines Chapter 11 9 28 Sept Semester Break 10 5 Oct The MIS Organisation Dartcor Management Services Handout 11 12 Oct Information Systems Trends Strategic IT Transformation at Accenture Chapter 12 12 19 Oct Unit Revision 13 26 Oct Review Seminar 2 ASSESSMENT MECHANISM The purpose of assessment There are a number of reasons for having assessable tasks as part of an academic program. The assessable tasks are designed to encourage you to explore and understand the subject more fully. The fact that we grade your work provides you an indication of how much you have achieved. Providing feedback on your work also serves as part of the learning process. Assessment mechanism summary Item Weight Due Date Submission Seminar participation 10 Ongoing Case study facilitation * 2 20 TBA WebCt Case Study Analysis 1 15 17/09/2011 Case Study Analysis 2 15 05/10/2011 Review Questions 1 20 08/09/2011 In Review Questions 2 20 27/10/2011 In
MFAA Mid Frequency Aperture Array NIP Non Imaging Processor PDR Preliminary Design Review PEP Project Execution Plan QA Quality Assurance RfI Request for Information RFI Radio Frequency Interference RFP Request for Proposal SaDT Signal and Data Transport SaT Synchronisation and Timing SDP Science Data Processor SE System Engineering SEMP System Engineering Management Plan SKA Square Kilometre Array SKA1 1 of the SKA SKA2 2 of the SKA SOW Statement of Work SPDO SKA Program Development Office SRR (Sub)System Requirements Review TEL Telescope ToR of Reference TRA Technology Readiness Assessment TRL Technology Readiness WBS Work Breakdown Structure WP Work Package WPC Work Package Consortium/Consortia
3 Contact details of organisation representative Name: Telephone: E-mail: 4 Is the organisation representing a consortium? (Y/N) 5 If Yes to 6, provide the following details of the consortium: a What is the status of the consortium (newly formed, preliminary discussions only, fairly well advanced) b List of members/potential members c Are the members supporting the submission (Y/N)? 6 Additional information SKA Elements
(7) (8) (9) (10) (11) Date of transfer/ transmission/ forfeiture/ redemption etc No. of shares transferred/ transmitted/ forfeited/ redeemed etc Distinctive numbers (both inclusive) of transferee Name of transferee Balance shares (after transfer/ transmission/ forfeiture/ redemption etc) From To (12) (13) (14) (15) (16) (17) Remarks Authentication/ signature (18) (19)