zilongwang/ReadingBank huggingface dataset:
Application Desktop Operating Systems Vendor Certified Browsers and Software Harvard Tested browsers and Software University Financial Applications/Oracle Suite (a) Windows 7/8 32 bit and 7/8 64bit (please note Web ADI will not function w/ Windows8 at this time) Mac OS X v10.9.1 and above (b) Window10 will be compliant after the Fall 2016 FINDINI Release Internet Explorer 8, 9, 10 & 11(s) JRE 1.8.0_74 for Windows Safari 7.0.1 for Macs (b) JRE 1.8.0_74 for Macs Firefox ESR 45.x on Windows/Mac JRE 1.8.0_74 for Firefox Adobe Acrobat Reader 10/11 (m) Microsoft Office 2010 & 2013 (r) 32 bit only Microsoft Office 2016 will be compliant after the Fall 2016 FINDINI Release Google Chrome v35 Internet Explorer 10: end user needs to click on Compatibility View button in order to successfully use Oracle Financials. Google Chrome > v35 should be used at your our own risk. JRE 1.8.0_74 requires Java Advanced Security Setting - Use SSL 2.0 compatible ClientHello format enabled HUBS Windows 7/8 64 bit Internet Explorer 11 & 10 (IE9 with Windows 7 only) for HUBS (f) JRE 1.6.0_35+ & 1.7.0_07+ Microsoft Office 2007, 2010 32/64 bit Adobe Acrobat Reader 9+ Firefox 38.x ESR on Windows & Mac Windows 7 IE10 & IE11 JRE 1.8.0 Firefox 38.x Human Resources Applications PeopleSoft Aspire Eureka Windows x64 8.1, 8, 7 Windows 7 (32-bit) Mac OS X 10.7, 10.8, 10.9 (Intel 64 bit) Apple iOS 7, 8.0 PeopleSoft: Internet Explorer 9, 10 and 11 Chrome 35.x Firefox 24ESR and 30+ Safari 8, 7 and 6 Adobe Acrobat Reader 10,11 Aspire: Internet Explorer 8+ Firefox 24ESR+/28+ (p) Safari 5-6 Chrome 34+ Eureka: Harvard Custom application Adobe Flash Player 13+ Business
CREW Windows 7/32 bit Internet Explorer 8.0 Microsoft Office 2007,2010 Adobe Acrobat Reader 9.0+ (m) Optional: Hyperion Interactive Reporting 11.1.1.4 Web Client or Studio (g) CPATH (Capital Planning at Harvard) Windows 7 32/64 bit Internet Explorer 8, 9, 10, 11 Firefox ESR 45.x Microsoft Office 2010 & 2013 32 bit only Internet Explorer 10/11: end user needs to click on Compatibility View button in order to successfully use CPATH. Student Information Systems – Student Billing Windows 7/32 bit Windows 7/64 bit Internet Explorer 8+ for Windows Firefox 34.0.5+ for Windows Safari 6.2+ for Macintosh Application Desktop Operating Systems Vendor Certified Browsers and Software Harvard Tested browsers and Software Interactive Reporting (IR) Studio (desktop application) Microsoft (x86 32 64) Windows 7(k) Hyperion Interactive Reporting Studio 11.1.1.4 Oracle Client 11g (h)
Company name Names Award Swirl Nails Katie-Rose Barry Anna Clarke Adrianne Ward Aoileann Ní Mhurchu Winners Bonkerboxes Klara Ralph O’Connor Saoirse Darby Sophie Keenan Runners Up Scrabble & Crafts Ellen McKimm Annie Madden Shauna Reynolds Alex Phelan Merit Award Report Hot Dipitty Doo Rachel O’Mahony Megan Ross Aoibh Brady Merit Award Sales iPEK Emma Swan Eve Molloy Maria Doyle Ellen Vahey Merit Award Modern Resource NEA Chocolates Nicola Torrans Aoife Wallace Ella Hemeryck Merit Award Stand For Real Ruth McMonagle Lily Walsh Faolán Mac Eoin Quéméner Merit Award Teenage Resource
Successful applicants must accept their scholarship within two weeks of receiving the scholarship offer. If you do not accept an offer within two weeks, you will forfeit the scholarship and it will be re-offered to the next eligible applicant. Leeds University Business School Scholarship Application Form 2017/18 University Student ID Number Title (Miss/Ms/Mrs/Mr) Surname (Family Name) First Name(s) Country of Birth Nationality Gender (M/F) Date of Birth Day Month Year Email Address (provide the same email address used to apply for your course of study) Programme of study for which you have applied: Academic Qualifications (including any for which you are currently studying): Name & country of University/Institution Dates Qualification (eg BA/BSc) and main subject Degree Class (e.g. 1st Class Honours) Grade (GPA) or % mark e.g. 3.5/4.0 Position in class (eg 2/30) Start Finish English Language Qualifications:
Incidents are assigned priority based on the ITS Criticality Matrix: ITS Criticality Matrix IMPACT IMPACT IMPACT URGENCY Scope Visibility/Reputation Operations Large group of people OR a VIP 4 Points Visible outside the College/University and/or will affect the reputation of the College/University and or the System 4 Points Interferes with Enterprise business functions (Campus or System Wide Impact) 4 Points Emergency Resolution is needed immediately 6 Points Medium group of people 3 Points Visible within the College/University/System and/or may affect the reputation of the College/University/System 3 Points Interferes with Department business functions (Department or Building Wide Impact) 3 Points High Resolution is needed in hours 4 Points Small group of people 2 Points Visible within a Department or Area and/or will affect the Department or Area’s reputation 2 Points Individual with NO Workaround 2 points Normal Resolution is needed in days, not hours 2 Points A single person 1 Point Visible within a small group or may affect a Department or Area’s reputation 1 Point Individual with Workaround 1 Point Low Resolution can be postponed with little to no impact 1 Point Processes Service Measurement Reporting At the customer’s request, Minnesota State Enterprise Network Services will provide reporting on support metrics. Incident Management and Request Fulfillment System office personnel will follow formal incident management and request fulfillment processes as outlined in the site on IT Connect.
Net- cut out expenses artist pd before mngr gets pd % (Artist wants this) Records deals: most the $ coming from record pays for the actual recording Gross- income before expenses (Mngr wants this) Mngr can get portion of getting client a record deal, i.e. finder’s fee But if att’y, may not be allowed finder’s fee Term Generally 3 years, 2 for newer/younger mngr Irvine- 5 yrs (Owner of Frontline Mgmt- the most important mgmt co in world; he only works on a handshake deal) Way to incentivize—longer term = need to get artist more work After Term Income (“sunset” provision) $ earned after agmt is over for deals that occurred during mngr’s term Makes sure mngr gets pd for everything he worked on Expenses Dictates what mngr can spend w/o authority & still get reimbursed by artist Mngr still has to inform artist of all expenses on a regular basis Authority Mngrs usually want: Power of att’y Ability to hire/fire ppl Dictates what artist wants mngr to be able to do On certain issues, will always need artist’s permission Other: Arbitration clause Fiduciary duties Mngrs want reasonable efforts, artists want best efforts Cases—This is all CA Law Buchwald v. Superior Ct of San Fran (CA 1967) Katz signed Jefferson Airplane Katz not licensed Said he would procure shows for them & receive commission All mngr agmts disclaim: I’m not your agent even if I get you a job Agmt says supposed to resolve disputes through AAA, instead referred to Labor Commiss’r under Talent Agency Act (TAA) TAA K b/w unlicensed agent & artist void Agmt b/w Katz + JA for personal rep advisor & mngr Does not promise to obtain employ’mt for JA JA says verbal promise
spanning movies, music, internet, and television. This can diffuse dependency and limit the short term economic pressure in any particular area. However, emerging technologies are changing the competitive environment and causing the competition to intensify. Apple Inc. and Microsoft are now competitors in the mobile entertainment sector and online gaming markets. Leaders in the industry such as Disney, are holding on to their market dominance by excelling as ‘analyzers’ in their strategic characteristics by staying diversified in more stable sectors of the entertainment industry and focusing on innovation into the emerging media sectors. Competition between print media and online resources is increasing. Per Plunkett Research, newspapers are finding it increasingly difficult to compete against internet news and advertising rivals and book sales are facing a decline due to the emergence of ebooks in 2010. Main factors of competitive rivalry: Alternative delivery methods (in all sectors): Consumer demands are changing rapidly towards the ease of access of mobile and online entertainment platforms. New technology improvements: For example, the electronic book readers such as Amazon’s Kindle and Apple Inc’s iPad as well as 3D technology. Cost of entertainment venues: The cost of concerts and movie tickets are a key concern to consumers in the current economic condition where many are facing reductions in incomes and discretionary spending. Lower prices compete as a larger factor than quality or star appeal in this climate. Market Growth Rate The U.S. entertainment market has posted fluctuating rates of growth over recent years. The market fell into decline in 2009; however marginal recovery was seen in 2010, followed by an estimated flat and marginal growth towards 2014. However, growth is expected to increase more rapidly in the emerging sectors and decline in the traditional sectors of the industry such as declines in print media and traditional television viewing. The market growth data compiled in 2010 by Datamonitor in their industry profile estimates, “in 2014, the United States movies & entertainment market is forecast to have a value of $48.2 billion, an increase of 0.3% since 2009. The compound annual growth rate of the market in the period 2009–14 is predicted to be 0.1%” as show in the bar graph below.”
Results: Weight of Alcohol(g) Water Temp(c) Before After Difference in Weight Before After Difference in temp Molar mass E1 291.608 290.295 -1.313 19 65.5 46.5 46.06 E2 290.295 288.96 -1.335 19 64 45 46.06 E3 288.96 287.628 -1.332 18 74 56 46.06 B1 266.872 266.227 -0.645 18 50 32 74.12 B2 266.227 265.551 -0.676 19 44 25 74.12 B3 266.551 264.869 -1.682 18.5 53 34.5 74.12 B4 264.869 264.218 -0.651 19 60 41 74.12 H1 271.731 271.302 -0.429 18 45 27 102.17 H2 271.302 270.814 -0.488 18 39 21 102.17 H3 270.814 270.327 -0.487 18.5 50 31.5 102.17 M1 250.841 249.415 -1.426 20 69 49 32.04 M2 249.415 247.995 -1.42 19 65 46 32.04 M3 247.995 246.464 -1.531 19 70 51 32.04 Above shows the values taken from the practical. E stands for ethanol. B stands for butanol. H stands for hexanol. M stands for methanol. Enthalpy equations for Ethanol In a complete combustion when ethanol combusts it produces water and carbon dioxide. Methanol + Oxygen Carbon dioxide + Water (Unbalanced) C2H6O + O2 CO2 + H2O (Balanced) C2H6O + 3O2 2CO2 + 3H2O Ethanol temperature change (ΔT) = 46.4, 45, 56 Mass of Ethanol burnt = -1.313, -1.335, -1.332 Molar mass of Ethanol = 46.06 Trail 1 Moles of Ethanol burnt = = =-0.0285 mol Enthalpy change during combustion = Mass of water x heat capacity of water x Temperature change
BARCO Uniforms 350 West Rosecrans Avenue Gardena, CA 90248 /medical/default.asp BARCO medical scrub uniforms including scrub shirts and pants. 4 The Koi 725D Airport Fwy. Hurst, TX. 76053 iScrubs.com Koi medical scrub uniforms including scrub shirts and pants 4 Medical Scrubs Mall Medical Scrubs Mall 150 South Pine Island Road, Suite 300 Plantation, FL 33324 www.medicalscrubsmall.com Cherokee Medical Scrub uniforms including scrub shirts and pants. 5 Payless Shoe Source 293 BARNETT RD MEDFORD, OR SafeTstep non-slip shoes 5 Equipment Equipment Quantity Price Cash Register/POS 1 $632.75 Retail Tables 2 $455.90 Register Counter 1 $675.00 Shoe slate rack 20 $322.00 Shoe Storage Table 2 $119.98 Mannequin 3 $507.00 Display Racks 4 $320.00 Pricing Gun 2 $138.00 Open Sign 1 $79.50 Total $2,950.13
General What are you selling Target Market Who is your primary Target Who is your secondary Market Visibility: Hours of Visibility day & night - hours How often seen Why is this beneficial to the business Features: Location/Commons Size Dimensions Security: Cameras & locked Lighting – Electric Outlets Magnetic Window Strips suggested items for display Duration Months Available - One Month blocks Which Months are best Which would you recommend to business Price Price options 1 space or full space Different $$ Jan – Mar Why higher priced? Funds DECA Scholarships Payment Options: Full or deposit Deposit Date Final Payment - Billed Business Setup: 1st /last business day change weekly 12:00 – 2:00 and after 3:00 Draft Recommendations for changes: Script to Greet the Customer Project Directions: In this step, you are only creating the script at this time. You will prepare for what you will say. You are not calling the business yet. When it has been approved by your instructor as an appropriate script and is signed above by your instructor, you may call the business and schedule the appointment. When you call to schedule the meeting, you will do the meeting during your class hour. You can drive there, conduct your meeting, and be back prior to the end of your class hour. You should try to arrive 10 – 15 minutes early. Your sales presentation will last about 5 – 10 minutes. So if your class hour starts at 9:05, you want to schedule your meeting to start at least 20 minutes after that. Script Directions: Use your GNAP. GNAP is
Chapter 6 – Cardiorespiratory Programming Chapter 7 – Muscular Strength and Endurance Programming Chapter 8 – Applied Resistance Training Chapter 9 – Flexibility Programming Chapter 10 – Injury Prevention Chapter 11 – Special Populations Chapter 12 – Nutrition and Weight Management Chapter 13 – Behavior Modification and Communication Skills Chapter 14 – Business Aspects, Legal Issues, and Professional Responsibilities Inspirational Quotes
SUBJECT:HINDI I Term Sr. No. Chapter Name I FORMATIVE EVALUATION Suggestive Method AaAao KaolaoM Activity 1. naMdnavana Reading 2. baU^Mdo Reading 3. yaaogya caunaava Writing 4. k SmaIr Activity 5. pahcaana hmaarI àBaaga (1) Activity 6. paoTUrama Writing 7. baQaa[- k aD- Activity 8. k rao AaOr jaanaaoM Activity 9. naIma Writing Grammar saM&aa, paaz mao Aae hue vyaak rNa Writing I SUMMATIVE EVALUATION 10. gaDa Qana Writing 11. ima~ataa Writing 12. Bacata Reading 13. raiYT`ya tyaaohar Reading 14. pahcaana hmaarI àBaaga (2) Writing 15. maOM saDk hU^M | Activity 16. baaolaao AaOr jaanaao Reading Grammar sava-naama,paaz mao Aae hue vyaak rNa Writing
Term Definition Extra Rigid Motions (Isometry) Transformations that preserve ____________ and ___________ _____________. Which of the 4 transformations are rigid motions? Line Reflections In order to perform/describe a line reflection: Pre-image ___________ of reflection ***Orientation is __________________ *** Sketch the line of reflection and label points ABCD and A’B’C’D’ Example 1: Identify each of the following examples as a reflection or rotation based on the orientation of the images. A. Reflection or Rotation B. Reflection or Rotation C. Reflection or Rotation D. Reflection or Rotation PARTNER EXERCISE: Listen to your partners’ description of the reflection occurring on the board and attempt to complete the reflection yourself. Partner 1 Partner 2
Name: ______________________________________________ Date: _______________ Day 5: Rigid Motions – Translations CC Geometry Module 1 Opening Exercise: Precisely describe the transformations shown in the diagrams below. 1. Rectangle maps to . 2. maps to Term Definition Extra Rigid Motions (Isometry) Transformations that preserve ____________ and ___________ _____________. Which of the 4 transformations are rigid motions? Translation In order to perform/describe a translation: _______________ of translation. (up/down/left/right or with arrow) _______________ of translation. (# of units or length of vector) What is a vector? Example 1: a) Triangle QRS is graphed on the set of axes below. On the same set of axes, graph and label , the image of after a translation of 6 units to the left and 4 units down.
I. Have your learning goals changed from those identified in your project application form (Sections 3 & 4)? If they have changed, briefly outline the revised goals and a rationale for pursuing them. II. Did you achieve the learning goal(s) identified for the project? Fully Mostly Partially Not at all Please explain: III. What new professional learning did you acquire as a result of this project? IV. How did you collect evidence of this learning? Feedback Interviews Portfolios Reflective journals Student achievement data Surveys Wikis Other: PROFESSIONAL LEARNING (a) What learning activities did you undertake as part of the project? Attending conferences Attending courses Collaborative inquiry Community of practice Lesson study Literature Reviews/Research Observation with colleagues Online learning Professional Learning Community (PLC) Study group Working with Content experts Other: (b) In what ways did you document and assess your learning: Dialogue with colleagues Feedback Portfolios Reflective journals Student achievement data Wikis Other:
8.2.1 Fees Students are not expected to pay fees for the term in which they have been granted an exceptional leave. Upon return from the exceptional leave, students will be assessed fees as determined by the Registrar’s Office. 8.3 Parental Leave A graduate student who is expecting a child or who has primary responsibility for the care of an infant or young child immediately following a birth or adoption of a child is eligible for parental leave. The request for a parental leave should be made through the department/unit, to the Faculty of Graduate Studies for a period of time not to exceed one (1) year. Supplemental documentation should support the requested dates of the leave. Parental leaves must correspond with the start and end of (an) academic term(s). While on leave of absence for parental reasons, a student is not permitted to be engaged in their program of study or thesis research work. The leave period is not included in the time period allowed for completion of the degree. Note: At the time of approval of an application for leave, the procedures for the return of the student to the department/unit at the completion of the leave must be stipulated. 8.3.1 Fees Students are not expected to pay fees for the term(s) in which they have been granted a parental leave. Upon return from the parental leave students will be assessed fees as determined by the Registrar’s Office. All applications for Leaves of Absence must be submitted on the “Leave of Absence Form” available at: 8.4 Awards and Leave of Absence Students granted an exceptional or a parental leave will retain the full value of a University of Manitoba Graduate Fellowship or other award whose terms and conditions are established by the Faculty of Graduate Studies. Such an award will be suspended at the onset of the leave and reinstated at the termination of the leave period (4 to 12 months) provided that the student returns to full time study at that time. Note: Other awards will be paid according to the conditions established by the donor or granting agency. 8.5 Graduate Student Vacation Entitlement Students are entitled to three (3) weeks of vacation over a twelve (12) month period. SECTION 9: Appeals – Procedures and Guidelines 9.1 General Appeals: If irreconcilable differences arise between student and advisor, the student should
Insect Protein (g) Fat (g) Carbohydrate Calcium (mg) Iron (mg) Giant Water Beetle 19.8 8.3 2.1 43.5 13.6 Red Ant 13.9 3.5 2.9 47.8 5.7 Silk Worm Pupae 9.6 5.6 2.3 41.7 1.8 Dung Beetle 17.2 4.3 .2 30.9 7.7 Cricket 12.9 5.5 5.1 75.8 9.5 Grasshopper 20.6 6.1 3.9 35.2 5.0 Grasshopper 14.3 3.3 2.2 27.5 3.0 June Beetle 13.4 1.4 2.9 22.6 6.0 Caterpillar 28.2 N/A N/A N/A 35.5 Caterpillar 9.7 N/A N/A N/A 1.9 Termite 14.2 N/A N/A N/A 35.5 Weevil 6.7 N/A N/A N/A 13.1 Beef (Lean Ground) 27.4 N/A N/A N/A 3.5 Fish (Broiled Cod) 28.5 N/A N/A N/A 1.0 Data collected from The Food Insects Newsletter, July 1996 (Vol. 9, No. 2, ed. by , Montana State University) and Bugs In the System, by What are the FDA rules regarding bugs in our food? Product Action Level Apple butter 5 insects per 100g Berries 4 larvae per 500g OR 10 whole insects per 500g Ground paprika 75 insect fragments per 25g Chocolate 80 microscopic insect fragments per 100g Canned sweet corn 2 3mm-length larvae, cast skins or fragments Cornmeal 1 insect per 50g Canned mushrooms 20 maggots per 100g Peanut butter 60 fragments per 100g (136 per lb) Tomato paste, pizza, and other sauces 30 eggs per 100g OR 2 maggots per 100g Wheat flour 75 insect fragments per 50g Source: The Food Defect Action Levels: Current Levels for Natural or Unavoidable Defects for Human Use that Present No Health Hazard. Department of Health & Human Services 1989. What are some things to take in consideration before trying to eat insects or cook with them? If the insect is edible
June 21st Tuesday 1 Introduction, Course Overview and Expectations The Entrepreneurial Revolution? Opening Discussion Discuss Course & Student Expectations Lecture / Discussion Chapter 1 Quiz (The Innovation Imperative) due by Sunday June 26th Come ready to talk about yourself and learn about others in class Think of something completely unique about yourself or that you’ve done (that you can share with the rest of us, that is) June 23rd Thursday 2 Entrepreneurial DNA Kodak Case Study Assigned (i.e. case questions provided to student groups) Lecture / Discussion Textbook chapter June 28th Tuesday 3 Types of Innovation Exploiting Innovation Lecture / Discussion Textbook chapter 5 Quiz (Entrepreneurial Creativity) due by Sunday July 3rd) Textbook chapter June 30th Thursday 4 Becoming an entrepreneurial leader Lecture / Discussion Textbook chapter July 5th Tuesday 5 Constructing the entrepreneurial culture Student Group Presentations: Kodak 1 Lecture / Discussion Textbook chapter 6 (Sources of Innovation) due by Sunday, July 10th Textbook chapter
July 7th Thursday 6 Student Group Presentations: Kodak 2 Lecture / Discussion Textbook chapter July 12th Tuesday 7 Kodak debrief by instructor Lecture/Discussion Textbook chapter 7 (Search Strategies for Innovation) due by Sunday, July 17th Textbook chapter July 14th Thursday 8 Developing strategy Lecture/Discussion Textbook chapter July 19th Tuesday 9 Building the organization structure PepsiCo Case Assigned (i.e. case questions provided to student teams) Lecture/Discussion Textbook chapter 8 (Building the Case) due by Sunday, July 24th Textbook chapter July 21st Thursday 10 Managing the entrepreneurial organization Lecture/Discussion Textbook chapter July 26th Tuesday 11 Encouraging intrapreneurship and corporate venturing Lecture/Discussion Textbook chapter 9 (Leadership and Teams) due by Sunday July 31st Textbook chapter
July 28th Thursday 12 Student Group Presentations: Pepsico Case (1) Lecture/Discussion Textbook chapter August 2nd Tuesday 13 Student Group Presentations: Pepsico Case (2) Lecture/Discussion Textbook chapter 10 (Exploiting Networks) due by Sunday, August 7th Textbook chapter August 4th Thursday 14 Pepsico debrief by instructor Lecture / Discussion Textbook chapter August 9th Tuesday 15 Building value through acquisitions and diversification Lecture / Discussion Textbook chapter 11 (Developing New Products and Services) due by Sunday, August 14th Textbook chapter August 11th Thursday 16 Generating Creative Ideas Starbucks Case Study Issued (i.e. case questions provided to student teams) Lecture / Discussion Textbook chapter August 16th Tuesday 17 Protecting Innovation (IP) Lecture/Discussion Textbook chapter 12 (Creating New Ventures) due by Sunday, August 14th Textbook chapter August 18th Thursday 18 Innovation and Marketing Lecture / Discussion Textbook chapter August 23rd Tuesday 19 Student Group Presentations: Starbucks 1 Lecture / Discussion Textbook chapter 15 (Learning to Manage Innovation and Entrepreneurship) due by Textbook chapter
Admit card for Entrance examination of M.Sc. (Computer science) for the A.Y. 2017-18 Name of the Student Seat No. Paste recent I Card size photograph here Principal signature Day, Date & Time Signature of the Student Signature of HOD
Source Material # 2 Blog Post “9 to 5, I’m Lovin’ It!” Argument: It is better to work a 9 to 5 job than be an entrepreneur (Paragraph 1) Reason 1: A 9 to 5 jobs gives better work/life balance (Paragraph 2) Evidence - Entrepreneurs need to work many hours to keep their businesses running - Smart phones extend entrepreneurs’ workdays Counterevidence - Many 9 to 5 employees work more than 40 hours per week - Smart phones also extend the work days of 9 to 5 employees Reason 2: A 9 to 5 job has regular pay checks and benefits (Paragraph 3) Evidence - Employees are paid a regular salary in a 9 to 5 job - Some 9 to 5 jobs have benefits like health care, paid sick leave and vacation, and FICA payments Counterevidence - There are no guarantees that 9 to 5 employees will always have jobs - Not all 9 to 5 jobs have benefits like health care and paid sick leave and vacation Reason 3: A 9 to 5 job provides opportunities to socialize (Paragraph 4) Evidence - Personal examples of making friends and meeting a spouse at work - Working with a team can be rewarding Counterevidence - Sometimes co-workers are not always pleasant and office romances can be dangerous
Admin can view cancelled ticket details Subject: View cancellation policy Description: Admin can view cancellation policy Subject: View cancelled ticket with details Description: Admin can view canceled ticket with details Subject: View city Description: Admin can view city details Subject: View coupon code details Description: Admin can view coupon code details
Entrepreneurial Self-Assessment The following list of personal characteristics is designed to help you determine if you have what it requires to be a successful entrepreneur. Analyze yourself carefully and honestly as you answer each question. There are no right or wrong answers in this checklist. However, if most of your answers are yes, you probably have what it takes to become an entrepreneur. If you answered no to about half of the questions, you may need assistance to reinforce the areas where you are weak. If the majority of your answers are no, then entrepreneurship is likely not for you. YES NO Do I really have the desire to be my own boss rather than work for someone else? _____ _____ Am I a self-starter? _____ _____ Do I have management skills (managing finances, employees, and other aspects of the business)? _____ _____ Do I have experience in the type of business I am interested in owning and operating? _____ _____ Can I accept the responsibility of seeing things through the end? _____ _____ Am I a well-organized person? _____ _____ Do I have the desire to lead and direct others? _____ _____ Can I make decisions quickly if I have to? _____ _____ Do I have good health and the high level of energy necessary to be an entrepreneur? _____ _____ Do I have the financial resources, as well as future credit resources I need to begin? _____ _____ Can I sustain my business through the early, formative years? _____ _____ Can people (customers and employees) trust what I say? _____ _____ Do I have the need to set and achieve difficult goals and move on to other challenges? _____ _____ Do I have the desire to be innovative and creative? _____ _____
Class 2 Planning with the Exit in Mind; Equity Ownership Jan 26 Introduction (Part II) to the new venture finance model and A look at ways in which the entrepreneur can plan overall fund-raising and financial process for his/her company. Understanding Debt and Equity ownership model (with wiki) Readings and Materials: “Frank Addante – Serial Entrepreneur” (HBS 9-809-046) Strategic Entreprn. : Lecture: Prof R on “Equity/Ownership, Career Progression & Debt/Equity structure including differences.” Guest Speaker: Jon Fisher, serial entrepreneur (Bio at: http://en.wikipedia.org/wiki/Jon_Fisher) Class 3 Business Models: Revenue & Cost Drivers of the Business Feb 2 Identifying and understanding the company’s business model and reacting to market and financial pressures. Readings and Materials: Reply Inc. case – online “virtual” case and written case “Business Model Generation” – Osterwalder PDF “Why Business Models Matter” (HBR reprint R0205F) “Note on Business Model Analysis (HBS: 9-802-048) [optional] Guest Speaker: Payam Zamani & Sam Veazey, CEO & CFO, Reply Inc. Class 4 The Capital Budgeting Model Feb 9 Anatomy of the “lean company”: using milestones, financial models and growth opportunities to determine capital raising needs. Intro to angel capital. Readings and Materials: Les Concierges case - Stanford GSB case E-280 “Budgeting: Forecasting Your Company’s Fin. Future” (HBS reprint 5849BC) “Bootstrap: The Art of Finance” Bhide (HBR reprint 92601) “Angel Investing” Roberts & Morse (HBS: 9-800-273) Alternative Team Project – read handout for class discussion Real-time Company presentation: Company#1 Team 1– Strategies and Business Models Lecture: Prof R on Capital Budgeting for Start-ups Guest Speaker: Linda Jenkinson, Les Concierges Class 5 Sources of Capital: Angels, Angel Groups
Online magazine Magazine about Women Social Entrepreneurs in Ireland European Women’s Lobby Growth factors for businesses Webpage A description of why businesses grow in Ireland CPA Ireland Typical reasons why businesses are set up Online pdf Useful document setting out the reasons for and against setting up your own business. Although it refers to the UK the reasons are the same in Ireland The Association of Graduate Careers Advisory Services Business challenges Online pdf document When looking at the challenges faced by businesses in general over the past 20 years teachers and students alike will find this online document. National College of Ireland Blog article Teachers and tutors will find this article written in 2015 useful when teaching students about the challenges faced by businesses today. Institute of Directors Online document Teachers and tutors will find this online document useful when explaining the Dublin Institute of Technology
SYMBOLIC CAPITAL Reputation, Qualifications, Honors, Distinctions and Associations SOCIAL CAPITAL Connections, Networks, Alliances and Relationships Source: Harvey et al. (2011: 429). Figure 2: A Capital Theoretic Model of Entrepreneurial Philanthropy Source: Harvey et al. (2011: 432). Table 1: Foundation expenditure and personal wealth Case Funding Model *Spend in 2008 *Spend in 2009 **Estimated wealth in 2008 Case 1 Endowment £7, 009, 321 £12, 214, 000 £890, 000,000 Case 2 Endowment and funds retained in a Venture capital fund until required £11, 443, 749 £8, 173, 541 £1,000,000,000 Case 3 Foundation income derives from an investment vehicle income £33, 775, 210 £27, 438, 186 £110,000,000 Sources: *Foundation annual reports. ** Sunday Times Rich List 2008.
MacDonald, Ryan (2014) “Business Entry and Exit Rates in Canada: A 30-year Perspective,” Statistics Canada, Cat.No.11-626-X, No.038. OECD (2016) Entrepreneurship at a Glance 2016, OECD Publishing, Paris. Schoar, Antoinette (2010) The Divide between Subsistence and Transformational Entrepreneurship, In Innovation Policy and the Economy, 10(1), Edited by Joshua Lerner and Scott Stern, Chp.3, 57–81, National Bureau of Economic Research. Tuhin, Razib, and Jan A. Swanepoel (2016) “Export Behaviour and Business Performance: Evidence from Australian Microdata,” Department of Industry, Innovation and Science, Research Paper 7/2016.
Module 1 Module 2 Module 3 SPECIFIC OBJECTIVES Students should be able to: explain the nature and growth of entrepreneurship; distinguish between entrepreneurship and intrapreneurship; differentiate between entrepreneurship and small business management; identify types of entrepreneur; discuss the characteristics of an entrepreneur; discuss the work of at least three (3) noted entrepreneurs within and outside the region; examine the impact of cultural diversity on entrepreneurship development; identify potential mistakes/pitfalls of entrepreneurship; assess successes and failures of entrepreneurship; 10. discuss the myths of entrepreneurship. SPECIFIC OBJECTIVES Students should be able to: identify the steps in the entrepreneurial process; discuss some of the methods of generating ideas; identify sources of entrepreneurial opportunities; distinguish between an idea and an opportunity; evaluate an opportunity from given information; describe a business concept; identify sources of business concepts; develop a business concept from an idea; determine the required resources for a venture; identify sources of required resources for a venture; evaluate the required resources for a venture; explain the activities involved in implementing and managing a venture; 13. assess the various options of harvesting a venture. SPECIFIC OBJECTIVES Students should be able to: define creativity; explain the role and process of creativity in entrepreneurship; define innovation; explain the role and process of innovation in entrepreneurship; discuss the types of innovation in relation to the 4Ps (product, process, position, paradigm); list the core innovation concepts; identify the sources of innovation; explain disruptive and incremental innovations; discuss open innovations; identify micro factors that would nurture innovation; identify macro factors that would nurture innovation; 12. discuss the various methods of protecting innovations and creativity.
Entrapment Zone Compliance Matrix for bed equipment combinations for persons at medium, high or extreme risk of entrapment The intention of this matrix is to highlight which zones need to measured when there are different bed/mattress/rail/stick configurations Please note, even though entrapment guidelines exclude air mattresses, general fit of an air mattress to bed should be considered. Bed Rail Type Bed Stick Type Bed Type With… No Bed Rail or Bed Stick Under mattress Clamp on Under mattress single pole Under mattress, dual pole or extended stick Clamp-on, single pole Clamp-on, dual pole Non Adjustable bed Foam Mattress Zone 7 Zones 1-7 rail height min 220mm above mattress Zones 1-7 rail height min 220mm above mattress Zone 3, 6 and 7 Zone 1, 3, 6 and 7 Zone 3, 6 and 7 Zone 1, 3, 6 and 7 Adjustable Bed Foam mattress Zone 7 n/a Zones 1-7 rail height min 220mm above mattress n/a n/a Zone 3, 6 and 7 Zone 1, 3, 6 and 7 Air mattress n/a n/a Zones 1 and 6 rail height min 220mm above mattress n/a n/a n/a Zone 1 and 6 air or gel insert with foam surround mattress zone 7 n/a Zones 1-7 rail height min 220mm above mattress n/a n/a n/a Zone 1, 3, 6 and 7
Title Of Cat: Name Of Exhibit (cat): Breed: Colour: D.O.B: Reg. No: Council: SECTION: CLASS ENTERED: See schedule for correct codes Sire: CCCA Award All titled cats will receive automatic entry in this class Colour: Dam: Colour: Breeder’s Name: Owned or Leased by: Junior Exhibitor (JE) Date of Birth: Name: (Must be 8 yrs and under 16 yrs) Only one cat eligible per Junior Cage Type: PLEASE SELECT AN OPTION CAREFULLY Title Of Cat: Name Of Exhibit (cat): Breed: Colour: D.O.B: Reg. No: Council: SECTION: CLASS ENTERED: See schedule for correct codes Sire: CCCA Award All titled cats will receive automatic entry in this class Colour: Dam: Colour: Breeder’s Name: Owned or Leased by: Junior Exhibitor (JE) Date of Birth: Name: (Must be 8 yrs and under 16 yrs) Only one cat eligible per Junior Cage Type: PLEASE SELECT AN OPTION CAREFULLY Title Of Cat: Name Of Exhibit (cat): Breed: Colour: D.O.B: Reg. No: Council: SECTION: CLASS ENTERED: See schedule for correct codes Sire: CCCA Award All titled cats will receive automatic entry in this class Colour: Dam: Colour: Breeder’s Name: Owned or Leased by: Junior Exhibitor (JE) Date of Birth: Name: (Must be 8 yrs and under 16 yrs) Only one cat eligible per Junior Cage Type: PLEASE SELECT AN OPTION CAREFULLY
Fifth Race RIVERS OF ASIA UK MARTIN SMITH Handicap (up to 70) COCKNEY BOY UK MICHAEL APPLEBY 1 Mile SATCHVILLE FLYER UK DAVID EVANS 4.35pm SHEER INTENSITY (IRE) UK DAVID EVANS MENDACIOUS HARPY (IRE) JSY ALYSON MALZARD PAS D’ACTION JSY ALYSON MALZARD BIG AMIGO (IRE) UK DANIEL M. LOUGHNANE JAMPOWER UK NATALIE LLOYD-BEAVIS RON’S BALLAD JSY KARL KUKK TELLOVOI (IRE) UK RICHARD GUEST (10) TRAINER ENTRIES NOT QUALIFIED FORFEITS RUNNERS OR ELIMINATED MICHAEL APPLEBY 5 MARTIN SMITH 1 DAVID EVANS 6 ALYSON MALZARD 13 NATALIE LLOYD-BEAVIS 5 KARL KUKK 2 DANIEL M. LOUGHNANE 2 RICHARD GUEST 5 TONY NEWCOMBE 2 TOTALS 41 (UK)* 26 (JSY)* 15 DOUBLE ENTRIES 13 Guernsey Race Club, Donegal, Pleinmont Road, St. Peters Guernsey GY7 9BN Tel 01481 265167 Fax 01481 267381 Email guernseyrace@cwgsy.net Website Weights Published THURSDAY 26th APRIL 2018 Declarations to run by NOON TUESDAY 1st MAY 2018 Trainers are reminded to bring their horses’ passports and Jockeys are reminded to bring their Licenses. PRE RACE MEAL: Sunday 6th May 7.30pm for 8.00pm
Assume strings of a4’s & a5’s to be transmitted for several seconds. (10,000 symbols/sec) Code from Code from (Min. Variance Code) Fig 3.2 Fig. 3.4 Generates 40,000 bps Generates 30,000 bps (store 18000 bps) (store 8000 bps) Assume string of a2’s to be transmitted for several secs. Generates 10,000 bps generates 20,000 bps (Make up a deficit of 12000 bps) (Make up a deficit of 2000 bps) Buffer design is simpler based on minimum variance Huffman Code. Variable bit rate Channel ai P (ai) a1 .2 a2 .4 a3 .2 a4 .1
N P(ai) = 1 i=1 (Probability Distribution) Given or Developed Shannon’s fundamental theorem Entropy: N H = - P(ai) log2 [P(ai)] (p.22) i=1 Minimum (theoretical) bit rate at which the group of symbols can be transmitted, # of bits/symbol. Huffman code is a VWL code. Very close to entropy. Practical code. Contributes to compression. P (a1) 1/2 P (a2) 1/8
How to take part 1. Fill in the entry form. You may need your coach or supporter to help with this. 2. Write a cheque to Mencap for your £15 entry fee. You send this with your entry form. Send the form and the cheque to Mencap Sport, . Or register and pay online at Please make sure we have your entry form and payment by Thursday 21 June 2018. Otherwise you will not be able to take part. The rules The competition will be run using the UK Athletics rules. You can find more details at: http://www.uka.org.uk/competitions/rules/ Electronic timing Electronic timekeeping will be in operation at this event and results will be sent to power of ten. Please therefore ensure your athletics club, if applicable, is entered on the entry form. Bringing your friends and family to watch You can bring people to support you on the day but they are not allowed on the track.
Photographs Mencap may take photographs of you or film you at the event. They may use the photos or films on their website or in things like magazines and adverts. They will not give out your name and address or any other details about you. If you do not want to be filmed or be in photos please tell us on your entry form. You will need to wear a wristband on the day so the photographer can identify you. This will be given to you at reception. If supporters want to take any photos or film they must give their details to the people at reception. This includes taking photos or filming on a mobile phone. This is so we can make sure we know who is taking photos or filming. This is to keep everyone safe. Information for coaches and supporters The next part about times is quite hard to understand so please ask your coach or supporter to go through it with you.
E-mail: ................................................................................ NAME DUTY SESSION SIGNATURES? 1 2 Trainee Judge 1, Judge 2 or Judge 2S please enter names below requesting mentoring sessions. These will be at the discretion of the referee and the availability of suitable mentors. NAME DUTY SESSION SIGNATURES TO DATE? 1 2 PLEASE RETURN THIS FORM WITH YOUR ENTRIES Summary Sheet Club: ................................................................................ Contact Name: ................................................................................
5. Template & Tools Template The following templates are provided with this deployment package. Choose and customize them to your project. Acceptance Record Template Project Identification <Provide the company name and the project name. Include the names of the responsible(s), its (their) e-mail and telephone numbers.> Project Scope <Provide a short description of the software being specified and its purpose, including relevant benefits, objectives, and goals. Relate the software to corporate goals or business strategies.> Product Perspective <Describe the context and origin of the product being specified in this document. For example, state whether this product is a follow-on member of a product family, a replacement for certain existing systems, or a new, self-contained product. A simple diagram that shows the major components of the overall system can be helpful.> Product Features <Summarize the major features the product contains or the significant functions that it performs or lets the user perform. These might include: performance requirements, security or safety exigencies, etc. For each one, indicate its importance rate (high, medium, low). Organize the functions to make them understandable to any reader of this document. > Operating Environment (Optional) <Describe the environment in which the software will operate, including the hardware platform, operating system and versions, and any other software components or applications with which it must peacefully coexist.> Constraints (Optional) <Describe any items or issues that will limit the options available to the developers. These might include: corporate or regulatory policies; hardware limitations (timing requirements, memory requirements), etc.> Other Requirements (Optional) <Define any other requirements not covered elsewhere in the document. This might include internationalization requirements, legal requirements, reuse objectives for the project, and so on. Add any new sections that `are pertinent to the project.>
Understand the identified Software Components. Test Cases and Test Procedures for unit and integration testing. Coded Software Components and applied unit tests. Task List Input Products Output Products Role SI.4.1 Assign tasks to the Work Team members related to their role, according to the current Project Plan. Project Plan PM WT SI.4.2 Understand the identified Software Components Software Components identification WT SI.4.3 Construct or update Software Components. Software Components identification Software Components WT SI.4.4 Establish or update Test Cases and Test Procedures for unit and integration testing based on Requirements Specification and Software Component Identification. Customer provides testing data, if needed. Requirements Specification [validated] Software Component Identification Test Cases and Test Procedures WT SI.4.5 Test the Software Components. Correct the defects found until successful unit test is achieved. Test Cases and Test Procedures Software Components Software Components[unit tested] WT Software construction
WT SI.5.2 Understand Test Cases and Test Procedures. Set or update the testing environment. Test Cases and Test Procedures WT SI.5.3 Integrates the Software using Software Components and updates Test Cases and Test Procedures for integration testing, as needed. Software Components Test Cases and Test Procedures Software Test Cases and Test Procedures [updated] WT SI.5.4 Perform Software tests using Test Cases and Test Procedures for integration and document results in Test Report. Software Test Cases and Test Procedures Software [tested] Test Report WT SI.5.5 Correct the defects found until successful test is achieved. Software, Test Report. Test Cases and Test Procedures Software [corrected] Test Report [defects eliminated] WT SI.5.6 Incorporate the Requirements Specification and Software to the Software Configuration. Requirements Specification Software Software Configuration - Requirements Specification - Software Software Integration and Tests Objectives: To ensure that the integrated software components satisfy the software requirements. Rationale: This allows executing different types of tests and identifying issues that must be corrected by the software development team. Roles: Customer Analyst Artifacts: Test Report Steps: Step 1: Prepare the software testing environment Step 2: Execute testing iterations Step 3: Execute regression tests Step 4: Close testing procedure Step 5: Document results in Test Report
THE JUNIOR & ADULT CHAMPIONSHIP 2017 Return to: ENTRIES DEPARTMENT, DUKES MEADOWS GOLF, DAN MASON DRIVE, LONDON W4 2SH Tel: +44 (0) 20 8994 3314 Email: office@dukesmeadows.com Website: www.dukesmeadows.com
ENTRY FORM SWAN CHALLENGE BLED, SLOVENIA (CLOSING OF ENTRY FORMS ON SEPTEMBER 20, 2017) A Personal details M F Name Federation Gender Birthdate (DD.MM.YYYY) Nationality Home club Coach Street City ZIP/Postal Code E-mail Phone Fax B Competition details Ladies Single Skating Men Single Skating Pairs Ice dance Solo dance Name of Partner (Pair events) – only 1 name can be entered Name of Partner (Dance events) – only 1 name can be entered Age Category Event and Level R (born after 1.7.1999) Singles Masters/Elite Pairs Free Masters/Elite YA (born 1.7.1989-30.6.1999) Gold Intermediate Silver Adult I (born 1.7.1979-30.6.1989) Bronze Pairs Artistic Masters/Elite II (born 1.7.1969-30.6.1979) Pre-Bronze Intermediate III (born 1.7.1959-30.6.1969) Artistic Masters/Elite Adult IV (born 1.7.1949-30.6.1959) Singles Gold ID Pattern Masters/Elite V (born 1.7.1939-30.6.1949) Silver Gold VI (born before 1.7.1939) Bronze Silver Pre-Bronze Bronze Solo dance Gold Pre-Bronze Pattern dance Silver ID Free Masters/Elite Bronze Gold Pre-Bronze Silver Solo dance Gold Bronze Free dance Silver Pre-Bronze Bronze ID Short Masters/Elite Pre-Bronze Adult C Entry Fee First Single/Solo dance event 60€ First Pair/Ice Dance event 70 € Total in EUR Second Single/Solo dance event 30 € Second Pair/Ice Dance event 35 € Third Single/Solo dance event 25€ Third Pair/Ice Dance event 30 € D1 Practice – Ice 60 minutes Thursday November 2 morning 10 €/15 € Friday November 3 morning 10 €/15 € Thursday November 2 afternoon 10 €/15 € Friday November 3 afternoon 10 €/15 € Detailed timings will be announced after the closing of Entry Forms. Please contact organisers for more practice times if you are arriving before November 2, 2017. The price for 60 minutes is 10 EUR p.p., 15 EUR per pair.
Product Details Product Name Category Source of Primary Ingredients Shelf Life Pack Size Retail Price Where is product available? i.e. retail outlets, farmers markets, foodservice outlets, export etc. € € € € € € € € € € Don’t forget to complete the category specific questions overleaf!
How well did our faculty supervisor work with you during the internship process? M = 4.60; SD = .55 How did our faculty prepare you for performing as a site supervisor? M = 5.00; SD = 0 Discussion The return count (n=12) was considerably lower than two years ago (n=27). The decrease in response rate could possibly be attributed to lack of follow-up by the Counselor Education faculty and staff, as well as the continued use of electronic administration of the survey. Overall, site supervisor ratings were higher than previous-years findings. Each category and the respective averages for 2016-2017 and 2014-2015 are discussed. Ratings for ‘how well did our faculty prepare you for performing as a site supervisor?’ was the highest (M=4.58) and it was higher than two years ago (M=4.41). Reviewed by program, results either increased or remained relatively stable over the past two years, School Counseling (M=5.0, 2016-2017; M=4.69, 2014-2015) and College Counseling (M=4.40, 2016-2017; M=4.56, 2014-2015), and Clinical Mental Health (M=4.50, 2016-2017; M=3.60, 2014-2015). Ratings for ‘how adequately trained by our program was your intern prior to becoming your intern?’ decreased slightly (M=3.92, 2016-2017; M=4.41, 2014-2015). Broken down by concentration, an increase was again seen in both School Counseling (M=4.2, 2016-2017; M=4.69, 2014-2015) and College Counseling (M=3.80, 2016-2017; M=4.22, 2014-2015), with a decrease in Clinical Mental Health (M=3.50, 2016-2017; M=4.00, 2014-2015). Ratings for ‘how well the faculty supervisor worked with the site supervisor’ also increased overall (M=4.42, 2016-2017; M=4.41, 2014-2015) from the previous year. Broken down by concentration, an increase was again seen in both School Counseling (M=4.60,