zilongwang/ReadingBank huggingface dataset:
THACKRAY MEDICAL MUSEUM APPLICATION FORM Personal details Title Full name Home address Postcode Email Tel FURTHER AND HIGHER EDUCATION Secondary Education From To Educational establishment(s) Qualifications obtained (inc main subjects) Grade Further and Higher Education Please provide details of your post-secondary education qualifications, e.g. diplomas, degrees, etc. From To Educational establishment(s) Qualifications obtained (inc. main subjects) Grade
WASC Area of Focus: Curriculum Name E-Mail Sign-In ANAS, LIZA - English Teacher CAZARES, JUDE - TSP Coord. CORONA, PATRICIA - Visual Arts Teacher CORTES, JUAN - Assistant Principal COTTOM, DONN - English Teacher DIAZ, ERICKA - Science Teacher FELIX, SARAY - Social Studies Teacher JANTZEN, DOUGLAS - Soc. Studies Teacher MANCILLA, GABRIELA - Math Teacher OLMOS, SUSANA - English Teacher PALOMO, JORGE - Soc. Studies Teacher PARKER, MARIA/ Focus Lead - Magnet Coord. PEREZ, RODOLFO - Science Teacher RIVERA, LINDA – Counselor SERRANO, YVETTE - PE Teacher SISOUPHANTHONG-PHETSAMONE, Math Teacher STEARNS, ROBERT - Performing Arts Teacher TORRES, STEVE - Science Teacher ZATARAIN, JORGE - English Teacher
Fig 1(a) Effect of drying temperature and time on % moisture loss of un-blanched rectangular shaped 4mm thick sweet potato samples Fig 1(b) Effect of sample shape and thickness and drying time on % moisture potato slices Fig. 1(c) ) Effect of blanching, sample thickness and drying time on % moisture loss of rectangular shaped sweet potato slices dried at 90 oC Fig 2(a) Effect of drying temperature and time on % shrinkage in thickness shaped 4mm sweet potato samples Fig 2(b) Effect of sample shape and thickness and drying time on %shrinkage in thickness of un-blanched sweet potato samples dried at 50oC Fig. 2(c) ) Effect of blanching, sample thickness and drying time on shaped sweet potato slices dried at 90 oC Fig 3(a) Effect of drying temperature and time on % shrinkage in sample length of unblanched rectangular shaped 6mm thick sweet potato samples Fig 3(b) Effect of blanching, sample thickness and drying time on %shrinkage shaped sweet potato samples dried at 50oC Fig 3(c) Effect of blanching, sample thickness and drying time on %shrinkage in length of rectangular shaped sweet potato samples dried at 90oC Fig 4(a): Effect of drying temperature and time on % shrinkage in cylindrical shaped 4mm sweet potato samples Fig 4(b): Effect of blanching, sample thickness and drying time on %shrinkage in diameter of cylindrical shaped sweet potato samples dried at 50oC Fig 4(c) Effect of blanching, sample thickness and drying time on %shrinkage in diameter of cylindrical shaped sweet potato samples dried at 90oC Table 1 - Regression relationships between % moisture loss and drying time of samples at different temperatures Shape Thickness, mm Drying temp, oC Linear equation R2 Logarithmic equation R2 y= ax2 Cylindrical Blanched 4 Sun-dried y = 3.8094x 0.9690 y = 19.743ln(x) – 6.6622 0.9597 0.815, 3.507 50 oC y = 3.7889x 0.9320 y =17.844ln(x) – 2.6717 0.9478 -0.130, 5.942 70 oC y = 4.553x 0.8266 y – 1.4428 0.9838 -1.293, 13.78
WORK ZONE MOBILITY IMPACT ASSESSMENT WORKSHEET Prepared By: Project Information: SP: TH: Let Date: Project Length: Project Description (work type, area type, anticipated duration): Project has an effect on which type of roadway? ☐ Effect is on 2 lane – 2 way roadway – go to line 2 ☐ Effect is on a roadway – go to line 3 ☐ Has no effect on roadway – STOP; Red Flag Checklist, Transportation Management Plan or Basic Transportation Management Plan are not needed. Will traffic be delayed for greater than 15 minutes? ☐ Yes – go to line 6 ☐ No – go to line 7 Is the project location included within the MnDOT (LCM)? ☐ Yes – go to line 4 ☐ No – go to line 5 Is the work in accordance with the LCM? ☐ Yes – go to line 7 ☐ No – go to line 6 Will demand be greater than 1800 veh/lane/hr for the open lanes? ☐ Yes – go to line 6 ☐ No – go to line 7 Can the lane closure or traffic delay be re-staged or rescheduled to avoid the lane closure and/or delay restriction(s)? ☐ Yes – go to line 7 ☐ No – Continue to Red Flag Checklist and Prepare Transportation Management Plan with traffic analysis * during project development Is work planned to take more than 3 days at one location? ☐ Yes – Continue to Red Flag Checklist and prepare Basic Transportation Management Plan during project development. ☐ No – STOP; Red Flag Checklist is not needed. Basic Transportation Management Plan can consist of 1404 special provisions and appropriate layouts in the Field Manual. *Coordinate with Metro Traffic office regarding level of analysis for projects with Metro Trunk Highway impacts. TMP SCOPING RED FLAG CHECKLIST
Sick Policy ___________________________________________ Page 10 Discipline Policies _____________________________________ Page 10 Your Child’s Adjustment ________________________________ Page 10 Detach, Sign and Return the following forms: Parental Agreements with The Learning Tree Form _________________ Page 11 Internet Release Form __________________________________________ Page 11 1.0 MISSION STATEMENT The Learning Tree Day School, Inc. is committed to producing students with high standards in reading, writing, mathematics and computer readiness. To achieve this, The Learning Tree Day School employs teachers who are educated, experienced and trained. The LearningTreeDay School is committed to ensuring your child is socially, emotionally, cognitively and intellectually stimulated and challenged. 2.0 GENERAL POLICY STATEMENTS The number one priority of our Center and staff is the general welfare of the children in our care. This includes, but is not limited to, 1) maintaining a healthy, clean and hazardous-free environment, 2) providing the children with excellent role models in nutrition, language and behavior, 3) promoting healthy and productive habits for life and 4) educating. In addition to this, we strive to provide each child with developmentally appropriate activities to enhance the child’s overall social, emotional, cognitive and intellectual growth. 3.0 OPERATING SCHEDULE & CALENDAR General We are a year around facility, open January through December.
DISK SPACE REQUIRED Database Instance Tablespace Size [SCHEMA NAME]_SNAP_DATA ### mb [SCHEMA NAME]_SNAP_INDEX ### mb TRANSACTIONAL INSTANCES (BETA/PROD) Complete this section only if this package is for: a setup of a new database transactional schema, or; a request for a new database account to be used with an existing schema. APPLICATION ACCOUNTS Database Instance Account / User Description Privilege(s) Password Granted Role Profile Default Role [SCHEMA NAME] This account is the schema owner and should have all privileges on the requested tablespaces. ALL N/A N/A N/A N/A [SCHEMA NAME]_USER This account is used for transactional application. CREATE SESSION DEFAULT ALL DATA WAREHOUSE INSTANCES (BETA/PROD)
Pallet note Processing date 16Jan16 Product name Rustic chair Production order number 004.16 Component name Leg No of pieces on pallet 60 Input material code 538003 EUCA Wood species EUCA FSC x PEFC FSC CW KLS Dimensions of cut pieces (cm): 3 x 3 x 50 cm Pallet note Processing date Product name Production order number Part or component name No of pieces on pallet Input material code Wood species FSC PEFC FSC CW KLS Dimensions of cut pieces (cm):
LOG RECEIVING NOTE Note number: #14 ENV. STATUS: FSC X PEFC FSC CW KLS Invoice No: 05-16 Species: Acacia mangium Invoice volume: 23.3 m3 Internal Batch No. 15.2015 Truck No. 51A-123.45 Receipt date: 26/01/16 Log No. Diameter D1 (cm) Diameter D2 (cm) Length Weight (if applicable) 1 23 26 9.36 LOG RECEIVING NOTE Note number: ENV. STATUS: FSC PEFC FSC CW KLS Invoice No: Species: Invoice volume: Internal Batch No. Truck No. Receipt date: Log No. Diameter D1 (cm) Diameter D2 (cm) Length Weight (if applicable)
MONTHLY TIMBER SUMMARY RECORD SHEET SUM OF INPUTS FOR {month} Material/product type Species Total input received Total input used in production (if applicable) Total input left in stock Unit (pcs/m3) SUM OF OUTPUTS FOR {month} Material/product type Species Total outputs dispatched Total outputs in stock Unit (pcs/m3)
Chairman’s Report 2011-2012 A MEMBERS’ ORGANISATION As the Lord’s Taverners prepare to celebrate this year our 30th anniversary in Australia, the last 12 months have been both a challenging and rewarding year for the Victorian Branch. Challenging, in the fact that our membership numbers have declined in a tough economic environment; but rewarding in the work we do in promoting personal development, social interaction and companionship for the young and disadvantaged through active participation in sport. We are truly proud that our agenda is driven by volunteer members who contribute their expertise to our work in many ways. While the Lord’s Taverners has always enjoyed and relied on members to drive specific events, the response this year has been stunning. “Our many successes this year confirm that the Victorian Branch is doing what it does best – organising and sponsoring first class events and then working with key partners to make it happen”. strategic review During the year, we conducted a strategic review of our Branch to ensure that we continue to remain relevant to our members and deliver programs to key stakeholders in accordance with our constitution and social investment charter. Led by Chris Bulford, CIRC Consulting a Lord’s Taverners member, and supported by Committee member Bruce Mc Donald, our objective was to develop and publish a strategic plan, or road map, that will guide our organisation over the next 5 years. Key to this process was the engagement of stakeholders such as members, committee, sponsors & donor recipients. Members and stakeholder groups spoke passionately about the respect for the Lord’s Taverners, our strong core values and the commitment of our founding fathers. However, we have poor brand awareness and customer experience in managing and attracting membership and sponsors. In addition, we struggle to connect with younger members and there is strong reliance on the committee to manage our operations. The result of this work has led to development of a new Vision and 3 year strategic plan. Vision A 1000 strong membership based organisation that is recognised as the leading cricket charity in Victoria supporting the young & disadvantaged. Aspiration 1 to 1000 to 100,000 in 3 years – Leadership – No 1 Cricket Charity in this State, Membership – 1,000 members statewide – generating $100,000 annual sponsorship. Underpinning delivery of this strategy is a restructuring of our committee in line with the 4 strategic drivers developed and the following is a brief summary of our key objectives to support its delivery. PARTNERSHIPS The cornerstone to delivery of our vision is the strength of our relationship with Cricket
Traffic Control Strategies Traffic control devices Positive protection devices (e.g. barrier) Law enforcement Flagging Temporary widening of lane/shoulder to maintain traffic lanes Off-peak lane closure/night work Ramp Closure Project coordination, contracting and Innovative construction strategies (A +B bidding, Lane rental) __ __ __ __ __ __ __ __ __ Public Information & Outreach Strategies Public meetings/speaker forums Radio & TV Internet Paid ads Brochures & Mailers Telephone hotline (511) State TOC Portable changeable message signs Dynamic message signs Work zone traveler warning & information systems Highway advisory radio Availability of detour routes Availability of alternate routes Planned lane closure website Bicycle & pedestrian information __ __ __ __ __ __ __ __ __ __ __ __ __ __ Transportation Operations Strategies Park & Ride Ridesharing Variable work hours Incentives (transit, ridesharing) Retiming of signal on detours/alternate routes Temporary traffic signals Turn/parking restrictions Heavy vehicle restrictions Use of dynamic lane closures Ramp metering Speed limit reduction (requires temporary speed zone declaration approved by Region Traffic Engineer and State Traffic Engineer if reducing from 65mph) Law enforcement mitigation contract Movable barriers Crash cushions Temporary rumble strips Work zone ITS Project onsite safety training Construction safety inspector __ __ __ __ __ __ __ __ __ __ __ __ __ __ __ __ __ __ Incident Management Strategies Tow/freeway service patrol Deployment of 511 STOC State Patrol Coordinate with media Local detour routes Incident/emergency response plan Temporary pullouts for disabled vehicles Temporary crash investigation sites __ __ __ __ __ __ __ __ __
Research Project Prescription Research project title: Chief Investigator: Patient name: CHI number: Date of birth: Participant ID number: Ward/Clinic Please supply the following for use in the above research project: Drug Dose Frequency Pack ID (if applicable) Prescriber’s signature: ________________________________________ Prescriber’s name printed: ________________________________________ Date: ________________________________________ Ext./bleep: ________________________________________ Please fax prescription to ARI Clinical Trials Pharmacy – Fax No. 01224 551061 PHARMACY USE ONLY Batch number: Expiry date: Pharmacist check: Dispensed by: Checked by: Date: Collected by:
Notification of Periodic Review of Standard Operating Procedure (SOP) Author of SOP: SOP name: SOP number: Version: issued by: Date of Dear xxx The above SOP is due for period review by <date>. Please review SOP for: Correctness – does this document contain errors (eg typographical, references, templates)? Relevance – is this SOP still relevant and is the document in compliance with current regulations? Period Review Decision SOP is up to date and no changes required SOP is not up to date and needs to be revised Comments SOP is no longer relevant Comments Name: Position: Contact tel no: Email: To be completed by QA Manager (or delegate) Date received: Date sent to CROG: Date received From CROG:
Log of Deviations, Breaches and Urgent Safety Measures Study Title: EudraCT Number: CI: Site Name and Address: Date incident added to log Incident date Participant number Deviation, Breach, Serious Breach or Urgent Safety Measure (USM) Site corrective action Site preventive action Date reported to Sponsor Urgent Safety Measure reported to MHRA, REC, R&D QA
occurrence and/or impact. Often performed to screen high risk items for a more detailed quantitative analysis. Quantitative Risk Analysis — Evaluating and prioritizing risks based on quantifiable metrics for attributes like probability (Example: “There is a 40% probability for occurrence for this risk…”) and/or impact (Example: “If this risk is realized, it could generate a project cost impact of $1.2M”). Techniques like Monte Carlo simulation and PERT (Program Evaluation Review Technique) are examples of quantitative risk analysis techniques. Risk Response Planning — Identifying and developing various options and actions which reduce impacts and/or reduced probability for occurrence. Roles and Responsibilities Consistent with all the information included in this RMP, please modify the table below to reflect the RMP roles for this project, the primary responsibilities of each, and the name of the person responsible to serve that role. 1: Risk Role Identification # Role Primary Responsibility Name/Contact Info 1 Risk Manager Overall responsibility for planning, managing and controlling risk on the project. Sherman Melling Sherman.Melling@DDS.gov 2 Risk Owner Responsible for monitoring assigned risks and assuring effective response handling and minimal exposure. Tom Rudman/Tom.Rudman@DDS.gov Beth Marsh/Beth.Marsh@DDS.gov 3 Risk Identifiers Responsible to identify Warren Wray/Warren.Wray@DDS.gov Sherman Melling/Sherman.Melling@DDS.gov Tom Rudman/Tom.Rudman@DDS.gov Beth Marsh/Beth.Marsh@DDS.gov Monica Surna/Monica.Surna@DDS.gov Brad Schumacher/Brad.Schumacher@DDS.gov 4 Risk Analysts Responsible to describe, analyze and prioritize risks. Tom Rudman/Tom.Rudman@DDS.gov Beth Marsh/Beth.Marsh@DDS.gov 5 Risk Workgroup Management team assembled to assure communication and a balanced approach to risk response handling is achieved. Warren Wray/Warren.Wray@DDS.gov Sherman Melling/Sherman.Melling@DDS.gov Tom Rudman/Tom.Rudman@DDS.gov Beth Marsh/Beth.Marsh@DDS.gov Monica Surna/Monica.Surna@DDS.gov Brad chumacher/Brad.Schumacher@DDS.gov
Section 8: Investigational Medicinal Product (IMP) 8.1 Investigator Brochure (IB) / Summary of Product Characteristics (SmPC) Current IB or SmPC for each IMP and non-IMP used in the trial and superseded versions 8.2 Reference Safety Information Current approved Reference Safety Information and superseded versions (refer to 8.1 as necessary) 8.3 IMP label(s) used for the trial IMP(s) 8.4 Prescription template Prescription temp 8.5 QP release Certificate of analysis (batch release certificate) issued by the Qualified Person (QP) for each batch of the trial IMP(s) throughout the trial 8.6 Handling and storage of IMP Study specific pharmacy procedures and guidance, including risk assessments and pharmacy manuals for sites Contact details for IMP manufacturer and/or distributor 8.7 Monitoring and Quality IMP storage temperature records QP reports and assessments Stability data SASR listings 8.8 Records of unblinding Documentation and correspondence relating to unblinding of participants
10.2 Trial Management Group (TMG), Independent Data Monitoring Committee (IDMC) and Trial Steering Committee (TSC) Trial Management Group Terms of Reference or Charter, list of members and signed agreements from each member Agenda, papers and correspondence relating to all meetings Trial Steering Group Terms of Reference or Charter, list of members and signed agreements from each member Agenda, papers and correspondence relating to all meetings Independent Data Monitoring Committee Charter, list of members and signed agreements from each member Agenda, papers and correspondence relating to all meetings IDMC reports, including interim reports required for the statistical analysis 10.3 Main study team training Trial delegation log for main study team CVs and GCP training Training log for main study team Study-specific training 10.4 Verification of trial records (EDGE) Sponsor’s documented annual verification of the trial records held on EDGE 10.5 General communications Trial newsletters
TMPL_058 Breaches log Study title: R&I reference number: description of breach identified Date breach occurred Date breach notified to Sponsor (as applicable) Corrective Action (if CAPA completed refer to relevant CAPA form) Preventative Action (if CAPA completed to relevant CAPA form) Date all actions completed If identified as Serious date reported to REC/MHRA Additional comments
In situ nanoscale mechanical testing Figure S2. In situ TEM setup. Both TEM foil and chemical etched W tip are loaded into the Nanofactory TEM-STM platform. And the cross-sectional TEM micrograph of the Al/AlN multilayered thin film in contact with the W tip inside the TEM column during the in situ nanoindenation experiments is presented. The atomic configuration of the region immediately preceding the formation of wz-AlN, and the corresponding strain distribution. Figure S3. Strain analysis. (a) The atomic configuration of the region immediately before the formation of wurtzite AlN. (b)-(d) The strain εxx, εxy, and εyy distributions with an average value of 2%, 1.6%, and -7%, respectively.
Bus:6 7:04 am TIVERTON BUS ACC 7:04 am STOP BUS ACC @ MAIN RD 7:09 am STOP 2531 MAIN RD 7:10 am STOP 2553 MAIN RD 7:12 am STOP MAIN RD @ INDIAN POINT RD 7:13 am STOP MAIN RD @ NONQUIT LN 7:16 am STOP 4213 MAIN RD 7:17 am STOP 4251 MAIN RD 7:18 am STOP MAIN RD @ EIGHT ROD FARM 7:24 am STOP 3998 MAIN RD 7:27 am STOP 355 NECK RD 7:28 am STOP NECK RD @ BONNIEFIELD DR 7:34 am STOP 463 SEAPOWAT AVE 7:35 am STOP 385 SEAPOWAT AVE 7:37 am STOP 17 SEAPOWAT AVE 7:39 am STOP MAIN RD @ FAIRFIELD AVE 7:46 am DEST TIVERTON MIDDLE ACC No Intersection Bus:7 7:19 am START TIVERTON HIGH ACC No Intersection 7:23 am STOP 26 BULGARMARSH RD 7:25 am STOP MAIN RD @ HILLSIDE AVE 7:25 am STOP MAIN RD @ NARRAGANSETT AVE 7:26 am STOP MAIN RD @ SAKONNET EAST 7:28 am STOP 1506 MAIN RD 7:29 am STOP HIGHLAND RD @ NICHOLSON PLACE
2012-2013 Curriculum Map Science 7-Tolland Middle School August/September 22 Days October 21 Days November 18 Days December 14 Days January 21 Days Unit: Earth Matters Inside Earth & Earth’s Changing Surface Texts Lab Safety/Rules Constructive/destructive forces Layers of the earth Conduction/convection in Earth Pangaea/Continental drift Sea floor spreading Earthquakes/Faults Plate tectonics Landforms/Constructive/Destructive Forces Volcanoes Mapping Ring of Fire Types of rocks, minerals Rock cycle Landforms/topo maps Chemical/mechanical Weathering Erosion & Deposition Constructive/Destructive forces Force of moving water Glaciers Wind Fossils & CT CT rock ages Geologic Time Benchmark Test Window Nov Post to MM by 28 Nov 12 Journey back in time project Journey back in time project continued Begin by Dec 10th Unit: Astronomy Astronomy Text Chapter 1 (Sect. 1) Seasons No School Dec 24- Jan 1, 2013 Rotation Revolution Chapter 1 (Sect. 2 & 4) Moon phases Eclipses Tides Earth’s moon Chapter 2 (Sect. 1) Solar system February 18 Days March 20 Days April 17 Days May 22 Days June 10 Days Inertia Gravity Benchmark Test Window Part 1 Feb 11-15th Post to MM by 2/22/13 Chapter 2 (Sect. 2, 3 4, 5 & 6) Brief overview of sun Inner planets Outer planets No School Feb 18-19 Comets, asteroids meteors Conditions for life Chapter 3 (Sect. 5) Big bang theory Benchmark Test Window Part 2 Mar 11-15th Post to MM by 3/22/13 Unit: Cells, Heredity & Evolution Cells Heredity & Evolution Text Chapter 1 (Sect. 2, 3 &4) Discovering cells Using a microscope Cell parts & functions Organic molecules Importance of water Diffusion & osmosis Benchmark Test Window Part 1 April 8-12th Post to MM by 4/26/13 Chapter 2 (Sect. 2 & 3) Respiration Embedded Lab: Feel the Beat No School Apr 16-20 Salmon Release Field Trip Embedded Lab: Feel the Beat (cont) Assessment Window May 6-10th Post to MM by 5/17/13 Replication of DNA Chapter 3 (Sect. 1, 2, 3 & 4) Gregor Mendel Punnett squares Probability Inheritance DNA Biobus lab activities Chapter 4 (Sect. 1) Human inheritance Chapter 5 (Sect. 1 & 2) ’s Theory Natural selection Evidence of evolution Benchmark Test Window Part 2 June Post to MM by 6/14/13 Genetic Engineering Debate Original Last Day 6/14/13
Procedures Information will be gathered from each participant and pertinent witnesses. The parents/guardians of individuals involved will be contacted. The following consequences will be imposed: First Offense – four days OSS Second Offense – days OSS; students will be allowed to complete class assignments for full credit. Offense – long term suspension consistent with the procedural requirements set forth in state regulation. VANDALISM AND DESTRUCTION OF PROPERTY Any student found guilty of vandalism or destruction of property will be charged for the damage or destroyed items and additional disciplinary action may be taken. BEHAVIOR WITH A SUBSTITUTE Substitute teachers are considered to be guests at our school. Students are expected to treat them as guests and assist them rather than create discipline problems. Students are expected to follow the classroom rules while the substitute is in the classroom. Students who receive a discipline referral under the supervision of a substitute will be subject to disciplinary action. First Offense – one day ISS Second Offense - two days ISS Third Offense – three days ISS and parent conference SCHOOL BUS Tucumcari Public Schools provides bus transportation as a privilege for students. Therefore, the driver must be respected by all students and obeyed at all for safety reasons. District rules of conduct shall be followed by all students riding school buses. Violation of these rules may result in disciplinary action by school administrator in addition to or in place of suspension of bus privileges. First Offense – verbal warning Second Offense – three days off the bus Offense – five days off the bus Fourth Offense – ten days off the bus Fifth Offense – off the bus for the remainder of the year Many students ride a transit bus which takes them to classes at THS. Since it is impractical for students to be removed from this bus for discipline issues, the following consequences will be followed: First Offense – one day of lunch detention Second Offense – one day of ISS Third Offense – two days of ISS Severe infractions shall be dealt with on a case by case basis. Verbal or physical conduct of a sexual nature by one student to another may constitute sexual harassment when the allegedly harassed student has indicated that the conduct is unwelcome or when the conduct, by its nature, is clearly unwelcome or inappropriate. Any student found to have engaged in sexual harassment of a student shall be subject to the following: First Offense – one day OSS Second Offense –two days OSS Third Offense –three days OSS
T65 NGC 6826 PNeb 19 45.0 +50 34 Cyg 126.0 8.8 The “Blinking Planetary” also Caldwell 15, 2000 Ly T66 NGC 6853 M27 PNeb 19 59.6 +22 43 Vul 8.0 7.3 The Dumbbell Nebula 1360 Ly T67 NGC 6888 ENeb 20 12.7 +38 21 Cyg 18.0 7.4 The Crescent Nebula 5000 Ly T68 NGC 6960 Veil West ENeb 20 45.4 +30 43 Cyg 70.0 7.0 The west part of a supernova remnant 1470 Ly T69 LDN 935 DNeb 20 56.4 +43 52 Cyg 90 - Wide dark lane separating NGC 7000 and IC 5070 T70 NGC 7000 ENeb 20 59.1 +44 31 Cyg 120 4.0 The North American Nebula 1600 Ly T71 NGC 7023 RNeb 21 00.3 +68 10 Cep 18.0 7.0 The Iris Nebula also Caldwell 4 1300 Ly T72 NGC 7009 PNeb 21 04.1 -11 21 Aqu 1.4 8.0 The Saturn Nebula 2000 Ly T73 NGC 7662 PNeb 23 25.5 +42 33 And 2’ 9.0 The Blue Snowball 4000 Ly
Person Specification – TLR2 Teacher Primary Area Criteria Requirement - E = Essential - D= Desirable Assessment by Application =A Interview process = I R A Skills/Knowledge /Aptitudes Knowledge of the National Curriculum for their subject Willingness to keep up to date in subject knowledge and national developments. Ability to plan and effectively using a variety of strategies. Excellent interpersonal skills with both adults and children. Willingness and ability to work as part of a team. Ability to communicate effectively both verbally and in writing. Ability to prioritise and organise own work. Ability to work effectively to a high standard, on occasion, under pressure, meeting deadlines. Knowledge of Health and Safety procedures and their application. To have a ‘can do’ philosophy To enjoy working with young people. To be flexible, energetic, adaptable and have the ability to use initiative. To identify and develop opportunities To carry out professional duties in a positive, helpful and courteous manner. To have high aspirations and expectations for their students and themselves. Committed to raising standards and continuous improvement. Have a knowledge of Assessment and experience of leading and reporting in it E E E E E E E E E E E E E E E E E D AI AI AI AI AI AI AI AI AI AI AI AI AI AI AI AI AI AI
On the Upper Echelon in The Organization: Top Management Teams' Dynamics: Antecedents and Implications 10:30 – 10:45 Coffee break – Patio 10:45 – 12:45 Parallel session 3 3.1 CEOs’ and boards’ internal and external networks – Graduation hall Chair: Dimitrios Georgakakis LEADERSHIP SUCCESSION AND SOCIALIZATION: A CONCEPTUAL FRAMEWORK Koen Van Bergen, Walter Hendriks, Frank Lambrechts, Woody Van Olffen CEO RETIREMENT EVENTS AND ENTREPRENEURIAL ORIENTATION: HOW TMT FEMALE REPRESENTATION REDUCES THE CAREER HORIZON PROBLEM Sebastiaan Van Doorn, Mariano Heyden, Marko Reimer I LIKE WHAT I SEE: CEO OUTSIDE DIRECTORSHIP AND STRATEGIC IMITATION IN R&D INVESTMENT Wonyong Oh, Vincent L. Baker III EXPLAINING FLOWS OF BOARD TALENT WITHIN EUROPEAN BOARDS: THE ROLE OF COLONIAL TIES, RECENT TRADE PATTERNS AND CROSS-BORDER M&A ACTIVITIES Kees Van Veen, Padma Rao Sahib 3.2 Family and founder-controlled firms – Chapel Chair: Georg Wernicke FAMILY CHARACTER, TMT AND AMBIDEXTERITY IN SMES: THE MODERATOR ROLE OF FAMILY DIVERSITY Maria Iborra, Consuelo Dolz, Vicente Safon THE ROLE OF FAMILY INVOLVEMENT AND TOP MANAGEMENT TEAM DIVERSITY ON INNOVATION – A STUDY OF GERMAN FAMILY BUSINESSES Linda Lehner BLOOD IS THICKER: TOP MANAGEMENT TEAM NEPOTISM AND FIRM GROWTH IN A TRANSITION ECONOMY Peder Greve, Winfried Ruigrok, Filipi Gjergji MANAGERIAL DISCRETION IN THE FOUNDERS’ CONTROLLED COMPANIES. AN EMPIRICAL INVESTIGATION ON THE ITALIAN AND POLISH CONTEXT Alessandra Rigolini, Maria Aluchna, Silvio Bianchi Martini, Antonio Corvino 12:45 – 14:00 Lunch – Patio 14:00 – 16:00 Plenary session 2 – Graduation hall Workshop theme: Interrelations between TMTs, boards, and other decision-makers Chair: Tine Buyl
MANAGERIAL DISCRETION: THE MISSING LINK BETWEEN GOVERNANCE AND STRATEGY Yuliya Ponomareva, Timurs TMT HETEROGENEITY AND STRATEGIC DECISION QUALITY: THE MEDIATING ROLE OF INFORMATION EXCHANGE BETWEEN TOP MANAGEMENT AND MIDDLE MANAGEMENT Marko Reimer, Sigrid Gschmack, Utz Schäffer BEHAVIORAL INTEGRATION IN TOP MANAGEMENT TEAMS: A LEARNING PROCESS PERSPECTIVE Maria Iborra, Angels Dasi THE CO-EVOLUTION OF CEO AND TMT DYNAMIC MANAGERIAL CAPABILITIES AND FIRM DOMINANT Alexander Alexiev, Gerben Vlasveld, Xavier Castaner 16:00 – 16:15 Closing words – Graduation hall 16:15 – 18:00: Beer and wine reception – Patio
100 1.92 0.92 150 2.88 1.4 200 3.86 1.9 250 4.85 2.38 300 (do not exceed 300 W) 5.84 2.87 On the computer monitor, click on PLASMA to begin sputtering. See . Look through the chamber porthole to see if plasma is formed. The plasma is a purple or blue glow also the Voltage should drop when the plasma ignites. If yes proceed to next step, otherwise click on PLASMA again (to Stop) and go to section Troubleshooting. Pre-sputter for desired time (usually 2 min). The Voltage should read between 200-700 and the Current should read between 0.1-0.5 Amps. Table 2, Cathode Materials Target Cathode Shutter # Cr 1 TiW 2 Ir 2 Ti 3 Au 4 Pt 4 Adjust Gas Pressure to desired level. Set timer to the desired sputter time. See . Press CATHODE SHUTTER button on the front panel. See . Shutter should be opened manually from the front panel and not from the software. Start the timer. Check inside the chamber from the window if shutter is open fully and if chuck is rotating. Any abnormalities need to written on the log book (in comment section). When the desired time has elapsed, press CATHODE SHUTTER on the panel manually to close the shutter. See . If more samples on other chucks need to be sputtered with the same target then do the following: Turn OFF the Rotation Control. Click MAIN MENU. Click SUBSTRATE INDEX ROTATION CONTROL.
This is the Open dialogue box. It will show a list of files in the default location as set up by the System Administrator. On the left are links to other places where the required files may be stored. The drop down list box shows the levels of the disk or storage media. By dropping down these you can move across the disk or onto other disks.
Use the Home Shortcut keys of Ctrl-Home and move the cursor to home cell or A1. Then move the cursor to A2. Select and drag the cursor to B2. Then the Home Tab (if it is not the active tab) and then the Sort and Filter button. A drop down list will appear:
It is currently only economically viable to recycle three types of plastic from domestic sources, but changes are being made all the time. The food service industry causes a large waste disposal problem. Other alternatives to disposables Paper plates and bowls – food waste (organics) Steel and aluminium – recycle Corn starch cutlery – food waste (organics) PET cups and carry trays – recycle. Note: Ask your waste contractors to keep you informed of any changes. What is not (generally) recyclable packaging? Check with your local government or waste contractor if there might be local opportunities to recycle the following: Plastics with 4, 5, 6, 7 cardboard Polystyrene boxes Polystyrene cups Plastic straws Plastic bags.
Recipe Spaghetti Carbonara Number of Portions 10 Portion size: 150g Ingredient Amount Unit % Useable Purchase Amount Cost per Unit Cost of purchase Amount Butter 80g Onion, diced 100g Bacon, lardons 150g Pepper, cracked black 5g 300ml Spaghetti, cooked 800g Egg yolks 10ea Chives .5 bch Parmesan cheese 200g Total Cost Cost per individual Portion
Ingredient Unit Waste % Useable Purchase Amount Cost per Unit Cost of purchase Amount Chicken (no10) 5 ea Egg white 1 Onion 100g Rosemary .25 bch Oregano .25 bch Thyme .25 bch Prunes 100g Pinenuts 50g Bread crumbs fresh 200g Butter 20g Salt 10g Pepper 5g Potatoes 1000g Pumpkin 500g Zucchini 500g Chicken stock 500ml Parsley, chopped .25 bch
1.5 Introduction You are partially responsible for identifying faults with cleaning equipment and other items (equipment [electrical and hand-operated], machinery, utensils), and reporting these faults in accordance with enterprise procedures. This section discusses identifying and reporting faulty equipment. Two types of faults/problems Equipment faults and problems generally fall into one of two categories: Breakdowns – which occur when items malfunction. Damage – to parts, surfaces, electrical cords and connections caused by: Normal day-to-day ‘wear and tear’ Incorrect use. Examples of items requiring maintenance Items requiring maintenance include those with: Frayed electrical cords, or bare wires Internal mechanical problems in electrical and/or mechanical equipment – causing: Malfunctions
The following people are all cause for concern and should be reported to the appropriate person. Note: your job is simply to report the behaviour or person and not to take any further action such as asking the patron to modify their behaviour, asking questions of the person or attempting to remove the individual. The key is to never put yourself in harm’s way. You should be alert to all of the following and report them when you identify them: People discovered in areas where they have no right to be – for example: A guest in a back-of-house area would be cause for concern A guest in a front-of-house area when the area has not yet opened, or after it has closed Drunken and disorderly people – these do not have to be guests at the venue as they may have come onto the premises in that condition after having been removed from another venue. Drunken and disorderly people can be identified by many factors some of which include: Loud voices Swearing Arguing Fighting Threatening others
Specific coaching needs for each individual colleague will be determined as a result of considering a combination of three main elements: General need for coaching The factors relating to the individual colleague Discussion with each individual staff member. What factors will individualise the coaching needed for each staff member? The following is a representative list of factors you will need to take into account when developing a coaching plan for a staff member. Remember, factoring in these considerations is important because you do not want to deliver coaching seen as unnecessary. You need to make sure you address genuine, identified need. Urgency of the coaching This can be influenced by: The number of staff needing to be coached. If all staff have to be coached, the need can be urgent The nature of the coaching topic, such as whether or not it is a legal requirement, a safety issue, or strongly related to revenue and/or service standards. The colleague’s previous work, life experience and training It is useful to know whether or not staff have had positive or negative experiences with earlier coaching/training. Colleagues with negative experiences relating to coaching/training can warrant: Extra attention More support Added time to ensure they understand the first time they receive coaching. This allows you to build success upon success with your coaching. The colleague’s current skill level When delivering coaching it is to know where the individual staff members are starting from, and where it is you want them to go.
Assessment criteria Assessment methods and procedures Time Key points Methods and learning resources G L O S S I N T R O D U C T I O N Give an overview of the whole skill Demonstrate at normal speed Demonstrate again, but slowly, and describe each step Check understanding Observe learner perform the skill
External areas – where staff use a hands-free telephone or cell phone (such as when in the grounds of a property, or when conducting a tour). Remember: when you are on the phone, you are the business! It is important for every person who uses a telephone on behalf of the business to understand that while they are on the phone, they are the business. The way they use that the way they talk and the information they provide all produce an impression about the business in people’s minds and it is important that such an impact reflects the real image of the business. It is very easy to take the use of the telephone for granted (when receiving a call, making a call or transferring a call) and that is one of the biggest mistakes that workplace telephone users make. Answering calls promptly All must be answered promptly to avoid keeping the caller waiting and must be answered in an appropriate manner in accordance with enterprise standards. Failure to answer the phone promptly may mean the caller hangs up and gives their business to another company. Answering ‘promptly’ can be seen as answering as soon as possible (subject to enterprise requirements). Using an appropriate telephone manner An appropriate telephone manner includes the following: Using polite language at all times – regardless of the language being used by the caller (see section 1.8 for more information)
The night auditor may take a representative sample of guest accounts and individually check them for accuracy of charges and validate the record. As a hotel or resort has many guests a computerised system will also check but the night auditor has to factor in human error in data entry. Often a guest will pick up a mistake at the point of sale or when they check their advanced bill and question a charge. All charges made through the hotel’s system will have a transaction code or identification and a docket or reference number or code ensuring only legitimate charges are posted. Non-monetary charges also need to be validated to credit or debit the correct supplier of the complimentary service or free of charge item. Posting screen from Micros Fidelio OPERA PMS 2.3 Introduction The various departments in the venue keep track of those goods and services consumed by guests. Adding charges or payments is called 'Posting' to the guest account. Posting charges to guest accounts includes operating the in-house system to record legitimate charges against appropriate guest accounts. Posting Posting is the record of the details of a financial transaction which can be a charge or a payment on a guest’s account. Charges are posted to a guest’s account when each department transfers the dockets for charges incurred in the outlet to the front office, or if the charge has been processed on a POS terminal it is charged directly where it occurred.
Survey results Data Recommendations Questions Cause and effect: how things should happen Diagrams and visual aids Demonstrate Visual aids Explanation of new terms or equipment Questions and feedback Audience experiences Feedback and questions Persuasive Other Other Other Facts and examples Visual aids and data Potential solutions or benefits Reasons why Questions 1.5
Prepare a list of requirements you would have in relation to that event including: Facilities Location Catering Equipment Themes and decorations Use of external suppliers Room layout. 1.2 To fulfil the requirements of this Work Project you are asked to think of yourself as the event co-ordinator and identify: Sources of external suppliers may be used to meet the above mentioned needs. Provide examples of actual companies in your region who can provide services as required Possible co-hosting arrangements including the types of assistance each organisation can help Sponsorship opportunities including examples of companies and types of sponsorship. 1.3 To fulfil the requirements of this Work Project you are to research and identify factors that could impact on the above mentioned event including possible solutions to any foreseeable problems.
Assessment matrix Showing mapping of Performance Criteria against Work Projects, Written Questions and Oral Questions The Assessment Matrix indicates three of the most common assessment activities your Assessor may use to assess your understanding of the content of this manual and your performance – Work Projects, Written Questions and Oral Questions. It also indicates where you can find the subject content related to these assessment activities in the Trainee Manual (i.e. under which element or performance criteria). As explained in the Introduction, however, the assessors are free to choose which assessment activities are most suitable to best capture evidence of competency as they deem appropriate for individual students. Work Projects Written Questions Oral Questions Element 1: Design for specific dietary needs 1.1 Identify the requirements for specific diets according to instructions from relevant persons 1.1 1, 2,3, 4 1, 2 1.2 Design meals in accordance with specific dietary needs 1.2 5, 6, 7, 8 3, 4 1.3 Modify recipes for specific dietary needs 1.3 9, 10 5, 6 1.4 Identify essential ingredients for specific dietary needs 1.4 11, 12 7, 8 1.5 Identify and select suppliers for purchasing of products 1.5 13, 14 9 Element 2: Design meals for specific cultural needs 2.1 Identify the requirements for specific cultural groups or special customer requests according to instructions from relevant persons 2.1 15, 16, 17 10, 11 2.2 Design meals in accordance with specific cultural needs 2.2 18, 19 12, 13 2.3 Modify recipes for specific cultural needs 2.3 20, 21 14, 15 2.4 Identify essential ingredients for specific cultural needs 2.4 22, 23 16 2.5 Identify and select suppliers for purchasing of products 2.5 24, 25 17 Element 3: Produce and present meals for specific dietary and cultural needs 3.1 Select appropriate ingredients to ensure optimum quality of end products 3.1 26, 27 18 3.2 Prepare and present food in an appetising and attractive manner to meet basic nutritional needs 3.2 28, 29 19
Belly Skin on Fruit yoghurt Many breakfast cereals Processed meats Sausages Bacon Salami Ham Pate Frankfurts (Hotdogs) Commercially prepared sauces Tomato (ketchup) BBQ sauce Salad dressings Pasta sauces Asian sauces Ketchup Hoisin Sweet chilli sauce Baked goods Pastries Cakes Pies Biscuits Beverages Juices Soft drinks Iced tea Sports drinks Deep foods Battered foods Dried fruits With the reduction in water content the sugar density is increased Cream, butter and cheese sauces Mornay sauce Hollandaise sauce Preserves and spreads Jam Jelly Dressings Salad Creamy Syrups Maple syrup Corn syrup Ice cream Confectionery Cardio-vascular diseases When you are designing meals for customers who require specific diets to manage cardiovascular diseases you need to ensure that the meals you prepare are low in fat, particularly saturated fats from animal products. Coconut and palm oil products also contain saturated fats like those found in animal foods so should be minimised or avoided: Fats:
Glossary Term Explanation Budget An estimate of income and/or expenditure over a forthcoming period of time Revenue Increases in a company’s resources from the sale of goods or services Expense or outgoings incurred in the normal course of business to generate revenues Asset Economic resources that are owned or controlled by an entity Liability Amounts owed by the business to creditors, governments, employees and other parties Sales Revenue from the sale of goods or services to customers Income Revenue from the sale of goods or services to customers. Also used to describe profit Profit A measure of the overall performance of a business; equal to revenues minus expenses for the period Overheads Ongoing operating expenses Budgeting period Period of time that the budget plans for revenue and expenses. This is usually one year Stakeholders Person, group or organisation with an interested in or affected by the budget Activity centres Segment of a business identified by the nature of the activities the segment conducts Profit centre Segment of a business that generates revenue and incurs expenses Cost centre Segment of a business that incurs expenses only Budget committee of people in an organisation that create and maintain budgets and the budget process
Sales budgets To forecast sales revenue Labour budgets To forecast labour expenses Overhead budgets Concerns other estimated operating expenses Budgeted Financial Performance Statement Concerns estimated profit or loss. This brings together several of the budgets, for sales, material, labour, overheads and inventory Cash budgets Concerns the estimated cash inflow, cash outflow and cash position of a business. Budgeted Statement of Financial Position Concerns estimated values of assets, liabilities and owner’s equity at the end of a budget period. Variance Difference between actual and budgeted results Horizontal analysis Calculates the differences between each line item on financial reports to identify performance. Vertical analysis Each item in the financial statement is calculated as a percentage of sales. Management by exception Management investigate variances that are above the tolerance limit.
Assessment matrix Showing mapping of Performance Criteria against Work Projects, Written Questions and Oral Questions The Assessment Matrix indicates three of the most common assessment activities your Assessor may use to assess your understanding of the content of this manual and your performance - Work Projects, Written Questions and Oral Questions. It also indicates where you can find the subject content related to these assessment activities in the Trainee Manual (i.e. under which element or performance criteria). As explained in the Introduction, however, the assessors are free to choose which assessment activities are most suitable to best capture evidence of competency as they deem appropriate for individual students. Work Projects Written Questions Oral Questions Element 1: 1.1 1.1 1 1,2 1.2 1.2 3 3 1.3 1.3 4 4 Element 2: 2.1 2.1 5, 6 5, 6, 7 2.2 2.2 7, 8, 9 8, 9 2.3 2.3 2, 10, 11 10, 11 2.4 2.4 12 12 Element 3: 3.1 3.1 13 13, 14 3.2 3.2 14, 15 15 3.3 3.3 16, 17, 18 16
I am the person responsible for handling the luggage at the airport. I load luggage onto the plane before its departure and take it off after arrival. I am a officer. I assist tourists with travel plans and answer their questions. I make reservations and bookings for tours. I am knowledgeable about places of interest. I am a tour reservations officer. I am responsible for the room refrigerator in rooms. I stock each room refrigerator with water, juice and snacks. When guests check out, I record what has been taken. I am a room refrigerator attendant. I work in the kitchen and my main duty is food preparation. I sometimes check the stock and assist the chef. I am the cook assistant.
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