zilongwang/ReadingBank huggingface dataset:
Stall 11 Madison Teneyck Carter Morris Stall 10 Christopher Vail Stall 9 Jennifer Servay ]ames Thorne Stall 8 Naya Patel *(4 in) Savanah in) Caitlin Vigna Logan Daeria (Tues, Wed, Thurs, pick up, NO BUS) Stall 6 Paige Henshaw * (2 in) Mariella Menichino Stall 5 Basulto Majed Nesheiwat Stall 4 Charles Boshart James Krauza *(5 in) Stall 3 Michael Diamond Makayla Lachowicz Aiden Massaro Laila O’Keefe Julian Ordonez *** BUS UNLESS NOTE Stall 1 Persephone *(3 in) Sophia DiRusso ( This is Daycare. IT IS HER PERMANENT STOP, note for bus home needed STALL 9) Lia Majumdar *VAN 5 Aneeza Mustafa PICK UPS VICTORIA KENYON EVERYDAY (1) GAVIN KILKENNY EVERYDAY (6)
the company’s strategy formulation & implementation with the inclusion of the wide-ranging legal and regulatory views of the different areas. the users would be more awake and Increasing demand for products frameworks or rules. Economic High chances for the possible of exceptional growth The periods of Recession and market rate fluctuations are the major weaknesses that will have to face the business. High opportunity to attain the renowned corporate name & fame through deliver all the unexpected economic information to their customers in advance Changes in the economic conditions. It reflects both increasing & decreasing trend due to frequent economic changes. Competitive Sufficient resources to complete in the competitive and changing environment Shortage of qualified personnel to management competition Globalization High competitive pressure Increasing demand and globalization in future Social Stable social environment with proper evaluation of financial conditions of employees Sometimes create social conflict. Customer would like the new variety of organic and health food New ways of management can be generated Social environment is greatly integrated with economic aspects. Internal Factors Strategy Effective formulation & implementation of strategy is conceived as the platform for business success. It requires huge capital investment High changes to gain competitive advantage through beneficial strategy. Risk of failure is high if it does not look at all perspectives of the business like financial, human, growth, etc. Efficacious formulation & implementation strategy contributes in competitive position, market share & growth.
better way. In order to solve the each issue the conditions includes participation of each employees as well as suppliers vendors, executives, etc. (Wheelan & Hunger, 2004). All these are important to be considered because no business strategy can be implemented successfully, without the effective contribution of any of the classes (Wilson & Gilligan, 2005). References Bradford & Duncan (2000). Simplified Strategic Planning (3rd Edition). New York: Chandler House. Brown, S.P. (2009). Forces and Trends in Business. Retrieved December 7, 2009 from Kotler, P. (2002). Marketing Management (11th Edition). New York, USA: Prentice Hall Pvt. Ltd. A. & Frow, P. (2005, October). A Strategic Framework for Customer Relationship Management. Journal of Marketing, 69, 167-176. Retrieved September 1, 2009 from Pierce, J. & Robinson, R. (2004). Strategic Management (eds.). New York: McGraw Hill Companies. Rapacz, D. & Reilly, M. (2008). The New View of Relationship Marketing: Better integration to deepen brand commitment. Journal of Integrated Marketing Communications, 19-25. Retrieved September 1, 2009 from Stahl, M.J. & Grigsby, D.W. (1997). Strategic Management: Total Quality and Global Competition (eds.). Blackwell Publishing. Wheelan, T.L. & Hunger, J.D (2004). Strategic management and Business policy (eds.). Singapore: Pearson Education Pvt. Ltd. Wilson, R.M.S. & Gilligan, C. (2005). Strategic Marketing Management: Planning, Implementation and Control (3rd Edition). Butterworth-Heinemann.
College Learning Environment: In a business course, you need to read the textbook in advance of your class meeting and study at least two hours per class period. Class meetings will consist of brief lectures. Obtain a free e-mail account, user name and password and you can access the course web site. on Section 2A of Introduction to Business. The Blackboard website will always open with current information about the course on this Announcements Page. Day of: Assignments and Dates of Quizzes and Final Exams Aug 24 Course Objectives and Chapter 1 Aug 26 Chapter 1 Aug 31 Chapter 18 Sep 2 Chapter 18 and Chapter 2 Sep 7 – No Class – Labor Day Sep 9 Chapters 2 and 3 Sep 10 Last day to drop class with tuition refund or to change to audit – if you have not attended class by this date you will be dropped from the class and will not get a tuition refund. Sep 14 Chapters 3 and 4 Sep 16 Chapter 4 Sep 21 ON CHAPTERS 1, 18, 2 – 4 Sep 23 Chapter 5 Sep 28 Chapter 5 and Chapter 6 Sept 30 Chapter 6 Oct 1 – Last date to apply for Fall graduation Oct 5 Chapter 7 Oct 7 Chapter 8 Oct 12– No Class Oct 14 Chapter 9 Oct 19 Chapter 10 Oct 21 ON CHAPTERS 5 – 10 Oct 26 Chapter 11 and 12 Oct 28 Chapter 12 and 13 Nov 2 Chapter 13
14 Bond Street, southside Sydney George to Pitt Streets (11.30am – 3pm, 6pm–11pm Mon to Sat) 12 14 Bond Street, southside Sydney George to Pitt Streets (11am-11pm) 18 15 O’Connell Street, southside Sydney Hunter to Bent Streets 13 16 Street, eastside Sydney Hunter to Bent Streets (7am-10pm) 21 17 Phillip Street, westside Sydney Hunter to Bent Streets 18 18 Castlereagh Street, eastside Sydney Market to King Streets (8am-3.30pm 8am-6.30pm Sat-Sun) 19 19 Pitt Street, eastside Sydney King Street to Martin Place (exclude 6am-6pm Mon-Fri, 6am-10am Sat) 26 20 York Street, eastside Sydney Market to King Streets 24 21 Clarence Street, eastside Sydney Market to King Streets (7am-10pm) 15 22 Wheat Road, westside Sydney Outside Sydney Aquarium - 23 Lime Street, westside Sydney King to Erskine Streets 51
exist or are in disrepair. Negative performance indicators are used to determine success. performance indicators as well as negative performance indicators. performance indicators as well as negative performance indicators. Successes are shared across the organisation and celebrated. Staff and stakeholder involvement Reactive Calculative Proactive Stakeholder involvement in changes. and stakeholders are not involved in the development of changes and new initiatives or risk assessments unless forced to be. Stakeholder involvement in changes. Staff and stakeholders are sometimes or informally involved in the development of changes, initiatives, risk assessments, the development of policies, systems and procedures and to safety improvements. Stakeholder involvement in changes. Staff and stakeholders are meaningfully involved in the development of changes, initiatives, risk assessments and, the development of policies, systems, procedures and to safety improvements. Communication. Staff and stakeholders are discouraged from communicating about safety issues and sharing and learning from each other’s experiences. Communication. Staff and stakeholders are encouraged to communicate about safety issues. Communication. All and stakeholders are encouraged to communicate about safety issues and share and learn from each other’s experiences. Innovation. Innovative ideas are discouraged and staff fear implementing anything not directed by management. Innovation. Innovative are considered but can only be implemented by management. Innovation. Innovative ideas are encouraged and staff is empowered to implement them. TSV audit questions TSV’s audit checklist contains the things that auditors will consider and discuss during the audit process to allow them complete an assessment of operators’ safety cultures. An extract from the checklist is below. Element 1 - Management and leadership: Safety message: Do leaders communicate safety messages consistently, clearly and strongly? Do leaders lead by example and do actions support the organisations safety message, even under difficult or non-routine situations? Encouragement: Do leaders promote safe behaviour? Do leaders discuss safety and make it clear that everyone is responsible for safety? Do leaders discourage cutting corners? Visibility: Are leaders visible? Do they regularly interact with staff? Time and resource commitment: Do leaders commit adequate time and resources to safety? Decisions: Does leader decision making prioritise safety over performance? Are risk and safety decisions made at the proper level by appropriately qualified people?
M&M Coaches ROUTE ED2201 Northend – Cookley Green – Nettlebed – Bix – Fairmile AM Bus Stop Friday 07.40 Mode Farm, Northend 16.20 15.20 07.54 The Crown, Pishill 16.10 15.10 07.59 Cookley Green – Bus Stop 16.05 15.05 08.01 Park Corner 16.03 15.03 08.05 Nettlebed - Bus stop 15.59 14.59 08.10 Bix – Bus Shelter 15.54 14.54 08.12 Bix Hill – 15.52 14.52 08.15 Henley – Fairmile (by Bonhams) 15.50 14.50 08.35 Gillotts School 15.35 14.35 M&M Coaches – ED2202 Lewknor – Watlington – Maidensgrove – Stonor – Assendons AM Bus Stop Friday 07.40 Lewknor – Leathern Bottle 16.24 15.24 07.45 Watlington – Carriers Arms 16.19 15.19 07.55 Christmas Common – Telephone Box 16.09 15.09 07.57 Greenfield – Watlington Park & Lower Greenfield Farm 16.07 15.07 08.07 Stonor – Park Cottages 15.57 14.57 08.08 Stonor – Stonor Arms PH 15.56 14.52 08.12 Middle Assendon – The Rainbow Inn 15.52 14.52 08.14 Lower Assendon – The Golden Ball PH 15.50 14.50 08.35 Gillotts School 15.40 14.40 Horseman Coaches – Route 2203 Shiplake AM Bus Stop Friday 08.15 Lower Shiplake – Bolney Farm 15.44 14.44 08.23 Lower Shiplake – Public Bus Stop Station Road at Green Triangle 15.50 14.50 08.19 Shiplake Cross – Plowden Way & Garden Centre 14.47 15.47 08.35 Gillotts School 15.35 14.35
Title Business Development Email Phone 931-581-7904 Website DBE DBE, SBE In the Following States California Company Provides Our company provides technology consulting services that not only focus on the technology, but understanding the business needs that drive the technology. Areas of expertise include: project management, fare collection, enterprise resource planning, and ITS Maruti Fleet & Management, LLC Contact Herold Humphrey VP of Operations Email Phone 561-383-0995 Website DBE DBE, SBE In the Following States Florida & Texas Company Provides Paratransit, Fixed Route, Airport/Shuttle, NEMT, Tram & Trolley to name a few. We are looking for Paratransit, Airport Shuttle, Tram & Trolley and Fixed Route Services. As a Prime and DBE contractor. Also Attending Markus Moore Director of Operations Eduardo Carrion VP of Maruti Fleet & Management Mass Transit – Table 7 Contact John Hollenhorst Title Publisher Email Phone 608-334-5071 Website Company Provides Mass Transit magazine and MassTransitmag.com showcase best practices in public transportation. Also Attending Larry Greenberger McDonald Transit / Travis Transit Management, Inc. – Table 7 Contact Brendan Sennett
Document Change Control Revision Number Date of Issue Author(s) Brief Description of Change 1.0 10/4/2013 Kevin Sippl Document drafted 2.0 10/6/2013 Vivek Cherian Preliminary Review 3.0 10/7/2013 Kevin Sippl Incorporated Preliminary Review Feedback 4.0 10/18/2013 Kevin Sippl Incorporated Project Sponsor Feedback 5.0 10/25/2013 Kevin Sippl Incorporated Further Project Sponsor Feedback SC Area: All SC Op Team: Communications and Professional Development Project Name: End-to-End Business Process Redesign JIRA: TBD Funding Source: [TII, Operational, UWSYS, UWMSN, etc.] This Project will address: Business process HRS System related issue SC Manager: Michelle Running HRS Team Lead: TBD Project Background, Description and Scope Current State: Extensive Service Center ticket analysis has identified three business processes that present the greatest opportunity for errors and HRS problems: new hires/rehires, job data changes, and terminations/transfers. These problems are most evident in the HRS modules downstream from HR, such as Benefits. Following assessments at UW-Stout and UW-Parkside, the two institutions implemented business process redesigns for the three critical business processes to help increase efficiency and improve end-user experience. In order to achieve full HRS stabilization the business processes that support the core transactions within HRS must be fully documented end-to-end involving all external and internal functional areas from
George Harrison Gerard Thomas Gleeson Get Lost Travel Pty Ltd Gettem Holdings Pty Ltd Getting About Coaches Pty Ltd Gielnik Holding Pty Ltd Gilbert Greaves Gilek Coskun Gillick Glenda Gimme Golf Pty Ltd Giovanni Nominees Pty Ltd Glenister James Maher Glenn Fin Pty Ltd Global Ballooning Pty Ltd Go West Tours (Vic) Pty Ltd Godden Sylvia Goin South Tours Pty Ltd Gokoglu Enterprises P/L Golden City Coach Travel Pty Ltd Golden Lotus Valley Pty Ltd Goodall John Charles Graeme Cox Graeme Douglas Sandlant Grampians Adventure Services Pty Ltd Grand Pacific Tours Pty Ltd Grandcity (Australia) Travel & Tour Pty. Ltd Grandcity Transport Pty Ltd Grant Wesley Edward Grayham Bradley Wickham Great Southern Coaches Pty Ltd Greenlink Pty Ltd Greg Andrew Lake Gregory David Rawlins Gregory James Wilson Gregory John George Pye Gregory Pearce-Griffin Cavanagh Greta Group Pty Ltd Greyhound Australia Pty Ltd Gull Services Pty Ltd Gunn Susan Gwenda Grace Elliott H J & M E Crane & Sons Pty Ltd H M Thomas Pty Ltd Hall Christina Hamilton Peter Lawrence Happy Coach Tour Pty Ltd Happysak Pty Ltd Harfleur Investments Pty Ltd Harlan Transport Pty Ltd Harris John Charles Harry Grammatos Hartford View Pty. Ltd. Nigel Murray Helen Joy Williams Hema Pty Ltd Henty Highway Coach Pty Ltd
Section 740 deals with fees payable under the HVNL. Bus operators may obtain further information in regard to the HVNL by contacting VicRoads. Reviewing and monitoring Monitoring and reviewing safety hazards The obligation to eliminate or reduce the risks to safety under the Bus Safety Act is an on-going duty. Duty holders must ensure that they remain vigilant to changes in their operating environment that may introduce new risk sources or change the nature of existing ones. Typically, “what you ought to know” regularly changes. For example, you may become aware of a new risk source associated with your bus operations, or you may learn about an incident that will affect your operations (and which you should document and assess) from another operator. In addition, the reasons a risk control was rejected may change, as it may become easier/ cheaper to implement over time. A thorough risk source review should be conducted at once a year, ideally when: the operating environment changes seasonal/weather conditions change the operator encounters an internal incident the operator hears about an external incident that may affect it. Communication and consultation It is important for all people involved in the provision of a bus service to have the opportunity to be involved in the planning and implementation of risk management processes. Stakeholder consultation will greatly assist duty holders to obtain a proper understanding of risk sources. Duty holders should consult with others who have an understanding of operations and bus systems, including behaviour of technical components, how workers behave and the operating environment. Stakeholders may include management and bus safety workers, such as supervisors, contractors, operators and maintainers. Relevant technical advisors such as human factors and risk assessment specialists could be involved where appropriate. The involvement of bus safety workers is important because risk sources may not be visible to management but are understood by frontline workers. In addition, employees can have a significant impact on safety as a result of their behaviour, attitude and competence in carrying out any safety-related role. The involvement of appropriate employees (or their representatives) enhances their awareness of these issues and is critical to achieving safe operation in practice.
cleaning and maintenance of bus stops and shelters in a pilot area. district and parish councils 6 Continue programme of installing lighting in bus shelters. Derbyshire County Council Ongoing Strategic Actions Action Who takes the lead Starting when 7 Sharing data and intelligence to understand and meet customer needs better. Bus companies and Derbyshire County Council Starting Autumn 2018 8 Introduce a Customer Charter setting out the standards which people can expect with regard to service, information, fares and passenger care. Bus companies and Derbyshire County Council and bus users groups Starting Autumn 2018 9 Reinvigorate travel planning and behavioural change activities linked to new housing and commercial developments to encourage greater bus use and market the services. Derbyshire County Council, bus companies, borough and districts council Ongoing Aim 2. Developing and sustaining a high quality core commercial network- A network of comfortable, punctual, convenient and affordable commercial services which meet most people’s travel needs. Strategic Actions Action Who takes the lead Starting when 1 Continued investment programme in new buses with commitments to improve vehicle emissions standards and improved passenger environment. Bus companies Ongoing 2 Pump prime improvements to the routes and frequencies of existing commercial services using funding from commercial and residential developments. Bus companies and Derbyshire County Council, borough and district councils 2018/19 3 Targeted punctuality improvement infrastructure measures to make bus journeys quicker and more reliable. Derbyshire County Council 2018/19 4 Test demand for an affordable integrated all bus operator ticket by introducing a simple paper based day and weekly ticket in an area of Derbyshire. Derbyshire County Council and appropriate bus companies 2018/19
2. Norfolk County Council Labour Group organised and promoted their own separate consultation. They described this consultation proposal as: “Cuts to Bus subsidies will mean service reductions, more isolation and difficulty getting to work, education, social activities, health appointments and to care for others. Details of which services will be affected have not been disclosed.” Seventy six of the responses contained comments relating to this proposal. Respondents told us that bus services are vital or essential (13 mentions), and they thought that our proposal would disproportionately affect children and young people, disabled people, older people, those on low incomes and those living in rural communities (36 mentions). Some people said they were worried that our proposal would increase loneliness and social isolation (28 mentions). People also said they thought it would make it more difficult for people to get to healthcare services (25 mentions) and to work (23 mentions), as well as harder for children and young people to get to school and college (25 mentions). Some respondents were critical of the Norfolk County Council consultation for not providing enough information (20 mentions). Produced by Stakeholder and Consultation Team
3 Chapter 1 Read the Lecture Notes Test- Chapter 1 EOCQ 2/19/17 20 10 4 Chapter 2 Read the Lecture Notes Test–Chapter 2 EOCQ Case Study #1 Discussion Forum 1 2/26/17 20 10 15 10 5 Chapter 3 Read the Lecture Notes Test –Chapter 3 EOCQ Discussion Forum 2 3/5/17 20 10 10 6 Chapter 4 Read the Lecture Notes Test-Chapter 4 EOCQ Discussion Forum 3 3/12/17 20 10 10 7 Chapter 5 & 6 Read the Lecture Notes Test –Chapter 5 & 6 EOCQ Discussion Forum 4 3/19/17 20 10 10 8 Chapter 7 Read the Lecture Notes Test –Chapter 7 Case Study #2 EOCQ 3/26/17 20 15 10 9 Chapter 8 Read the Lecture Notes Quiz –Chapter 8 EOCQ 4/2/17 20 10 10 Chapter 9 Read the Lecture Notes Test –Chapter 9 EOCQ Discussion 5 4/16/17 20 10 10 11 Chapter 10 Read the Lecture Notes 4/23/17 Test –Chapter 10 EOCQ Case Study #3 Discussion Forum 6 20 10 40 10 12 Chapter 11 Read the Lecture Test –Chapter 11 EOCQ Discussion Forum 7 4/30/17 20 10 10 13 Chapter 12 Read the Lecture Notes Test –Chapter 12 EOCQ Case Study #4 5/7/17 20 10 15
3 Chapter 1 Read the Lecture Notes Test- Chapter 1 EOCQ 2/18/18 20 10 4 Chapter 2 Read the Lecture Notes Test–Chapter 2 EOCQ Case Study #1 Discussion Forum 1 2/25/18 20 10 15 10 5 Chapter 3 Read the Lecture Notes Test –Chapter 3 EOCQ Discussion 2 3/4/18 20 10 10 6 Chapter 4 Read the Lecture Notes Test-Chapter 4 EOCQ Discussion Forum 3 3/11/18 20 10 10 7 Chapter 5 & 6 Read the Lecture Notes Test –Chapter 5 & 6 EOCQ Discussion Forum 4 3/18/18 20 10 10 8 Chapter 7 Read the Lecture Notes Test –Chapter 7 Case Study #2 EOCQ 3/25/18 20 15 10 9 Chapter 8 Read the Lecture Quiz –Chapter 8 EOCQ 4/1/18 20 10 10 Chapter 9 Read the Lecture Notes Test –Chapter 9 EOCQ Discussion Forum 5 4/15/18 20 10 10 11 Chapter 10 Read the Lecture Notes Test –Chapter 10 EOCQ Case Study #3 Discussion Forum 6 4/22/18 20 10 40 10 12 Chapter 11 Read the Lecture Notes Test –Chapter 11 EOCQ Discussion Forum 7 4/29/18 20 10 10 13 Chapter 12 Read the Lecture Notes Test –Chapter 12 EOCQ Case Study #4 5/6/18 20 10 15
14 Chapter 13 Read the Lecture Notes Test–Chapter 14 EOCQ Discussion Forum 8 5/13/18 20 10 10 15 Chapter 14 Read the Lecture Notes Test-Chapter 15 EOCQ 5/20/18 20 10 16 Chapter 15 Read the Lecture Notes Test –Chapter 16 EOCQ Case Study #5 Discussion Forum 9 5/27/18 20 10 15 10 17 Chapter 16 Read the Lecture Test –Chapter 17 EOCQ Discussion Forum 10 6/4/18 20 10 10 Grading Structure Quizzes 320 pts. (16 quizzes @ 20 pts. ea. = 320 pts.) End of Chapter Questions –EOCQ 160 pts. (16 chapters @ 10 pts. ea. = 160 pts.) Discussion Forums (DF) 120 pts. (12 DF @ 10 pts. ea. = 120 pts.) Case Studies 75 pts. (5 case studies @ 15 pts. ea. = 75 pts.) Total points 675 points Grading Scale Grade Points 675-607 606-540 539-472 471-405 F 404 and below Posting of Grades: Your grades will be posted under “grade” section. Only you can see your grades. It is your responsibility to insure you have received the proper grades for your,and tests. Please bring any discrepancies to my attention ASAP do not wait until the end of the course. Course ground rules: •Participation is required •Learn how to navigate in your Course Management System •Keep abreast of course announcements
1 Chapters 1-2 Read the Lecture Notes Test- Chapters 1-2 EOCQ- Chapters 1-2 Case Study #1 Discussion Forum 1-2 7/23/17 20 10 15 2 Chapters 3-6 Read the Lecture Notes Test –Chapters 3 - 6 EOCQ –chapters 3-6 Discussion Forums 3-4 Case Study #2 7/30/17 20 10 10 15 3 Chapters 7-10 Read the Lecture Notes Test-Chapters 7-10 EOCQ-chapters 7-10 Discussion Forums 5 & 6 Case Study #3 8/6/17 20 10 10 15 4 Chapter 11- 14 Read the Lecture Notes Test –Chapter 11-16 Skip chapter 13 EOCQ-chapters 11-14 Discussion Forums 7 & 8 Case Study #4 8/13/17 20 10 10 15 5 Chapter 15-16 Read the Lecture Notes Test –Chapters 16-17 EOCQ-chapters 15-16 Discussion Forums 9 & 10 Case Study #5 8/17/17 20 10 10 15 Grading Structure Quizzes 320 pts. (16 quizzes @ 20 pts. ea. = 320 pts.) End of Chapter Questions –EOCQ 160 pts. (16 chapters @ 10 pts. ea. = 160 pts.) Discussion Forums (DF) 110 pts. (11 DF @ 10 pts. ea. = 110 pts.) Case Studies 75 pts. (5 case studies @ 15 pts. ea. = 75 pts.) Total points 665 points Grading Scale Grade Points 665-598 597-532 531-465 464-399 F 398 and below Posting of Grades:
BUS101 – INTRODUCTION TO BUSINESS COURSE SCHEDULE/CALENDAR Spring Semester: January 9th – May 4th Mrs. Burton ● (302) 259-6670 ● (***Dates and assignments subject to change***) DATE CLASSROOM ACTIVITIES HOMEWORK ASSIGNMENTS (All Connect Assignments/Quizzes, Reflections, Exams are due by 10 a.m. on Mondays unless indicated otherwise.) Due Date Week 1 1/9 & 1/11 & 1 1/18 10:30 1 1 2 1/16 Week 2 1/18 1/18: 1 1) 2 1 1/23 1/23 1/30 Week 3 1/23 & 1/25 2 1/25: 7 2 2) 3 3 - A 2/1 1/30 Week 4 1/30 & 2/1 3 1 3 3) 2/8 1 1 3) 4 2/6 Week 5 2/6 & 2/8 4 2/8: CPA 2/8 5 4 4 4) 5 2/8 2/13
BB Week 6 2/13 & 2/15 5 5 5) 6 6 2/20 Week 7 2/20 & 2/22 6 2 6 6) 3/1 2 4 6) 7 7 2/27 Week 8 2/27 & 3/1 7 7 7) 2/29 8 8 9 3/6 Week 9 3/6 & 3/8 8 9 8 8) 9 9) 9 & 10 10 3/13 Week 10 3/13 & 3/15 10 1 & 2 3 10 10) 3 7 10) 11 11 3/20
Week 11 3/20 & 3/22 11 1 & 2 11 11) 12 12 3/27 Week 12 3/27 & 3/29 12 1-3 4 12 12) 4 11 & 12) 4/8 13 14 4/3 Week 13 4/3 & 4/5 4/3 14 1 & 2 14 14) 15 BB 4/10 Week 14 4/10 & 4/12 15 1 & 2 311-326) 15 15) 16 4/24 4/24 Spring Break—No classes April 17-21 Week 15 4/24 & 4/26 16 1 & 2 329-345) 5 16 16) 5 14 16) 5/1 5/3 5/1 & 5/3 Week 16 5/1 & 5/3 5 14 16) 5/3 5
Motivate self and set realistic short and long-term goals Accept that assessment is important to success Respond appropriately to challenging situations B. Social and Physical Wellness – Students make an appropriate effort to: Manage personal health and well being Demonstrate appropriate social skills in settings C. Workplace Skills – Students understand how to: Be dependable, reliable, and accountable Meet deadlines and complete tasks
The Entrepreneurial Mind Set Week 3 Week of September 7, 2009 Lesson Three The Entrepreneurial Process Blog Week 4 Week of September 14, 2009 Lesson Four Creativity, Innovation, and Technology Blog Case 1: Homeboy Industries Due September 15, 2009 Week 5 Week of September 21, 2009 Lesson Five Issues to Consider in Entrepreneurship Lesson 5 quiz will be available from September 24, 2009 at 1am until September 26, 2009 at 1am Blog Week 6 Week of September 28, 2009 Lesson Six Financing Your Venture Blog Week 7 Week of October 5, 2009 Lesson Seven Library Research of Entrepreneurs Blog Week 8 Week of October 12, 2009 Lesson Searching for Venture Ideas and Opportunity Recognition Simulation decision 1 Blog Case 2: Dealer Trade Group Due October 15, 2009 Week 9 Week of October 19, 2009 Lesson Nine Screening Venture Ideas Simulation decision 2 Blog Week 10 Week of October 26, 2009 Lesson Ten Planning and Financing Your Venture Blog Week 11 Lesson Eleven Simulation decision 3 Blog
Section 1.4: Information on Student’s Primary Residence in Selected Quebec Region Refer to Pg. 9 of the Application Guide for Category 1 Bursary Please indicate the name of the selected Quebec region where you reside / are from: Region 01 Laurent Region 02 Saguenay-Lac-Saint-Jean Region 03 Capitale-Nationale Region 04 Mauricie-et-Centre-du-Québec Region 05 Estrie Region 07 Outaouais Region 08 Abitibi-Témiscamingue Region 09 Côte-Nord Region 10 Nord-du-Québec Region 11 Gaspésie-Iles-de-la-Madeleine Region 12 Chaudière-Appalaches Region 14 Lanaudière (except for communities within the listed on Pg. 10 of the Application Guide for Category 1 Bursary) Region 15 Laurentides (except for communities within the listed on Pg. 10 of the Application for Category 1 Bursary) Region 16 Montérégie (except for communities within the listed on Pg. 10 of the Application Guide for Category 1 Bursary) Region 17 Nunavik Region 18 Terres-Cries-de-la-Baie- How long have you resided in this region? From: (yyyy/mm/dd) until: (yyyy/mm/dd) Section 1.5: Information on Student’s English and French Language Skills Language Skills Elementary: no language skills or else major difficulty with basic communication (salutations, personal information, instructions, etc.).
6 3-Oct Instructors present Case 1 Agenda: Successful Presentation Skills (25 min.) Faculty Present Case #1: (30 min.) Challenge Techniques (20 min.) Turn in at beginning of class: Written Report for “July at the Multiplex” Team Evaluation Form CP p. 38 – “July at the Multiplex” - Case #1 Bring to class: Presentation Evaluation Form (blank) – CP p. 42 Challenge Team Grading Form (blank) – CP p. 7 8-Oct Coaching session for Case 2: “New Generation Innovation, Inc.” Agenda: Coach Case 2 (75 min.) Review Work Plan Case 2 Read prior to class: “New Generation Innovation, Inc.” and Case Library – BUS302 website Complete and to class: Work Plan: “New Generation Innovation, Inc.” - Case #2 List of Individual Team Questions to be Resolved Regarding “New Generation Innovation, Inc.” - Case #2 7 10-Nov Ethics Case Agenda: Ethics Case (75 min.) Instructor choice 8 15-Oct Present Case 2 “New Generation Innovation, Inc.” Agenda: Present case 2 (first team) Non-presenting groups turn in: Written case 2 Team evaluation forms (CP p. 42) Challenge team grading forms (CP p. 44) Presenting Team: Present case 2 (75 min.) 8 17-Oct Present Case 2 “New Generation Innovation, Inc.” Agenda: Present case 2 (second team) Non-presenting groups turn in: Challenge team grading forms (CP p. 44) Presenting Team: Present case 2 (75 min.) 9 22-Oct Coach Case 3: “Bank of Business Solutions” Agenda: Coach Case #3 Review Work Plan Case 3 Bring to class: Work-plan for case 3 Read “Bank of Business Solutions” - BUS302 website List of Individual Team Questions to be Resolved Regarding “Bank of Business Solutions” - Case #3 9 24-Oct Dialogue and Feedback Skills Agenda: Dialogue & Feedback Skills Bring to class: Dialogue and Feedback Skills (CP p. 110-113) 10 29-Oct Ethics Case Agenda: Ethics Case (75 min.) Instructor choice 10 31-Oct Team Meetings w/ instructor Agenda: Team Meetings with Instructor 11 5-Nov Present Case 3: “Bank of Business Solutions” Agenda: Present case #3 (first team) Non-presenting groups turn in: Written case 3 Team evaluation forms (CP p. 42) Challenge team grading forms (CP p. 44)
Week 1 Aug 30 1. Introduction Discussion of Syllabus Sept 1 1.1 Understanding Global Poverty HW DUE: Understanding Poverty The Sustainable Development Goals Please see Moodle for summary info on each goal. Plus: Review the site below which contains additional information, including videos, related to each goal. Week 2 Sept 6 1.1 Understanding Global Poverty – Cont. Sachs, J. D. (2005), The End of Poverty, pp. 5-73 Sen, A. (1999), Development as Freedom, pp. 3-34 Sept 8 1.2 The BOP Market The Global Consumption Database. Access at: London, T. & Hart, S. (2011), Next Generation Business Strategies, Ch. 4- Needs, needs everywhere, but not a BoP market to tap. Rangan, V.K., Quelch, J.A., Herrero, G. & Barton B. (2007), Business Solutions for the Global Poor, pp. 15-39. Discussion of Course Assignments Week 3 Sept 13 2. The ‘Fortune at the Bottom of the Pyramid’ Prahalad, C.K. & Hart, S.L. (2002), The fortune at the bottom of the pyramid, Security and Strategy, 26 (January), pp. 55-67. London, T. & Hart, S. (2011), Next Generation Business Strategies, pp. 1-15. London, T., S. & Hart, S. (2014), A Roadmap for the Base of the Pyramid Domain, William Davidson Institute. BOP 3.0, pp. 1-10 Sept 15 2. The Fortune at the BOP – Cont. The BOP Promise, Ch. 1 BOP 3.0: Ch. 1 & 2 Week 4 Sept 20 3. Business Strategies for the BOP 3.1 Strategy Formulation
Intended Learning Outcomes Learning Activities Selected Key Elements 1 Integrate and apply theories and skills to practical situations Research, site visits and applying theory to practices Writing 2 Enhance cultural awareness and understanding of lectures, discussions and readings that generate an understanding of cross cultural principles and practices in an global economy Writing, Cultural Literacy, Critical Thinking, Inquiry/Research, Autonomy and independence 3 Demonstrate effective experiential learning skills, enhance self awareness and cultural emotional intelligence Written reflections, discussions and site visits with industry within an international context Writing, Speaking, Cultural Literacy, Critical Thinking 4 Apply global reasoning, standards or codes of practices relevant to international trade and make decisions that are informed by globalisation. Cultural site visits, lectures, industry site visits, lectures by industry specialists Writing, Speaking, Cultural Literacy, Critical Thinking, Inquiry/Research, Autonomy and independence LATROBE ESSENTIALS The following Essentials are evaluated in this subject: Essentials Assessment Task 1 Global Citizenship Essay, Business Proposal, Reflective Journal 2 Innovation and Entrepreneurship Business Proposal, Reflective Journal 3 Sustainability Thinking Business Proposal, Reflective Journal GRADUATE CAPABILITIES The following Graduate Capabilities (GCs) are evaluated in this subject: Domain Description Element Description Level of Instruction Literacies and Communication Skills Writing Extension/Expansion Literacies and Communication Skills Speaking Extension/Expansion Literacies and Communication Skills Cultural Literacy Extension/Expansion Inquiry and Analytical Skills Critical Thinking Extension/Expansion Inquiry and Analytical Skills Inquiry/Research Extension/Expansion Personal and Professional Skills Autonomy and independence Extension/Expansion ASSESSMENT AND FEEDBACK SUMMARY Assessment Due Date % Length SILOs GCs Essay 5pm, Friday 24 February, 2017 (one week after return). LMS submission. Note that a marked draft of this essay is due on the pre-departure day. 45% 2,000 words 1, 2, 3, 4 1, 3, 4, 5, 6 Business Proposal 5pm Friday 3 March, 2017 – LMS submission 45% 2,000 words 1, 2, 3, 4 1, 3, 4, 5, 6 Reflective Journal (individual) Last day of study tour before departure back to Australia. 10% Entries completed on day, the day of departure & thereafter daily whilst on trip. 1, 2, 3, 4 1, 3, 4, 5, 6
Formation continue en soins palliatifs Techniques d’aide aux personnes âgées ou en perte d’autonomie Gestion de documents médicaux Techniques de stérilisation Harmonisation en stimulation psychomotrice Transcription médicale Hygiène au travail Transition to Nursing in Quebec for Nurses Imagerie par résonnance magnétique Troubles envahissants du développement Intégration à la profession d’inhalothérapeute University Programs leading to a Bachelor’s degree / Baccalauréat Programs leading to a Master’s degree / Maîtrise Programs leading to a Doctorate degree / Doctorat Art Therapy Nurse practitioner Audiologie Nutrition Audiology Occupational Therapy Cert. In Native & North. Student Pers. Advising Optométrie Certificate in Special Education Orthophonie Communication Sciences and Disorders Pharmacie Creative Therapies Pharmacologie Criminologie Physiothérapie Dentistry Physiotherapy Dietetics Pratiques psychosociales Dietetics and Human Nutrition Pratique sage-femme Diploma in Human Relations and Family Life Psychoéducation Éducation spécialisée Psychologie clinique (doctorat) Ergonomie Psychology (applied and field work) Ergothérapie Public Health Génagogie Radiobiologie Génie biomédical Réadaptation motrice et sensorielle Gérontologie sociale Réadaptation occupationnelle Health Science Réadaptation physique Intégration des personnes ayant une déficience intellectuelle Récréologie Interprétation visuelle Santé communautaire Intervention communautaire Santé environnementale et santé au travail Interventions en toxicomanie Santé et sécurité au travail
E-mail: Website: Vision Gaspé-Percé Now (VGPN) 28 St. Patrick, P.O Box 67, Douglastown, Gaspé, QC, G4X 1H0 Name of contact: Jessica Synnott Title: Executive Director Telephone number: (418) 368-3212 Fax number: (418) 368-0284 E-mail: Website: Region 12: Chaudière-Appalaches Megantic English-speaking Community Development Corporation (MCDC) 906 Mooney St. West, Thetford Mines, QC, G6G 6H2 Name of contact: Suzanne Aubre Title: Executive Director Telephone number: (418) 332-3851 Fax number: (418) 332-3153 E-mail: Website: REGION 14: LANAUDIÈRE (EXCEPT FOR COMMUNITIES WITHIN THE MMC LISTED ON PAGE 10) English Community Organization of Lanaudière (ECOL) 3590, rue Metcalfe, Rawdon, QC, J0K 1S0 Name of contact: Michelle Eaton-Lusignan Title: Executive Director Telephone number: (450) 834-3070, Ext.1080 Cellular: (514) 291-5373 E-mail: REGION 15: LAURENTIDES (EXCEPT FOR COMMUNITIES WITHIN THE MMC LISTED ON PAGE 10) 4 Korners Family Resource Center 1906, OKA, Deux-Montagnes, QC J7R 1N4 Name of contact: Lisa Agombar Title: Executive Director Telephone number: (450) 974-3940 Email: Website:
8 Monday, June 25 Corporate strategy Strategy implementation Business ethics, corporate social responsibility BSG team meeting time (time permitting) BSG Y13 due (midnight) In the textbook, there will be a chapter clearly titled “corporate strategy,” or something similar to that. Review that chapter. BSG Y13 decisions due, midnight Monday, June 25 9 Wednesday, June 27 Case- Coors Written analysis #1 due BSG Y14 due (midnight) BSG Y14 decisions due, midnight Wednesday, June 27 Written case analysis #1 due at the beginning of our class meeting Tuesday, June 27. The due date of this assignment is estimated and may be moved 10 Monday, July 2 Case – Calyx & Corolla Case – Banc One BSG Y15 due (midnight) BSG Y15 decisions due, midnight Monday, July 2 N/A Wednesday, July 4 INDEPENDENCE DAY – NO CLASS 11 Monday, July 9 Possible BSG team presentations Written analysis #2 BSG Y16 due (midnight) BSG Y16 decisions due, midnight Monday, July 9 Written analysis #2 will be conducted in the classroom, and we will discuss it well in advance
Mathematics Algebra I Geometry Advanced Math course 3 4 – All Foundation requirements, plus additional advanced Math course 4 – All Foundation requirements, plus Algebra II specifically Science Biology Integrated Physics and Chemistry Advanced Science course 3 4 – All Foundation requirements, plus additional advanced Science course 4 – All Foundation requirements, plus additional advanced Science course Social Studies U.S. History U.S. (1/2 credit) Economics (1/2 credit) World History or 3 3 3 Physical Education 1 1 1 Languages Other Than English Two credits in the same language OR Two credits 2 2 2
Mission: The mission of the Department of Business is to graduate excellent students of exemplary character who have a Christian worldview, a global perspective, and a passion to serve Christ in the marketplace and the world. CWEO Category Student Learning Outcome / Objective (Students will demonstrate the ability to +[Bloom’s action verb]+ [something] Courses in which students receive feedback on this learning objective. Measure (Method to gauge achievement of expected results) Target (Overall level for satisfactory performance) Timeline (How will data be collected?) Finding (Assessment results) Action Plan (Based on the findings, what do you plan to do?) Breadth and depth of knowledge: Students will develop knowledge common to the liberal arts and sciences in the fields of arts, humanities, natural sciences, and social sciences. Students will also develop specialized knowledge and disciplinary expertise Assessed in CORE Major Field Test in Business MRKT 130 Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Specialized skills and scholarship: Students will become proficient in the scholarship of their discipline and demonstrate specialized skills required for employment Assessed in CORE ACCT 242 Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Specialized skills and scholarship: Students will become proficient in the scholarship of their discipline and demonstrate specialized skills required for employment Students will apply discipline-based methods to analyze, diagnose, and make recommendations regarding leading organizational change. BUSA 120, LEAD 310, LEAD 312, LEAD 320 Organizational change project in LEAD 312 85% of students in LEAD 312 will score a 3 or higher (out of 4) on the rubric. Every other year. See WEAVE See WEAVE Intrapersonal Awareness: Students will gain of identity, character, and vocational calling Assessed in CORE BUSA 459 Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Faith knowledge & application: Students will develop informed and mature convictions about Christian faith and practice Assessed in CORE 1. BUSA 459 Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE Assessed in CORE
9) Election of Secretary – David Mitchell 10) Election of Treasurer – Scott Hanson 11) Election of Fundraising Coordinator – Binskin/Danni Willliams 12) Election of Registrar / MPIO – Sue Hanson 13) Election of Equipment Officer – Laurie Strommer 14) Election of Volunteer Officer – Michelle Armstrong 15) Notice of Resolutions where Motions have been presented and received by Secretary prior to A.G.M - Nil 16) Actions from previous regular meeting – Carried over to new meeting, all in favour. 17) General Business General Business Item Description 1 Purchase of plastic pegs for the nets can be arranged by the NSFA. 2 Need to write a letter of support for the new dairy site in Brooklyn. 3 4 Actions 1 Forward NSFA AGM booklet to the committee Dave 2 Scott to check with Dave Homer re plastic pegs Scott 3 Dave to order plastic pegs Dave 4 Sue to letter re Dairy Site and send to Dave for proof reading and forwarding Sue/Scott Attachments being no further business, the chairman declared the meeting closed at 20:45.
3.6 Exercises In problems 1 – 4, use the values in the table to estimate the areas. 0 5 2 5 1 6 1 6 2 6 2 8 3 4 2 6 4 3 3 5 5 2 4 4 6 2 0 2 1. Estimate the area between f and g, between x = 0 and x = 4. 2. Estimate the area between g and h, between x = 0 and x = 6. 3. Estimate the area between f and h, between x = 0 and x = 4. 4. Estimate the area between f and g, between x = 0 and x = 6. 5. Estimate the area of the island In problems 6 – 15, find the area between the graphs of f and g for x in the interval. Remember to draw the graph! 6. f(x) = x2 + 3 , g(x) = 1 and –1 ≤ x ≤ 2. 7. f(x) = x2 + 3 , g(x) = 1 + x and 0 ≤ x ≤ 3. 8. f(x) = x2 , g(x) = x and 0 ≤ x ≤ 2. 9. f(x) = (x –1)2 , g(x) = x + 1 and 0 ≤ x ≤ 3. 10. f(x) = , g(x) = x and 1 ≤ x ≤ e. 11. f(x) = , g(x) = x and 0 ≤ x ≤ 4. 12. f(x) = 4 – x 2 , g(x) = x + 2 and 0 ≤ x ≤ 2. 13. f(x) = ex , g(x) = x and 0 ≤ x ≤ 2. 14. f(x) = 3 , g(x) = and 0 ≤ x ≤ 1. 15. f(x) = 2 , g(x) = and –2 ≤ x ≤ 2.
USA—over 1million “casualties” killed/wounded (appx. 350,00 deaths) 1st time ever more loss to bullets than disease—“penicillin” and “blood-plasma”) ****America emerges “undamaged”—AND BECOMES THE “HEGEMON” OF THE WORLD*** BOTH MILITARILY AND ECONOMICALLY ---AND WILL NEVER AGAIN BE “ISOLATIONIST” ---A MASSIVE FEDERAL GOVERNMENT EMERGES AND WILL STAY THIS WAY UNTIL TODAY****
11 301 – 350km B: 15 - 18 SEATER Category TRIP Description Quotation by service provider Cost per kilometre 1 1 – 10km Transportation of learners to and from various and drop off-points 2 11 – 20km 3 21 - 30km 4 31 – 50km 5 51 -75km 6 76 – 100km 7 101 – 8 151 – 200km 9 201 – 250km 10 251 – 300km 11 301 – 350km C: 35 SEATER Category Range-Return TRIP Description Quotation by service provider Cost per kilometre 1 1 – 10km Transportation of learners to and from various and drop off-points 2 11 – 20km 3 21 - 30km 4 31 – 50km 5 51 -75km 6 76 – 100km 7 101 – 150km 8 151 – 200km 9 201 – 250km 10 251 – 300km 11 301 – 350km D: 60 - 65 SEATER Category Range-Return TRIP Description Quotation by service provider Cost per kilometre 1 1 – 10km 2 11 – 20km
Transportation of learners to and from various and drop off-points 3 21 - 30km 4 31 – 50km 5 51 -75km 6 76 – 100km 7 101 – 150km 8 151 – 200km 9 201 – 250km 10 251 – 300km 11 301 – 350km E: 90 - 100 SEATER Category Range-Return TRIP Description Quotation by service provider Cost per kilometre 1 1 – 10km Transportation of learners to and from various and drop off-points 2 11 – 20km 3 21 - 30km 4 31 – 50km 5 51 -75km 6 76 – 100km 7 101 – 150km 8 151 – 200km 9 201 – 250km 10 251 – 300km 11 301 – 350km REQUIRED DOCUMENTATION The following documentation must be submitted with the quotation. Failure to do so will result in a disqualification: 2.1 Completed Quotation Form (please use the table above) 2.2 Certificate of Incorporation from Registration of companies (CIPRO) 2.3 SARS Tax Clearance Certificate 2.4 Proof for Road worthy Certificate
- 2 1 5 2 1 1 - 3 1 5 4 0 0 - 4 1 2 2 4 1 - 5 1 2 0 2 5 23 Correct assignments, 27 incorrect assignments, 46.00 % correct Results from CVA/Manova Axis 1 Lambda= 0.0037 chisq=181.6696 df=112 p=3.45831e-005 Axis 2 Lambda= 0.0396 chisq=104.9735 df=81 p=0.0378978 Axis 1 Eigenvalue 9.5897 Axis 2 Eigenvalue 5.04007 Axis 3 Eigenvalue 1.414 Note: CVA with size included, jackknife rate was 48% with size included. length 1 to 16 CS curve 12.4395 16.2513 0.5 12.9947 16.6875 13.0246 16.6894 12.994 16.5282 12.5094 16.0875 13.1532 16.6955 12.658 16.3621 12.6211 16.3897 12.444 16.133 12.2328 16.0398 0.75 12.8672 16.6048 12.6172 16.427 12.7416 16.5469 13.0121 16.7713 13.0642 16.8584 12.4697 16.2263 12.6547 16.4604 12.7865 16.5464 12.4545 16.2311 12.9935 16.7473 1 12.7202 16.5735 13.0976 16.8556 13.1383 16.8336 12.6996 16.454
Political Feasibility W&V: Ch. 17 Ch. 15: Unrest in the Arab World Week #9 (10/23 – 10/24) Goals, Criteria, and Policy Alternatives W&V: Ch. 15 1._____________ 2._____________ Current Issues in Public Policy Foreign Affairs and National Security Policy CQ Researcher: Ch. 16: Privatizing the Military Week #10 (10/30 – 10/31) Meetings with Professor on 10/30 and 10/31 Week #11 (11/6 – 11/7) DUE: Goals & Alternatives Matrix Goals and Alternatives Matrix Presentations Everyone Presents Goals and Alternatives Matrix Presentations Everyone Presents Week #12 (11/13 – 11/14) Ethics and Policy Analysis W&V: Ch. 3 Bardach: Part III 1._____________ 2._____________ Professional Development: Conduct in the Workplace First Group Presents Final Report in Thursday Section Week #13 (11/20 – 11/21) Project Presentations Teams: #1, #2, and #3 Project Presentations Teams: #1, #2, and #3 Week #14 (11/27 or 12/3) Project Presentations NOTE: Assign Students to Peer Critique Teams: #4, #5, and #6 Project Presentations #4, #5, and #6 Week #15 (12/10) Final project report and peer critique due at 11am on December 10, 2013
Shelter-In-Place Procedures Evaluation of bushfire risk and the safety of occupants has determined that the SECONDARY action to follow under normal bushfire conditions is to shelter at a designated on-site refuge. On-Site Refuge(s) Designated On-Site Refuges 1. 2. 3. 4. Sheltering Procedures Trigger(s) Actions 1. Instructed by TFS/TAS Police; or Advise TFS, 000 that people are sheltering at premises 2. Prevented from Evacuation due to road closure etc; or Take shelter in building/site protecting guests from radiant heat 3. Fire in close proximity, considered too dangerous to leave. Monitor building interior for outbreaks of fire within and extinguish if possible 4. Soak towels and place under doors to exclude embers 5. Wear sturdy clothing and footwear if available. 6. Ensure people can exit structure if it catches fire. 7. 8. 9. 10. 11. 12. 13. Once the threat has passed, refer to: Procedures Following Bushfire.