...YMCA of Greater Houston T-Ball Rules 3-5 Year Olds A. Duration of Game - Five (3) innings or 50 minutes game time. B. Number of Players 1. No team will carry more than 14 players on their roster. 2. No team will participate in a game with fewer than eight (8) players or more than ten (10) players on the field. C. Field of Play 1. 50 ft. baselines 2. 35 ft. pitchers' mark - pitcher must be on pitcher’s mark when ball is struck. 3. 10 ft. circle around home plate a. If the ball is legally struck and does not go outside the 10 ft. circle, into fair territory, it will be considered a strike. b. If the ball is hit foul on the third strike it is an out. c. If a batter throws the bat outside the 10 ft. circle, he/she will be warned. On the second warning the player will be penalized by an automatic out being assessed to his/her team. D. Overthrows 1. No player may automatically be awarded home late on an overthrow. 2. Players may automatically take the base that player was going to prior to the start of the play plus one base on an over-throw that goes out-of-bounds (errant throw). E. Stoppage of Play 1. Play will stop when an infielder has possession of...
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...Grove, 2009). The conceptual framework is limited to the model impaired sleep. The linking of the concept impaired sleep to independent variables of the fatigue countermeasures program for nurses (FCMPN). The FCMPN in this study was “modeled after the National Aeronautics and Space Administration Ames Research Center’s Fatigue Countermeasures Program and the Sleep, Alertness, and Fatigue Education in Residency Program” (Scott et al., 2010, p. 253). The major study concepts include: “sleep deprivation (inadequate sleep), sleep disruption (fragmented sleep), lifestyle situation, and health related issues” (p. 251). There is no map or model of the impaired sleep model purposed by Lee et al., 2004 (as cited in Scott et al., 2010) in the article; however, there is a diagram of the conceptual framework for the FCMPN. Variable Identification and Definitions The research variables that Scott et al. (2010) observed and measured were the FCMPN, sleep duration, sleep quality, daytime sleepiness, drowsiness episodes, drowsy driving and motor vehicle crashes, and potential or actual errors. Research variables are used when a study occurs in an uncontrolled or field setting, without application of treatment to the subjects, to observe or measure variables (Burns & Grove, 2011). Independent Variable Fatigue countermeasures...
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...will be achieved through building on the quality management plan created using the three steps of the Schwart’s Cycle—Do, Check, and Act. It is also crucial to develop balanced scorecard specific to the improvement plan through the description of performance measurement tools. Four categories of measurement will be created; both clinical and financial as well as description and justification of each. For every group, three specific measures will be established together with their calculation with respect to performance measurement as well as an explanation of performance change if the analysis is done for the entire organization. Moreover, during the discussion, there is a need to cover issues to be considered in the implementation of program improvement, collection and analysis of data, and description of desired results of the quality improvement plan. PART I Through the use of Schwart’s cycle checklist, it is possible for one to solve the issue faced within Ever Event Hospital by utilization of ‘Do,’ ‘Check,’ and ‘Act’ categories (Kizer, 2008). Schewart‘s PDCA cycle is usually used while ensuring enhancement and coordination of effort for improvement in the different organization. Plan applying the Shewhart Cycle and choosing to evaluate the reduced health care services and performance of the employees, it is imperative to strive to preparation a solution to this issue. The plan is to assess the actual constrain the worker have to face (Kizer, 2008). Under the...
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...AD OLE SCE N T Research Report S L E E P N E E DS and Resource Guide AND PATTERNS P U B L I S H ED B Y T H E N AT I O N AL S L E E P F O U N D AT I O N AD OLE SCE N T Research Report S L E E P N E E DS and Resource Guide AND PATTERNS P U B L I S HE D B Y T H E N AT IO N A L S L E E P F O U N D AT I O N w w w. s l e e p f o u n d a t i o n . o r g Table of Contents Preface .............................................................................................................................................................i PART ONE: Research Report ........................................................................................................................1 Introduction .............................................................................................................................................1 Physiological Patterns ........................................................................................................................2 Behavioral and Psychosocial Patterns................................................................................................2 Consequences of Poor Sleep in Adolescents .........................................................................................3 What Can Be Done ..................................................................................................................................4 Reference s................................................................
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...Chapter 33. Professional Communication and Team Collaboration Michelle O’Daniel, Alan H. Rosenstein Background In today’s health care system, delivery processes involve numerous interfaces and patient handoffs among multiple health care practitioners with varying levels of educational and occupational training. During the course of a 4-day hospital stay, a patient may interact with 50 different employees, including physicians, nurses, technicians, and others. Effective clinical practice thus involves many instances where critical information must be accurately communicated. Team collaboration is essential. When health care professionals are not communicating effectively, patient safety is at risk for several reasons: lack of critical information, misinterpretation of information, unclear orders over the telephone, and overlooked changes in status.1 Lack of communication creates situations where medical errors can occur. These errors have the potential to cause severe injury or unexpected patient death. Medical errors, especially those caused by a failure to communicate, are a pervasive problem in today’s health care organizations. According to the Joint Commission (formerly the Joint Commission on Accreditation of Healthcare Organizations, JCHAO), if medical errors appeared on the National Center for Health Statistic’s list of the top 10 causes of death in the United States, they would rank number 5—ahead of accidents, diabetes, and Alzheimer’s disease, as well as AIDS, breast...
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...keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer of admission and to dismiss from the University any student at any time, if it is deemed by the University to be in the best interest of the University, the University community, or the student to do so. The provisions of this publication are subject to change without notice and nothing in this publication may be considered as setting forth terms of a contract between a student or a prospective student and ECPI University....
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...An e-learning Manual for Implementing Total Quality Management Volume 1 UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION A Roadmap to Quality An e-learning Manual for Implementing Total Quality Management Volume 1 UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 2007 This publication has not been formally edited. Contents Foreword Acknowledgements Introduction Overview Trainer guidelines Introduction to TQM Origins Needs analysis Glossary Module One: Leadership 1. Chief Executive Officer: Managing policy 2. Chief Executive Officer: Ensuring quality 3. Managers: Managing systems 4. Managers: Managing people Module Two: The work environment 5. Disposal and storage 6. Hygiene and health 7. Safety Module Three: Systems and tools 8. Standardization 9. Problem solving 10. QC Circles 11. Statistical methods 12. Education and training Module Four: Production and sales 13. Production control 14. Process control 15. Inspection 16. Management of facilities & equipment 17. Measurement control 18. External suppliers 19. After-sales service 20. Product design and development Acknowledgements A Roadmap to Quality was prepared by the Trade Capacity-building Branch of UNIDO led by Mr. Lalith Goonatilake, Director. The overall coordination was carried out by Mr. Ouseph Padickakudi, Programme Manager, Trade Capacity-building Branch, UNIDO, who was preceded as co-ordinator by Dr. Bernardo Calzadilla-Sarmiento, then Project Manager, Quality, Standardization...
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...LEAN HOSPITALS “Mark Graban’s book has documented what is now happening in hospitals all across America as we learn to apply the Toyota Production System methodology to healthcare. This book lays out the nuts and bolts of the lean methodology and also describes the more difficult challenges, which have to do with managing change. Graban’s book is full of wins—these are the same type of wins that are happening at ThedaCare every day. I wish I could have read this book six years ago, as it might have prevented some of the mistakes we made in our lean transformation journey.” — John S. Toussaint, MD, President/CEO ThedaCare Center for Healthcare Value “Coupled with a foundation of alignment and accountability, the ideas in this book provide a powerful tool to help hospitals get closer to the goal we want – perfect care.” — Quint Studer, CEO, The Studer Group, author of Results that Last “Mark Graban is the consummate translator of the vernacular of the Toyota Production System into the everyday parlance of healthcare. With each concept and its application, the reader is challenged to consider what is truly possible in the delivery of healthcare if standardized systems borrowed from reliable industries were implemented. Graban provides those trade secrets in an understandable and transparent fashion.” — Richard P. Shannon, MD, Frank Wister Thomas Professor of Medicine, Chairman, Department of Medicine, University of Pennsylvania School of Medicine “There is an...
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...McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Course BBE 4505 Omar Espinoza University Of Minnesota NATURAL RESOURCES McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. http://create.mcgraw-hill.com Copyright 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw-Hill Create text may include materials submitted to McGraw-Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. Instructors retain copyright of these additional materials. ISBN-10: 1121789048 ISBN-13: 9781121789043 McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Contents 1. Preface 1 2. Methods, Standards, and Work Design: Introduction 7 Problem-Solving Tools 27 3. Tex 29 4. Operation Analysis 79 5. Manual Work Design 133 6. Workplace, Equipment, and Tool Design 185 7. Work Environment Design 239 8. Design of Cognitive Work 281 9. Workplace and Systems Safety 327 10. Proposed Method Implementation 379 11. Time Study 413 12. Performance Rating and Allowances 447 13. Standard Data and Formulas 485 14. Predetermined Time Systems 507...
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...Study Guide for the Certification Examination Fifth Edition ACAMS.org ACAMS.org/español ACAMSToday.org MoneyLaundering.com Study Guide for the Certification Examination Fifth Edition a publication of the association of certified anti-money laundering specialists Study Guide for the Certification Examination Fifth Edition Executive Vice President John J. Byrne, CAMS Editor Robert S. Pasley, CAMS Co-Editor Kevin M. Anderson, CAMS Contributors Joyce Broome, CAMS Heather Brown, CAMS Aub Chapman, CAMS Vasilios Chrisos, CAMS David Clark, CAMS Jurgen Egberink, CAMS Michael D. Kelsey, CAMS Saskia Rietbroek, CAMS Nancy J. Saur, CAMS Mansoor Siddiqi, CAMS Daniel Soto, CAMS Timothy White CAMS Production Assistant Catalina Martinez We would like acknowledge the following individuals for their contributions to the CAMS Exam, and the Online and Live Preparation Seminars: Kevin M. Anderson, CAMS Joyce Broome, CAMS Aub Chapman, CAMS David Clark, CAMS Josue Garcia, CAMS Hoi Luk, CAMS Ira Morales Mickunas, CAMS Robert S. Pasley, CAMS Karim Rajwani, CAMS Mansoor Siddiqi, CAMS Saskia Rietbroek, CAMS Ed Rodriguez, CAMS Nancy J. Saur, CAMS Wendy Steichen, CAMS Brian J. Stoeckert, CAMS Charles Taylor, CAMS Will Voorhees, CAMS Natalie Ware, CAMS Peter Warrack, CAMS Amy Wotapka, CAMS Crispin Yuen, CAMS Copyright © 2012 by the Association of Certified Anti-Money Laundering Specialists (ACAMS). Miami, USA. All rights...
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...Contents Preface Acknowledgments Introduction 1 BRAIN POWER Myth #1 Most People Use Only 10% of Their Brain Power Myth #2 Some People Are Left-Brained, Others Are Right-Brained Myth #3 Extrasensory Perception (ESP) Is a Well-Established Scientific Phenomenon Myth #4 Visual Perceptions Are Accompanied by Tiny Emissions from the Eyes Myth #5 Subliminal Messages Can Persuade People to Purchase Products 2 FROM WOMB TO TOMB Myth #6 Playing Mozart’s Music to Infants Boosts Their Intelligence Myth #7 Adolescence Is Inevitably a Time of Psychological Turmoil Myth #8 Most People Experience a Midlife Crisis in | 8 Their 40s or Early 50s Myth #9 Old Age Is Typically Associated with Increased Dissatisfaction and Senility Myth #10 When Dying, People Pass through a Universal Series of Psychological Stages 3 A REMEMBRANCE OF THINGS PAST Myth #11 Human Memory Works like a Tape Recorder or Video Camera, and Accurate Events We’ve Experienced Myth #12 Hypnosis Is Useful for Retrieving Memories of Forgotten Events Myth #13 Individuals Commonly Repress the Memories of Traumatic Experiences Myth #14 Most People with Amnesia Forget All Details of Their Earlier Lives 4 TEACHING OLD DOGS NEW TRICKS Myth #15 Intelligence (IQ) Tests Are Biased against Certain Groups of People My th #16 If You’re Unsure of Your Answer When Taking a Test, It’s Best to Stick with Your Initial Hunch Myth #17 The Defining Feature of Dyslexia Is Reversing Letters Myth #18 Students Learn Best When Teaching Styles Are Matched to...
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...THE ART OF DECEPTION Controlling the Human Element of Security KEVIN D. MITNICK & William L. Simon Foreword by Steve Wozniak Scanned by kineticstomp, revised and enlarged by swift For Reba Vartanian, Shelly Jaffe, Chickie Leventhal, and Mitchell Mitnick, and for the late Alan Mitnick, Adam Mitnick, and Jack Biello For Arynne, Victoria, and David, Sheldon,Vincent, and Elena. Social Engineering Social Engineering uses influence and persuasion to deceive people by convincing them that the social engineer is someone he is not, or by manipulation. As a result, the social engineer is able to take advantage of people to obtain information with or without the use of technology. Contents Foreword Preface Introduction Part 1 Behind the Scenes Chapter 1 Security's Weakest Link Part 2 The Art of the Attacker Chapter 2 When Innocuous Information Isn't Chapter 3 The Direct Attack: Just Asking for it Chapter 4 Building Trust Chapter 5 "Let Me Help You" Chapter 6 "Can You Help Me?" Chapter 7 Phony Sites and Dangerous Attachments Chapter 8 Using Sympathy, Guilt and Intimidation Chapter 9 The Reverse Sting Part 3 Intruder Alert Chapter 10 Entering the Premises Chapter 11 Combining Technology and Social Engineering Chapter 12 Attacks on the Entry-Level Employee Chapter 13 Clever Cons Chapter 14 Industrial Espionage Part 4 Raising the Bar Chapter 15 Information Security Awareness and Training Chapter 16 Recommended Corporate Information Security Policies Security at a Glance Sources...
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...Project Management for Information Systems A refreshingly readable, realistic and relevant view of project management within the context of information systems. This comprehensive and practical book is an excellent starting point for any practicing project managers or students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level. In this book, the practical perspective and industry experience of the authors complements the clear explanation of project management theory and methodologies. The authors strike a good balance covering both the mechanics of project management and the human factors involved and plentiful case studies, exercises and good and bad examples from real life help the reader to put the theory into context and into practice. This fifth edition has new material on: • development life-cycles and approaches (including agile approaches) • different types of IS projects and how to manage them • implementing change through information systems • updated coverage of leadership and management. Project Management for Information Systems is all you need to plan every aspect of an IS project and ensure that it is implemented on time, within budget and to quality standards. ‘This is an excellent starting point: a practical down-to-earth and comprehensive guide to many facets of IS project management. Cadle and Yeates draw on a wealth of experience in running...
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...Table of Contents Title Page Copyright Page Dedication PREFACE TO THE 10TH ANNIVERSARY EDITION Introduction Part I - THE PURPOSE OF LIFE Chapter 1 - THE RIGHT TO HAPPINESS Chapter 2 - THE SOURCES OF HAPPINESS Chapter 3 - TRAINING THE MIND FOR HAPPINESS Chapter 4 - RECLAIMING OUR INNATE STATE OF HAPPINESS Part II - HUMAN WARMTH AND COMPASSION Chapter 5 - A NEW MODEL FOR INTIMACY Chapter 6 - DEEPENING OUR CONNECTION TO OTHERS Chapter 7 - THE VALUE AND BENEFITS OF COMPASSION Part III - TRANSFORMING SUFFERING Chapter 8 - FACING SUFFERING Chapter 9 - SELF-CREATED SUFFERING Chapter 10 - SHIFTING PERSPECTIVE Chapter 11 - FINDING MEANING IN PAIN AND SUFFERING Part IV - OVERCOMING OBSTACLES Chapter 12 - BRINGING ABOUT CHANGE Chapter 13 - DEALING WITH ANGER AND HATRED Chapter 14 - DEALING WITH ANXIETY AND BUILDING SELF-ESTEEM Part V - CLOSING REFLECTIONS ON LIVING A SPIRITUAL LIFE Chapter 15 - BASIC SPIRITUAL VALUES Acknowledgements THE ART OF HAPPINESS BOOK SERIES ABOUT THE AUTHORS RIVERHEAD BOOKS Published by the Penguin Group Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, USA Penguin Group (Canada), 90 Eglinton Avenue East, Suite 700, Toronto, Ontario M4P 2Y3, Canada (a division of Pearson Canada Inc.) Penguin Books Ltd, 80 Strand, London WC2R 0RL, England Penguin Ireland, 25 St Stephen’s Green, Dublin 2, Ireland (a division of Penguin Books Ltd) Penguin Group (Australia), 250 Camberwell...
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...[pic] The Firm John Grisham [pic] • Chapter 1 • Chapter 2 • Chapter 3 • Chapter 4 • Chapter 5 • Chapter 6 • Chapter 7 • Chapter 8 • Chapter 9 • Chapter 10 • Chapter 11 • Chapter 12 • Chapter 13 • Chapter 14 • Chapter 15 • Chapter 16 • Chapter 17 • Chapter 18 • Chapter 19 • Chapter 20 • Chapter 21 • Chapter 22 • Chapter 23 • Chapter 24 • Chapter 25 • Chapter 26 • Chapter 27 • Chapter 28 • Chapter 29 • Chapter 30 • Chapter 31 • Chapter 32 • Chapter 33 • Chapter 34 • Chapter 35 • Chapter 36 • Chapter 37 • Chapter 38 • Chapter 39 • Chapter 40 • Chapter 41 • About the Arthor The Firm by John Grisham Chapter 1 The senior partner studied the resume for the hundredth time and again found nothing he disliked about Mitchell Y. McDeere, at least not on paper. He had the brains, the ambition, the good looks. And he was hungry; with his background, he had to be. He was married, and that was mandatory. The Firm had never hired an unmarried lawyer, and it frowned heavily on divorce, as well as womanizing and drinking. Drug testing was in the contract. He had a degree in accounting, passed the CPA exam the first time he took it and wanted to be a tax lawyer, which of course was a requirement with a tax firm. He was white, and The Firm had never hired a black. They...
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