...Pathopharmacological Foundations for Advanced Nursing Practice Competency Assessment WUT Task 1 Pamela L. Taylor RN-C(OB), BSN Western Governors University June 2016 A. Disease Process For the purpose of discussion of pathopharmacological features of a specific disease process, this paper will provide information related to heart disease in the form of coronary artery disease (CAD). A1. Pathophysiology Analysis Cardiovascular disease (CVD) is the number one cause of mortality worldwide and becoming a steadily more investigated problem due to its prevalence. Much research is going into genetic, inflammatory mechanisms and neuro-hormonal factors related to CVD as scientific knowledge evolves regarding complexity of this broad pathophysiology. Atherosclerosis is the leading cause of the subsection of CVD called CAD. This is a form of arteriosclerosis where there is progressive thickening and hardening of the vessel walls of the two major coronary arteries and their branches. The thickening is an accumulation of lipid-laden macrophages inside the wall of the artery leading to the formation of lesions and plaque buildup (McCance, K. & Huether, S., 2014). When the plaque develops on the coronary artery walls the pumping ability of the heart becomes impaired as oxygen and nutrients needed for heart function may be partially or completely impeded. Complete occlusion of a coronary artery or one of its branches leads to a myocardial...
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...Journal of Banking & Finance 37 (2013) 1460–1474 Contents lists available at SciVerse ScienceDirect Journal of Banking & Finance journal homepage: www.elsevier.com/locate/jbf Overseas listing as a policy tool: Evidence from China’s H-shares Qian Sun a,⇑, Wilson H.S. Tong b, Yujun Wu c a Department of Finance, School of Management, Fudan University, Shanghai 200433, China School of Accounting and Finance, Faculty of Business and Information Systems, Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong Special Administrative Region c Wealth Management Institute of Lujiazui, Shanghai 200122, China b a r t i c l e i n f o a b s t r a c t We investigate why the Chinese government chooses to perform share issue privatization (SIP) of its state-owned enterprises (SOEs) in Hong Kong, despite the benefit of facilitating the domestic stock market development if performing SIP in China (Subrahmanyam and Titman, 1999) and the higher cost to list in Hong Kong. We address this issue by arguing that the positive effect of SIPs on the development of the domestic market may have limitations, especially when the domestic market is not well developed and cannot absorb rapid and large-scale SIP activities. To maintain domestic market order, it may be optimal to carry out SIP in overseas markets. Furthermore, by listing shares in developed overseas markets, SOEs from the less developed countries could leverage on the overseas markets’ better accounting, governance...
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...McGraw−Hill Companies, 2004 Learning Objectives CAP Conceptual Analytical Learning Objectives are organized by conceptual, analytical, and procedural. Procedural prepare basic financial P1 Identify andand explain how they statements interrelate. (p. 17) C1 Explain the purpose and importance of accounting in the information age. (p. 4) A1 Define and interpret the accounting equation and each of its components. (p. 12) C2 Identify users and uses of accounting. (p. 5) C3 Identify opportunities6)in accounting and related fields. (p. ethics C4 Explain why(p. 8) are crucial to accounting. C5 Explain the meaning of generallyand accepted accounting principles, define and apply several key principles of accounting. (p. 9) A2 Analyze...
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...1. Explain the following. (i) Conversion from Class to Basic Type. (ii) File Pointers. (iii) Function Prototyping. (iv) Overload resolution. (i) Conversion from Class to Basic Type: We know that conversion from a basic to class type can be easily done with the help of constructors. The conversion from class to basic type is indeed not that easy as it cannot be done using constructors. for this conversion we need to define an overloaded casting operator. This is usually referred to as a conversion function. The syntax for this is as follows: operator typename(){….} The above function shall convert a class type data to typename. A conversion function must follow the following 3 rules: a. It cannot have a return type b. It has to be declared inside a class. c. It cannot have any arguments. (ii)File pointers: we need to have file pointers viz. input pointer and output pointer. File pointers are required in order to navigate through the file while reading or writing. There are certain default actions of the input and the output pointer. When we open a file in read only mode, the input pointer is by default set at the beginning. When we open a file in write only mode, the existing contents are deleted and the file pointer is attached in the beginning. C++ also provides us with the facility to control the file pointer by ourselves. For this, the following functions are supported by stream classes: seekg(), seekp(), tellg(), tellp(). (iii) Function prototyping is used...
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...Makati Medical Center - College of Nursing SY 2011 – 2012 A Case Study Presentation on the Care of a Mother with Preeclampsia Superimposed on Chronic Hypertension In Partial Fulfillment of the Course Requirement of NCM102 – Related Learning Experience Submitted To: Submitted By: Leader: Knight, Catherine P. Members: Iglesias, Pauleen Itliong, Juliane B. Javier, Reniccia Janel Joaquin, Gian Denise M. Kwek, Michael Angelo L. La Sangre, Anne Gabrielle B. Lacerna, Iruel Victor III Leynes, Sofia Antonniette M. Lindawan, Ma. Kristine S. BSN II – B Group 2 December 17, 2011 Table of Contents Chapter I - Introduction A. Description of the Case………................................................................. 4 B. Purpose and Objectives........................................................................... 5 C. Significance and Justification....................
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...COMPREHENSIVE EXAM QUESTIONS IN RESEARCH METHODS(1) 1. PHILOSOPHY, LOGIC AND ETHICS OF SCIENCE A) General A1. A2. A3. Starbuck has suggested that "the properties shared by all organizations ought to be uninteresting TH and unimportant." He also notes that "although statements about averages bother very few, they ought to bother many" (Journal of Management Studies, vol. 30(6), 1993). Do you agree with these statements? If so, why, and what are the implications of your beliefs for research methods in strategic management and organization science? If not, why not, and what are the implications of your beliefs for research methods in those areas? Lay out the components of the Runkel and McGrath (1972) Research Cycle and the Martin (1982) Garbage Can Model of the research process. What are the aims of either approach? What assumptions does each approach make? What basic themes does each approach emphasize? What kinds of constraints on the process of doing research does each approach highlight? How are the two approaches alike and different in other ways? What are the likely pitfalls of viewing the research process from only one of these two viewpoints? Define (and discuss important features or issues concerning) the following constructs of Philosophy and Logic of Science. (Define any four terms). 1. Null hypothesis 3. Paradigm 4. Independent variable 5. Operational definition 6. Nomological network 8. The fallacy of affirming the consequent 9. Theory 2....
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...The Little SAS Book a T H I ® p R D r E i D I m T I e O r N Lora D. Delwiche and Susan J. Slaughter The correct bibliographic citation for this manual is as follows: Delwiche, Lora D. and Slaughter, Susan J., 2003. The Little SASâ Book: A Primer, Third Edition. Cary, NC: SAS Institute Inc. The Little SASâ Book: A Primer, Third Edition Copyright © 2003, SAS Institute Inc., Cary, NC, USA ISBN 1-59047-333-7 All rights reserved. Produced in the United States of America. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without the prior written permission of the publisher, SAS Institute Inc. U.S. Government Restricted Rights Notice: Use, duplication, or disclosure of this software and related documentation by the U.S. government is subject to the Agreement with SAS Institute and the restrictions set forth in FAR 52.227-19, Commercial Computer Software-Restricted Rights (June 1987). SAS Institute Inc., SAS Campus Drive, Cary, North Carolina 27513. 1st printing, November 2003 SAS Publishing provides a complete selection of books and electronic products to help customers use SAS software to its fullest potential. For more information about our e-books, e-learning products, CDs, and hardcopy books, visit the SAS Publishing Web site at support.sas.com/pubs or call 1-800-727-3228. SAS and all other SAS Institute Inc. product or service...
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...p Chapter 21 Leadership Theories and Styles Learning Objectives After studying this chapter, you will be able to: 1. Distinguish leaders from administrators and managers 2. Describe the evolution of leadership theories 3. Enumerate different theories of leadership, and their main features. 4. Discuss the contingency theories, especially situational theory of leadership 5. Explain the concept of the development levels of a group and how to raise them 6. List steps in the process of delegation Leadership has long interested psychologists, sociologists, political scientists, and certainly management scientists. There is still a growing interest in leadership, which has been defined in different ways. Leadership can, however, be simply defined as the act of making an impact on others in a desired direction. In this sense, leadership is a broader term than management. Managers can run organizations effectively, but only leaders can build them. Differentiating characteristics for officers, managers, and leaders are shown in see Exhibit 21.1. The three modes shown in Exhibit 21.1 are illustrated by the following caselet from a premier state government training institute: Three directors at different times functioned differently. One director continued the work the institute was doing, responding to the training requirements of different departments, maintaining all the records well, and undertaking the various activities...
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...Bare Bones Revision Guide AQA A2 Business Studies Unit 4 The Business Environment & Managing Change y y lic po ar e h th ow gr ar et on m y ion lic o yp t ec ot tive pr pec t s st n o em ti un xa idy ta ubs s c e l se w s po ket ies ar eg e m at g str ad y c s tr gin te er ra oli ver ersment n of emorpo m l p o rg ploy xatio ts ke e cl er ers n m lder p yme u ns keho plo a co n io t fla in g lin r e ng hao a ke c eed c a m fis t objectives t fr d men aims an ic environnment m econo enviro ment social nviron ange h legal e e em un ta of c causes ship leader g and proc hange g for c ess entin implem ing change s manag decision plannin rship exch st rates intere tives objecg markets in g emerg tion inflaange rates cto phic fa nemp subsid taxa hea u n envirot l M e ade s on na a n gi ra demog al dec politic ow ons er su n c C change i nfl subunemployateion men si m nt t re gula dy tio p an h envir social u lea ence ns d s fisc ersh al p i olic p y ge leade e cultur nt onme leg al inte stra rnal c teg au infl ic decisio ses enviro n missio tec al envir ecisio nt ra hno onm ns logi ent po cal or c strategi es influenc ent nm han...
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...Probability and Statistics for Finance The Frank J. Fabozzi Series Fixed Income Securities, Second Edition by Frank J. Fabozzi Focus on Value: A Corporate and Investor Guide to Wealth Creation by James L. Grant and James A. Abate Handbook of Global Fixed Income Calculations by Dragomir Krgin Managing a Corporate Bond Portfolio by Leland E. Crabbe and Frank J. Fabozzi Real Options and Option-Embedded Securities by William T. Moore Capital Budgeting: Theory and Practice by Pamela P. Peterson and Frank J. Fabozzi The Exchange-Traded Funds Manual by Gary L. Gastineau Professional Perspectives on Fixed Income Portfolio Management, Volume 3 edited by Frank J. Fabozzi Investing in Emerging Fixed Income Markets edited by Frank J. Fabozzi and Efstathia Pilarinu Handbook of Alternative Assets by Mark J. P. Anson The Global Money Markets by Frank J. Fabozzi, Steven V. Mann, and Moorad Choudhry The Handbook of Financial Instruments edited by Frank J. Fabozzi Collateralized Debt Obligations: Structures and Analysis by Laurie S. Goodman and Frank J. Fabozzi Interest Rate, Term Structure, and Valuation Modeling edited by Frank J. Fabozzi Investment Performance Measurement by Bruce J. Feibel The Handbook of Equity Style Management edited by T. Daniel Coggin and Frank J. Fabozzi The Theory and Practice of Investment Management edited by Frank J. Fabozzi and Harry M. Markowitz Foundations of Economic Value Added, Second Edition by James L. Grant Financial Management and Analysis, Second Edition...
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...Mathematics HL First examinations 2008 b DIPLOMA PROGRAMME MATHEMATICS HL First examinations 2008 International Baccalaureate Organization Buenos Aires Cardiff Geneva New York Singapore Diploma Programme Mathematics HL First published in September 2006 International Baccalaureate Organization Peterson House, Malthouse Avenue, Cardiff Gate Cardiff, Wales GB CF23 8GL United Kingdom Phone: + 44 29 2054 7777 Fax: + 44 29 2054 7778 Web site: www.ibo.org c International Baccalaureate Organization 2006 The International Baccalaureate Organization (IBO) was established in 1968 and is a non-profit, international educational foundation registered in Switzerland. The IBO is grateful for permission to reproduce and/or translate any copyright material used in this publication. Acknowledgments are included, where appropriate, and, if notified, the IBO will be pleased to rectify any errors or omissions at the earliest opportunity. IBO merchandise and publications in its official and working languages can be purchased through the IB store at http://store.ibo.org. General ordering queries should be directed to the sales and marketing department in Cardiff. Phone: +44 29 2054 7746 Fax: +44 29 2054 7779 E-mail: sales@ibo.org Printed in the United Kingdom by Antony Rowe Ltd, Chippenham, Wiltshire. 5007 CONTENTS INTRODUCTION 1 NATURE OF THE SUBJECT 3 AIMS 6 OBJECTIVES 7 SYLLABUS OUTLINE 8 SYLLABUS DETAILS 9 ASSESSMENT OUTLINE 53 ASSESSMENT DETAILS ...
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...Project Management Achieving Competitive Advantage Chapter One • Introduction: – Why Project Management? What is a Project • Two definitions of project: – A project is a unique venture with a beginning and end, conducted by people to meet established goals within parameters of cost, schedule, and quality – Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree, unique • Difference between process and project – Process refers to ongoing, day-to-day activities in which an organization engages while producing goods or services; process uses existing system, properties, and capabilities in a continuous, fairly repetitive manner – Projects take place outside the normal, process-oriented world of the firm What is a Project (con’t) • A project can be considered to be any series of activities or tasks that: – Have a specific objective to be completed within certain specifications – Have defined start and end date – Have funding limits – Consume human and nonhuman resources – Are multifunctional What is a Project (con’t) • Various elements of projects: – Projects are complex, one-time process: a project arises for a specific purpose or to meet a stated goal; they are complex because they typically require the coordinated inputs of numerous members of the organization – Projects are limited by budget, schedule, and resources: project work requires that members work with limited...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...Probability & Statistics for Engineers & Scientists This page intentionally left blank Probability & Statistics for Engineers & Scientists NINTH EDITION Ronald E. Walpole Roanoke College Raymond H. Myers Virginia Tech Sharon L. Myers Radford University Keying Ye University of Texas at San Antonio Prentice Hall Editor in Chief: Deirdre Lynch Acquisitions Editor: Christopher Cummings Executive Content Editor: Christine O’Brien Associate Editor: Christina Lepre Senior Managing Editor: Karen Wernholm Senior Production Project Manager: Tracy Patruno Design Manager: Andrea Nix Cover Designer: Heather Scott Digital Assets Manager: Marianne Groth Associate Media Producer: Vicki Dreyfus Marketing Manager: Alex Gay Marketing Assistant: Kathleen DeChavez Senior Author Support/Technology Specialist: Joe Vetere Rights and Permissions Advisor: Michael Joyce Senior Manufacturing Buyer: Carol Melville Production Coordination: Lifland et al. Bookmakers Composition: Keying Ye Cover photo: Marjory Dressler/Dressler Photo-Graphics Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and Pearson was aware of a trademark claim, the designations have been printed in initial caps or all caps. Library of Congress Cataloging-in-Publication Data Probability & statistics for engineers & scientists/Ronald E. Walpole . . . [et al.] — 9th ed. p. cm. ISBN 978-0-321-62911-1...
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...A Summer Training Project Report on “RISK MANAGEMENT BY INDUSIND BANK LTD.” Undertaken at INDUSIND BANK, AGRA 10th April to 10th June 2009 Submitted by SUBODH AGARWAL Enrollment no. : 4108163163 Management of Business Finance INDIAN INSTITUE OF FINANCE CORPORATE GUIDE: MR. ASHOK SHARMA ASST. MANAGER AGRA BRANCH, AGRA UTTAR PRADESH. ACKNOWLEDGEMENT Expressing gratitude is not just an exercise of formality rather doing so evokes the memories of my association with my mentors and mates. I thank Chairman Prof. J. D. Agarwal and Director Aman Agarwal for allowing me to carry out this project. I wish to express my sincere gratitude to my corporate guide, Mr. Ashok Sharma for guiding me to understand the concepts those were not clear to me. I learnt a lot from his professional sknowledge. SUBODH AGARWAL 4108163163 Management of Business Finance Preface As a part of Management of Business Finance (MBF) programme, a student has to pursue a project duly approved by the Director of the Indian Institute of Finance. I had the privilege of undertaking a project on “Risk Management by INDUSIND BANK LTD.” My project report is divided into seven chapters and they are given as under: Chapter 1 INTRODUCTION Chapter 2 Review of literature Chapter 3 Research Methodology Chapter 4 Analysis Chapter 5 Consist of Findings, Conclusion, Suggestions, Limitations SIGNATURE: Name: SUBODH AGARWAL Enrollment No.: 41O8163163 Management of Business Finance CERTIFICATE This...
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