...standard of university level writing • Anticipate and respond to counterarguments • Learn to critically engage the revision process through draft writing, instructor conferencing, and peer commentary • Respond the work of their peers as peer reviewers while providing relevant, productive feedback Class 1 – Introducing the Classical Argument Essay *Daily Learning Outcomes: • Reflect on Informative Essay • Introduce Classical Argument Essay • Break down the assignment sheet *Activity 1: Individual Reflection / Class Discussion (15 min) - Students open their portfolios and journals then reflect for ~10 minutes on their experiences during the Informative Essay Unit - Discuss reflections as a class *Activity 2: Introduce Classical Argument (20 min) - Have students bring a hard copy of the assignment to class with a highlighter: a. Get into groups of 4 b. Read the sheet aloud, highlighting all the action verbs c. Discuss the sheet as a group as instructor makes rounds *Activity 3: Mini-Lecture on Assignment /Questions (15 min) - Powerpoint slides “The Features of an Academic Argument” - Allow time for student questions on the assignment and/or lecture *Homework for Next Class READ: • Chapter 8 A&B Guide to Writing. Writing a Classical Argument. • Pages 137-154 Everyday Writer: Constructing Arguments. • "The Case for (Gay) Marriage" by A.J. Chavez on pages 249-253 of Guide to Writing. • Notes on Counterarguments...
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...university level writing • Anticipate and respond to counterarguments • Learn to critically engage the revision process through draft writing, instructor conferencing, and peer commentary • Respond the work of their peers as peer reviewers while providing relevant, productive feedback Class 1 – Introducing the Classical Argument Essay *Daily Learning Outcomes: • Reflect on Informative Essay • Introduce Classical Argument Essay • Break down the assignment sheet *Activity 1: Individual Reflection / Class Discussion (15 min) - Students open their portfolios and journals then reflect for ~10 minutes on their experiences during the Informative Essay Unit - Discuss reflections as a class *Activity 2: Introduce Classical Argument (20 min) - Have students bring a hard copy of the assignment to class with a highlighter: a. Get into groups of 4 b. Read the sheet aloud, highlighting all the action verbs c. Discuss the sheet as a group as instructor makes rounds *Activity 3: Mini-Lecture on Assignment /Questions (15 min) - Powerpoint slides “The Features of an Academic Argument” - Allow time for student questions on the assignment and/or lecture *Homework for Next Class READ: • Chapter 8 A&B Guide to Writing. Writing a Classical Argument. • Pages 137-154 Everyday Writer: Constructing Arguments. • "The Case for (Gay) Marriage" by A.J. Chavez on pages 249-253 of Guide to Writing. • Notes on...
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...Assignment Of OR Maximize profit in Incident Management operations of IT service Company Akhil Gupta 6/16/2012 Batch – PGCBM-21 SMS ID – 110402 Faculty Name - Dr Supriya Kumar De Study Center – Grand Mall, Gurgaon Contents Introduction 3 Problem Statement 3 Solution 4 Solution from Solver 4 Summary of attached excel 5 Sensitivity Report 5 Answer Report 6 Analysis and Answers 7 Introduction I am working in a project where we get 3 types of incidents and for each resolution we get some (dollar) amount. At high level, we have 3 teams Design, Build and Test . Analysis and assignment of incidents is done by client team so we don’t have any role to play there. Team size is also decided by clients based on number of incidents they assign to us. I am formulating that problem based on my project and will provide some analysis based on leanings in class. I have learnt a lot in OR classes and now in a position to suggest my findings to client team. Data shared below is not exactly same as that is confidential and cannot be shared having said that problem and scenario is exactly what I use in my day to day project work. Problem Statement There are three types of incidents say Type X incidents, Type Y incidents, Type Z Incidents. All 3 require Design, build and test efforts. It is mandatory to resolve minimum 10 incidents of each type on each working day. To resolve one incident of one type data is shown below - For type X - requires...
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...immediately. 2. G1 give Heads up to CoS. 3. Get WHITE 1 REPORT (ENCLOSURE 13) from BCT NLT 30 minutes from incident. 4. Contact JOC G1 LNO to Verify Information. 5. Update DG1, G1 SGM, and G1 on WHITE 1 Report Information. 6. G1 updates CoS and gives heads up to RD CDR on WHITE 1 Report Information (NOTE: G1 is the only one authorized to call RD CDR on Casualties) 7. Initial Casualty Report due to G1 from BCT with DD93/SGLV/ERB/ORB NLT 2 Hours. Supplementary Reports will follow until Casualty Report is complete. 8. Verify DCIPS Report for Completeness and Accuracy / Posthumous Promotion Verification / ERB is a good source for verification. 9. Give copy of DCIPS report to Award Section (G1 Initiates PH for VSI, SI if qualified) (USF-I will initiate awards for KIAs). 10. Draft Deceased Pamphlet prepared with information verified from DCIPS, DD93, and ERB/ORB. 11. Initiate RED Book for KIA, DOW, NBD, DUSTWUN, and POW. 12. DG1 Review RED Book. 13. Forward DCIPS report to USF-I, CJ1 Casualty Section NLT 3 Hours. 14. Get names of SCOMO and Investigating Officer (as required) from BCT NLT 12 Hours from incident (SUPP Report). 15. Follow up on End of Service Award (DECEASED). Due NLT 24 Hours to G1. If ARCOM or less, get status from unit and update Casualty Tracker. 16. Get Biography and Electronic Photo for all Deceased due to G1 from BCT NLT 3 Days from incident. 17. Get name of Mortuary Affairs Collection Point (MACP) for Personnel Effects NLT 3 Days from incident. 18....
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...Course For more course tutorials visit www.mgt210.com MGT 210 Week 1 CheckPoint 1 Incident 1-1: Promotion Into Supervision MGT 210 Week 1 CheckPoint 2 Article Review on Diversity in the Workplace MGT 210 Week 1 Assignment Article Search MGT 210 Week 2 CheckPoint Incident 2-2: Bad Times at Quality Shoe MGT 210 Week 2 DQ 1 and DQ 2 MGT 210 Week 3 CheckPoint: Incident 6-2: What Should I Do Next? MGT 210 Week 3 Assignment: Exercise 7-2: “In-Basket” MGT 210 Week 4 CheckPoint: Work Team Concepts MGT 210 Week 4 DQ 1 and DQ 2 MGT 210 Week 5 CheckPoint Recruiting, Selecting, Orienting, and Training MGT 210 Week 5 Assignment: Exercise 10-2: OJT MGT 210 Week 6 CheckPoint: Employees’ Union MGT 210 Week 6 DQ 1 and DQ 2 MGT 210 Week 7 CheckPoint: Incident 14-1: No Extra Effort MGT 210 Week 7 Assignment: Exercise 15-3: Test Your Leadership Style MGT 210 Week 8 CheckPoint: Incident 18-1: Changes in an Employee’s Behavior MGT 210 Week 8 DQ 1 and DQ 2 MGT 210 Week 9 Capstone CheckPoint MGT 210 Week 9 Final Project: Best Practices Manual for Supervisors ------------------------------------------------------------- MGT 210 Week 1 Assignment Article Search For more course tutorials visit www.mgt210.com Assignment: Article Search Resources: Appendix A, University Library, Ch. 1 (p. 19) of Supervision: Key Link to Productivity, and the References within the References Page section of Ch. 2 in Axia College’s Writing Style Handbook Review the six supervisory responsibilities...
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...Answers to Review Questions Chapter 1 1. An increasing dependence on computing technology and the complexity of computing technology. 2. A single point of contact within a company for managing customer incidents and service requests. 3. To enable people and businesses to continuously use the computing technology they acquired or developed. 4. Technical support was considered a necessary evil that disrupted the development of new products and systems. 5. (1) Developers missed deadlines because they were being diverted to technical support calls, leaving little time for their primary job of programming. (2) Information was not being captured, so developers had to discover the same solution again and again. (3) Recurring problems were neither identified nor resolved. (4) Technology users, who expected quick and accurate solutions to their problems and requests, were extremely dissatisfied when their demands were not met. 6. Vendors began offering discounts to customers who “screened” calls internally before calling the vendor. 7. A customer can be either internal or external to a company. 8. Customer support involves helping the customer understand and benefit from a product's capabilities, not just installing and fixing the technology. 9. (1) The rapid commercialization of the Internet. (2) Increasingly more affordable and portable computing technology. 10. company size, company goals, and customer expectations 1 11. Formal support enables a company to maximize its technical...
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...01-96, 02-97, 10-98, 11-99, 08-00, 06-01, 06-02, 1-03, 5-03 I. Purpose To assure that all incidents not consistent with the routine operations of the hospital or the routine care of a particular patient are reported to the quality management department so that immediate attention and responses can be given to individual occurrences. Statistics can then be derived from the collective number of incidents reported and will serve as a basis for adverse patient trends, patient safety issues, or other risks and hazards to be identified, and risk reduction programs implemented. In order to promote a culture that promotes patient safety, the hospital’s Incident Reporting Policy is based upon a foundation of nonpunitive approach to incident/occurrence reporting. The hospital leadership will encourage open and honest reporting of injuries and hazards to patients, visitors and staff, this process will be nonpunitive in nature for all persons reporting incidents throughout the organization. Incidence/occurrence investigations will be viewed as an opportunity for education/process improvement, and will focus on processes and systems, rather than human error. Disciplinary action will be limited to only those employees who engage in willful or malicious misconduct, or those occurrences in which the employee failed to report an incident or hazard to patients in a timely manner. II. Responsibility A. All hospital employees...
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...| Plan Activation | | 2.1 | Circumstances | | 2.2 | Responsibility for Activation | | 2.3 | Process for Activation | | 3.0 | Incident Management | | 3.1 | Purpose of the Incident Management Phase | | 3.2 | Actions to Protect the Safety of Staff, Visitors and members of the Public | | 3.3 | Communication Actions | | 3.4 | Actions to Support Business Continuity | | 3.5 | Actions to Support Recovery and Resumption | | 3.6 | Communicating with staff | | 4.0 | Business Continuity | | 4.1 | Purpose of the Business Continuity Phase | | 4.2 | Critical Activities | | 4.3 | Non Critical Activities | | 4.4 | Business Continuity Actions | | 5.0 | Resumption and Recovery | | 5.1 | Purpose of the Recovery and Resumption Phase | | 5.2 | Recovery and Resumption Actions | | 6.0 | Appendices | | | [Additional information can be added as needed through meeting with stakeholders] | | | | | | | | | | | 1.0 About this Plan 1.1 Document Control Date | Revision/Amendment Details & Reason | Author | | | | | | | | | | | | | 1.2 Plan Purpose The organization will provide the contact information for the two emergency contact persons: (1) name; (2) title; (3) mailing address; (4) email address; (5) telephone number; and (6) facsimile number. [Name] will promptly notify FINRA of any change in this information through FCS (but no later than 30 days following the...
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...|Title | | | | | | | | | | | | | | | | | Table of Contents 1. Introduction 4 1.1 PURPOSE 4 1.2 Scope 4 1.3 Definitions, Acronyms, and Abbreviations 5 1.4 References 6 1.5 Overview 7 2. Participants 8 2.1 SIGNATORIES 8 2.2 Contacts 8 2.3 Responsibilities 8 3. Service...
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...1. Initial product backlog 4 1.1 Acceptant 4 1.2 Head of department 4 1.3 Specialist(1) 5 1.4 Specialist(2) 5 2. Use-case 6 2.1 Use-Case descriptions 7 4. Classs diagram 13 5. Class definition 14 1.5 Class Schademelding 14 1.5.1 Data descriptions 14 1.5.2 Operation descriptions 14 1.6 Class Verzekerde 15 1.6.1 Data descriptions 15 1.6.2 Operation descriptions 15 1.7 Class Behandelaar 16 1.7.1 Data descriptions 16 1.7.2 Operation descriptions 16 1.8 Class Rol 16 1.8.1 Data descriptions 16 1.8.2 Operation descriptions 16 1.9 Class KostenSpecificatie 17 1.9.1 Data descriptions 17 1.9.2 Operation descriptions 17 1.10 Class Polis 18 1.10.1 Data descriptions 18 1.10.2 Operation descriptions 18 1.11 Class Dekking 18 1.11.1 Data descriptions 18 1.11.2 Operation descriptions 19 1.12 Class Geraakte Dekking 19 1.12.1 Data descriptions 19 1.12.2 Operation descriptions 19 1.13 Class Taxatie 19 1.13.1 Data descriptions 19 1.13.2 Operation descriptions 20 6. Sequence Diagram 21 1.14 Example screens 22 7. 26 8. ERD 26 8.1 Explanation of the ERD per table 26 8.2 Constraints 29 8.3 Business rules 30 1. Initial product backlog 1.1 Acceptant As an acceptant, I want to be able to log in with my username and password so that I can handle incoming damage reports. As an acceptant, I want to able to find a customer if I fill in his/her zip code, so that I can see the customer’s information As an acceptant, I want to see the policies of the customer...
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...Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and roles * Mapping succession possibilities for employees within the organization * Assigning compensation grades and levels to particular jobs and roles * Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior. Origin of Management including Competency Mapping: Chanakya's Arthshastra, an ancient Indian script/ book on Political Science and Administration, written some 3000 years ago. Other names of Chanakya were Mr. Kautilya, and Mr. Vishnu Gupt...
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...2/300 FA Battalion Aid Station MASS-CASUALTY SOP INTRODUCTION This incident plan for 2/300 FA Battalion Aid Station (BAS), has been developed in order to respond to massive incidents involving multiple casualties. Mass casualties occur when the numbers of patients overwhelm the local medical resources in place. Examples of these incidents may result from vehicular accidents, fire related hazards, hazardous resources, and is deemed necessary by the 2/300 FA Physician Assistant (PA). This plan assigns responsibilities and makes the best use of available medical resources at the BAS. It is the purpose of this SOP to familiarize personnel with this plan and enable them to follow the proper procedures to provide effective response and Level I and II medical care. PURPOSE: To ensure proper triage, medical treatment, and necessary evacuation of casualties. 1. INTRODUCTION: This plan shall be placed into action in the event of any incident that results in mass casualties or deemed necessary by the 2/300 FA PA or his representative. a. MANPOWER/EQUIPMENT: BAS personnel shall supply all medical resources for any incident which involves casualties that occur within our AO. In the event that an incident arises and exceeds the ability to provide adequate medical care, the PA shall coordinate with all assets within close proximity to receive additional resources. b. COMMAND and CONTROL: 2/300 FA BAS shall provide Level II medical care to any and all...
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...threat posed to the marine environment by oil pollution incidents involving ships, offshore units, sea ports and oil handling facilities, MINDFUL of the importance of precautionary measures and prevention in avoiding oil pollution in the first instance, and the need for strict application of existing international instruments dealing with maritime safety and marine pollution prevention, particularly the International Convention for the Safety of Life at Sea, 1974,as amended, and the International Convention for the Prevention of Pollution from Ships, 1973, as modified by the Protocol of 1978 relating thereto, as amended, and also the speedy development of enhanced standards for the design, operation and maintenance of ships carrying oil, and of offshore units, MINDFUL ALSO that, in the event of an oil pollution incident, prompt and effective action is essential in order to minimize the damage which may result from such an incident, EMPHASIZING the importance of effective preparation for combating oil pollution incidents and the important role which the oil and shipping industries have in this regard, RECOGNIZING FURTHER the importance of mutual assistance and international cooperation relating to matters including the exchange of information respecting the capabilities of States to respond to oil pollution incidents, the preparation of oil pollution contingency plans, the exchange of reports of incidents of significance which may affect the marine environment...
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...397-701/780-701 Managing Emergency Incidents Dr David Johnson Strong 300 E-mail: davideajohnson@missouristate.edu Office: Strong 328 (Phone 6-5969) Office Hours: M-F 5:00 PM - 6:00PM or by appointment Winter Intercession 2012 Monday-Friday 6:00-9:00 PM COURSE DESCRIPTION: The management of emergencies and disasters is critical to the positive outcome of these incidents. It not only applies resources appropriately minimizing damage done and injuries but also assures the safety of the responders. The purpose of this course is to examine the incident management systems in responding to domestic emergencies and disasters. The course examines the broad emergency management context of incident management, the National Incident Management Systems (NIMS), how systems are structured and how to operate within them. The course includes simulations and exercises to supplement classroom lecture and discussion. We will examine how these ad hoc organizations are created, the role of command and general staff officers and how these incidents are managed. Through the course students will be familiarized with these roles and how the organization can change as conditions change along with incident demands. The following sections will be used as needed: 1) Operations 2) Planning/Intel 3) Logistics 4) Administration/Finance We will explore, via lectures, discussions, videos, readings and tabletop exercises the application of the principles in simulated incidents. This will be a blended course meaning...
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...FISCAL IMPACT OF GROUND OPERATION INCIDENT INVOLVING AIRCRAFT Tan Poh Tiong, Sherman AE6200 – Individual Project (Aircraft IEng) 27 April 2014 SUMMARY For the year 2010 to 2012, ground operation incident involving aircraft has cost the United Kingdom (UK) aviation industry an estimate of US$ 20 Million. It is estimated that each incident involving traditional aircraft (mainly metallic structure) would cost the Aircraft Operation (AO) close to US$ 1 Million in expenditure and if the aircraft is assumed to be of high composite ratio, the cost of each incident increase by 50% to US$ 1.5 Million. Do note that this cost does not include damage to the facilities, equipment, or vehicles. Which mean the overall cost could be higher than the estimate. If damage were assumed in all ground operation incident report, the estimated cost would increase 3.5 times. And with high composite ratio aircraft becoming the norm, the cost could spiral upward in excess of more than 5 times. Thus, it is important these ground operation incidents are reduced. Ground operation incident, occurs primarily due to human errors. Possible common reasons include insufficient training, complacency and environmental factors. There are also no detailed legislations in place to regulate the industry, unlike Maintenance Repair Overhaul (MRO) organisations, which is governed by the Civil Aviation Authority (CAA) of UK. Since human errors aren’t a new problem, many researches have been...
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