...Codependence as Wikipedia refer “is type of dysfunctional helping relationship where one person supports or enables another person's addiction, poor mental health, immaturity, irresponsibility, or under-achievement.[1] Among the core characteristics of codependency, the most common theme is an excessive reliance on other people for approval and identity”. Usually codependency is view as simply being a part of a dysfunctional relationship or family. Many times we can find codependence among addiction. It’s often when one of the people in relationship does everything in their power to help and protect other person and during this process they are loosing themes. They forget about their own existence. It’s devastating for individuals to stay in that kind of relation. This is the one of the reason that I thing the book “The New Codependency “by Melody Beattie is highly recommended. I could see that book as very helpful tool that we as counselors could use in therapy. If we consider using any self education work books, for working with codependence I would definitely recommended that one. Materials such as questions and quizzes help us organize the work progress and find spots we need to focus on with our clients. Reading the book and working on assignments could help answer a lot of questions that person in tangled relationship could have. It also make individual to look deep inside, view and evaluate situation they are in and place that they are at. In some cases people focus...
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...be secure in their persons, houses, papers, and effects, against unreasonable searches and seizures.” However, they did not have telephones and had no way to anticipate future technological developments. As a result, they listed only persons, houses, papers, and effects as entitled to Fourth Amendment protection. It does not exactly define what an “unreasonable search” is but it does give an example that leaves some things open for interpretation. For instance, if there is imminent danger or something of that nature the circumstances change for what an “unreasonable search” classifies as. An officer would be allowed to search premises without a warrant in a situation like that. The Katz and Olmstead cases are two examples of how the Fourth Amendment is interpreted. In the case of Katz v. United States, 389 U.S. 347 (1967), the search aspect was based on fact that since there was "no physical entrance into the area occupied by" petitioner, there was no violation to the Fourth Amendment. The difference in the Olmstead v. United States, 277 U.S. 438 (1928), was that the Fourth Amendment protects people, not places. What a person knowingly exposes to the public, even in his own home or office, is not a subject of Fourth Amendment protection. But what he seeks to preserve as private, even in an area accessible to the public, may be constitutionally protected. So in this case the government relies on the language of the Amendment, and it claims that the protection given thereby...
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...“Marketing” at Wachtell, Lipton, Rosen & Katz The American Lawyer published the 1995 results of its annual “Am Law 100” survey and the survey reported that Wachtell, Lipton, Rosen & Katz had reclaimed the top spot in revenue per lawyer and profit per partner and had grossed $990,000 per lawyer – over $200,000 more than the second place firm. Summary of “Marketing” at Wachtell, Lipton, Rosen & Katz The American Lawyer published the 1995 results of its annual “Am Law 100” survey and the survey reported that Wachtell, Lipton, Rosen & Katz had reclaimed the top spot in revenue per lawyer and profit per partner and had grossed $990,000 per lawyer – over $200,000 more than the second place firm. Ⅰ. Early History Wachtell, Lipton, Rosen & Katz (Wachtell Lipton) opened its doors in 1965. The founders were determined that their firm be an old-fashioned partnership rather than a business. They wanted to avoid hierarchy and to promote a congenial and egalitarian working environment and focused on excelling in a few select areas: corporate law, tax, antitrust, creditors’ rights, and litigation. Wachtell Lipton quickly established an excellent reputation. They successfully handled a law suit for Lipton’s friend’s firm which is the most prominent Wall Street investment firm. As a result, they did a lot more legal work for this firm, and this firm recommended them to its clients. Ⅱ. Operating Principles Wachtell Lipton thrived over the following three...
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...convenient to use the same line. b. The setup time is too long. It costs as much as hours to changeover from the standard products to the special products. It costs money and requires storage space, and some of it will probably go to waste. c. The hurry order. There is third order called hurry order. When it happens, the process need to stop for rush special due, and the standard and special products will be delay to get to customers. If there are two lines, the special order’s influence will be down. The standard products and the special products can run in one line. 2. The JIT philosophy is that getting the right quantity of goods at the right place at the right time. It’s based on the simplicity and emphasis on quality. But in the Katz Carpeting company, the inventories of the carpets were high. They produced a lot what they already had , yet not enough of what was needed. They can’t get the right quantity of goods. 3. The following is the steps to implement the JIT system. First, they should make quality improvements. Their quality was becoming a problem, with customers frequently returning carpets for rips or incorrect dyed colors. They need to solve these problems, because the quality is pervasive and all the JIT objectives are dependent on quality improvement. Recognizing the workplace is the next step. This means proper facility layout, cleaning and organizing the work environment, designating storage spaces for everything, and removing clutter. The next step is...
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...Chapter 7: Just-in-Time and Lean Systems Overview This chapter examines the core beliefs of just-in-time systems (JIT). The goal of reducing waste is important in JIT. JIT uses a pull system, which is different than the push system. The key elements of JIT are described. The critical role of TQM in JIT is explained. The role of the employees in JIT is explained. Finally, we gain an understanding of the impact of JIT on all functional areas within both service and manufacturing organizations. Answers to Discussion Questions in Textbook 1. Describe the core beliefs of the JIT philosophy. The core beliefs of JIT are the elimination of waste, the ability of the employees to see the “big picture,” simple solutions, continuous improvement, visibility and flexibility. JIT strives to produce the right products at the right time in the right quantities. Continuous improvement and flexibility are important beliefs that help us achieve this goal. 2. Identify the three major elements of JIT. The three major elements of JIT are just-in-time manufacturing, total quality management (TQM) and respect for people. 3. Explain how JIT manufacturing works and its key elements. JIT manufacturing focuses on value-added processes in order to produce high volumes of high quality, low cost products that meet the customer needs. Its key elements are the pull system, kanban production, small lot sizes, short setup times, uniform plant loading, flexible resources and...
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...unit 1 Water cycle The water cycle, also known as the hydrologic cycle, describes the continuous movement of water on, above and below the surface of the Earth. Since the water cycle is truly a "cycle," there is no beginning or end. Water can change states among liquid, vapor, and ice at various places in the water cycle. Although the balance of water on Earth remains fairly constant over time, individual water molecules can come and go. Contents Description The sun, which drives the water cycle, heats water in the oceans. Water evaporates as vapor into the air. Ice and snow can sublimate directly into water vapor. Evapotranspiration is water transpired from plants and evaporated from the soil. Rising air currents take the vapor up into the atmosphere where cooler temperatures cause it to condense into clouds. Air currents move clouds around the globe, cloud particles collide, grow, and fall out of the sky as precipitation. Some precipitation falls as snow and can accumulate as ice caps and glaciers, which can store frozen water for thousands of years. Snowpacks can thaw and melt, and the melted water flows over land as snowmelt. Most precipitation falls back into the oceans or onto land, where the precipitation flows over the ground as surface runoff. A portion of runoff enters rivers in valleys in the landscape, with streamflow moving water towards the oceans. Runoff and groundwater are stored as freshwater in lakes. Not all runoff flows into rivers. Much of it soaks...
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...CHAPTER 14 Decision Making: Relevant Costs and Benefits ANSWERS TO REVIEW QUESTIONS 1. The six steps in the decision-making process are as follows: • Clarify the decision • Specify the criterion • Identify the alternatives • Develop a decision model • Collect the data • Select an alternative 2. The managerial accountant’s role in the decision-making process is to participate as a proactive member of the management team, and, in particular, to provide information relevant to the decision. 3. A decision model is a simplified representation of the choice problem. Unnecessary details are stripped away, and the most important elements of the problem are highlighted. 4. A quantitative analysis is expressed in numerical terms. A qualitative analysis focuses on the factors in a decision problem that cannot be expressed effectively in numerical terms. 5. The result of a quantitative analysis is that one alternative is preferred over the next-best alternative by some numerical amount, such as profit. The amount by which the best alternative dominates the second-best alternative establishes a “price” on the sum total of the qualitative characteristics that might favor the second-best alternative. Suppose, for example, that a hospital’s board of directors is considering establishing an outpatient clinic in one of the two suburban communities. The quantitative analysis of the decision...
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...Ministry of Education of the Republic of Moldova State Pedagogical University “Ion Creangă” Foreign Languages and Literature Faculty English Philology Department DIPLOMA PAPER Figurative Language, Language Shaped by Imagination in Katherine Mansfield’s Short Stories Submitted by: the 4th year student Paşcaneanu Mariana Group 404 Scientific adviser: Tataru Nina Senior Lecturer Chişinău 2012 Contents INTRODUCTION 2 CHAPTER I: SHORT STORY AS A FORM OF FICTION 5 I.1.Common Characteristics of a Short Story as a Form of Fiction. Its Plot and Structure. 5 I.2. Figurative Language. Definition. Function. 9 I.3. Imagery – Language that Appeals to the Senses 11 I.3.1. Simile, Metaphor and Personification. 13 1.3.2. Symbol and Symbolism. 26 I.3.3 Allegory. 30 CHAPTER II: LANGUAGE SHAPED BY IMAGINATION IN K. MANSFIELD’S SHORT STORIES 36 II.1. Figurative Language, Symbolism and Theme in "Her First Ball": 37 II.2. Katherine Mansfield – Techniques and Effects in A Cup of Tea. 41 II.3. Literary Colloquial Style in “Miss Brill” by K. Mansfield. 49 II.3.1. Lexical features—Vague Words and Expressions 49 II.3.2 Syntactical and Morphological Features 52 II.3.3 Phonological Schemes of the Figures of Speech 55 II.4. Simplifying Figurative Language in K.Mansfield’s Short Stories 60 CONCLUSION 64 BIBLIOGRAPHY 66 APPENDIX 70 INTRODUCTION Figurative Language is the use of words that...
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...The media’s watching Vault! Here’s a sampling of our coverage. “For those hoping to climb the ladder of success, [Vault's] insights are priceless.” – Money magazine “The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make for excellent starting points for job hunters and should be purchased by academic libraries for their career sections [and] university career centers.” – Library Journal “The granddaddy of worker sites.” – US News and World Report “A killer app.” – New York Times One of Forbes' 33 “Favorite Sites” – Forbes “To get the unvarnished scoop, check out Vault.” – Smart Money Magazine “Vault has a wealth of information about major employers and jobsearching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “A key reference for those who want to know what it takes to get hired by a law firm and what to expect once they get there.” – New York Law Journal “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS © 2003 Vault Inc. VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS HOWARD LEIFMAN, PhD, MARCY LERNER AND THE STAFF OF VAULT © 2003 Vault Inc. Copyright © 2003 by Vault Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability...
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...LSRC reference Learning styles and pedagogy in post-16 learning A systematic and critical review This report critically reviews the literature on learning styles and examines in detail 13 of the most influential models. The report concludes that it matters fundamentally which instrument is chosen. The implications for teaching and learning in post-16 learning are serious and should be of concern to learners, teachers and trainers, managers, researchers and inspectors. Learning styles and pedagogy in post-16 learning A systematic and critical review LSRC reference Learning styles and pedagogy in post-16 learning A systematic and critical review LSRC reference LSRC reference Learning styles and pedagogy in post-16 learning A systematic and critical review Frank Coffield Institute of Education University of London David Moseley University of Newcastle Elaine Hall University of Newcastle Kathryn Ecclestone University of Exeter The Learning and Skills Research Centre is supported by the Learning and Skills Council and the Department for Education and Skills The views expressed in this publication are those of the authors and do not necessarily reflect the views of the Learning and Skills Research Centre or the Learning and Skills Development Agency Published by the Learning and Skills Research Centre www.LSRC.ac.uk Feedback should be sent to: Sally Faraday Research Manager Learning and Skills Development Agency Regent Arcade House 19–25 Argyll Street London...
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...In Cold Blood Truman Capote I. The Last to See Them Alive The village of Holcomb stands on the high wheat plains of western Kansas, a lonesome area that other Kansans call "out there." Some seventy miles east of the Colorado border, the countryside, with its hard blue skies and desert-clear air, has an atmosphere that is rather more Far West than Middle West. The local accent is barbed with a prairie twang, a ranch-hand nasalness, and the men, many of them, wear narrow frontier trousers, Stetsons, and high-heeled boots with pointed toes. The land is flat, and the views are awesomely extensive; horses, herds of cattle, a white cluster of grain elevators rising as gracefully as Greek temples are visible long before a traveler reaches them. Holcomb, too, can be seen from great distances. Not that there's much to see simply an aimless congregation of buildings divided in the center by the main-line tracks of the Santa Fe Rail-road, a haphazard hamlet bounded on the south by a brown stretch of the Arkansas (pronounced "Ar-kan-sas") River, on the north by a highway, Route 50, and on the east and west by prairie lands and wheat fields. After rain, or when snowfalls thaw, the streets, unnamed, unshaded, unpaved, turn from the thickest dust into the direst mud. At one end of the town stands a stark old stucco structure, the roof of which supports an electric sign - dance - but the dancing has ceased and the advertisement has been dark for several years. Nearby is another building...
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...In Cold Blood Truman Capote I. The Last to See Them Alive The village of Holcomb stands on the high wheat plains of western Kansas, a lonesome area that other Kansans call "out there." Some seventy miles east of the Colorado border, the countryside, with its hard blue skies and desert-clear air, has an atmosphere that is rather more Far West than Middle West. The local accent is barbed with a prairie twang, a ranch-hand nasalness, and the men, many of them, wear narrow frontier trousers, Stetsons, and high-heeled boots with pointed toes. The land is flat, and the views are awesomely extensive; horses, herds of cattle, a white cluster of grain elevators rising as gracefully as Greek temples are visible long before a traveler reaches them. Holcomb, too, can be seen from great distances. Not that there's much to see simply an aimless congregation of buildings divided in the center by the main-line tracks of the Santa Fe Rail-road, a haphazard hamlet bounded on the south by a brown stretch of the Arkansas (pronounced "Ar-kan-sas") River, on the north by a highway, Route 50, and on the east and west by prairie lands and wheat fields. After rain, or when snowfalls thaw, the streets, unnamed, unshaded, unpaved, turn from the thickest dust into the direst mud. At one end of the town stands a stark old stucco structure, the roof of which supports an electric sign - dance - but the dancing has ceased and the advertisement has been dark for several years. Nearby is another building...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. 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 the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. 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 the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...Marketing Management, Millenium Edition Philip Kotler Custom Edition for University of Phoenix Excerpts taken from: A Framework for Marketing Management, by Philip Kotler Copyright © 2001by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Marketing Management Millenium Edition, Tenth Edition, by Philip Kotler Copyright © 2000 by Prentice-Hall, Inc. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Compilation Copyright © 2002 by Pearson Custom Publishing. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation with Pearson Custom Publishing Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Please visit our web site at www.pearsoncustom.com ISBN 0–536–63099-2 BA 993095 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300, Boston, MA 02116 A Pearson Education Company SECTION ONE Understanding Marketing Management Marketing in...
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