...amount of time taken to do something in the organization. To better understand this theory, here is an example. An organization’s responsibility is to athletic wear. As the organization begins, the organization produces its first set of athletic wear after two weeks. After being teste, the organization is aware that the athletic wear’s coloring comes off after being in contact with water. After a year of producing and improving its athletic wear, the organization has become aware that the athletic wear does not get damaged when coming into contact with water. According to Leslie, the learning curve theory is relevant and important to project management because it enables the project manager to estimate how long the execution of the project will take and how the project will improve if done in the future (2006). This assignment will include why the learning curve theory is important and will provide a scenario in which it is being highlighted. It is important as a project member to understand how the Learning Curve Theory will be applied to a project. If the organization I work for was planning to begin using a new HRCloud to control Human Resources of the organization, I would know the learning curve does tie into this. Because HRCloud is a system that will need to be consistently updated, after a year, I could analyze the system’s efficiency and how it progressed over the course of that year. This is how I will apply the Learning Curve Theory as a project member. ...
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...Birla Institute of Technology, Mesra, Ranchi, Jharkhand, India Syllabus of Master of Urban Planning [MUP] Programme |FIRST SEMESTER | |NO. |SUBJECT |L. |T. |S. |Units | |MUP1101 |History of Human Settlement & Planning Principles |3 |0 |0 |1.0 | |MUP1103 |Housing & Community Planning |3 |0 |0 |1.0 | |MUP1105 |Planning Theory and Techniques |3 |0 |0 |1.0 | |TRS1017 |GIS with introduction to Remote Sensing |3 |0 |0 |1.0 | | Sessional / Laboratory subjects | |MUP1102 |Planning Studio / Workshop I (With Field study) |0 |0 |12 |1.5 | |MUP 1104 |Urban Design |0 |0 |4 ...
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...Leadership: Inherent or developed? Gary Mason Regent University June 26, 2016 Leadership: Inherent or developed? Introduction Leadership is required in nearly every aspect of our lives; it is so important that leadership, and the traits that make up leadership, have been studied extensively for decades. In industry the viability of the organization depends so heavily on leadership that many companies fail, not due to a poor product, or bad marketing but simply due to poor leadership since “…leadership…may affect work team processes and results”. (Santos, Caetano, & Tavares, 2015, p. 470) Although “nearly $15 billion is spent yearly…” (Prager, 2016, p. 30) on leadership development programs “study after study says leadership development is not effective, senior leaders don’t believe it works”! (Prager, 2016, p. 30) With the amount of money being spent on leadership development, clearly there is a belief that it is possible to train someone to become a leader. Still, “86% of HR and business leaders see leadership shortfalls as a top-three issue”. (Prager, 2016, p. 32) If leadership development is important enough to spend $15 billion dollars a year to provide, yet 86% of business leaders and Human Resource officers still consider the development of leadership skills a significant issue because of remaining shortfalls in leadership in spite of the investment, there is plainly a disconnect. But, what attributes or skills are recognized as good leadership traits? According...
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...Academic Literacy: CETM11 Assignment 1 The application of knowledge management in hospitals and its effects on organizational culture: A Brief Comparative Literature Review. Prepared by: Yusef Haddad Submitted to: Dr. Lynn Humphries Title of the paper | Yun, E. K. (2013), ‘Predictors of attitude and intention to use knowledge management system among Korean nurses’ Nurse Education Today, 33 (12), pp. 1477–1481. Accessible from: http://www.sciencedirect.com/science/article/pii/S0260691713001974 (Read: 8 November 2014) | 1) What are the research/telling question or questions? | The core goal of this research paper is to key out the organizational and individual factors that are influencing the intention and attitude to make use of Knowledge Management systems amongst Korean nurses.The research also hypothesizes that the adoption of a knowledge management system can be molded by both organizational as well as individual constraints, and for the investigation of this issue the author made use of the framework of technology-organization-environment. | 2) What are the key concepts? | Nurses, Knowledge management, Organizational culture, Hospital information system, technology-organization-environment, nurses’ informatics competency. | 3) What methods are used? | Yun (2013) used a cross-sectional survey that was descriptive and correlational. This survey was acclimated the elements that touch the adoption of nurturing knowledge management amongst nurses in Korea...
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...complete an in-house facility orientation. During this orientation, agency nurses receive New York State mandated in-services, such as patient abuse and HIPPA. The nurses also receive specific instruction regarding emergency procedures, medication policy, employee conduct and procedures. However, specific unit policies and procedures, location of specific supplies are not included in the general orientation. Upon completion of the orientation, the agency nurse receives no further orientation or precepting. Thus when an agency nurse enters HCC for their first shift they are functioning independently and with limited knowledge. This is clearly a problem, which varies in degree of potential danger to patients based on the specific unit assignment. For instance, on the 7-3 shift there are 2 nurses per floor, a charge nurse and a secondary nurse. In this situation, new agency nurses have an opportunity to work in close cooperation, ask questions and seek guidance from a more seasoned and knowledgeable nurse. In contrast, the 3-11 and 11-7 shifts consist of a single nurse...
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...Annotated Bibliography Dial-up Internet Access Reynolds, D. (1993). Evaluating Dial-Up Internet access options. Computers In Libraries, 13(8), 86. Retrieved October 2014, from Ebscohost Online Library: http://eds.b.ebscohost.com/ehost/detail/detail?sid=a4049de6-8035-470b-bb50-77b0b3baaebd%40sessionmgr113&vid=0&hid=122&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=a9h&AN=9312014331 Dial-up internet access uses the regular telephone lines to connect customers to the internet. The remote locations will only need to a computer with a modem to “dial” out to an Internet Service Provider (ISP) using the phone lines currently available. The major advantage to dial-up internet access is that it is very simple to set up and is quite possible the cheapest way for an individual to get to the internet. A primary disadvantage to using dial-up internet access is that it is extremely slow with transfer speeds. The article provides some insight into how to determine the best dial up provider for an end user. It also describes some of the alternate costs associated with using dial up service, as well as some limited discussion of system performance and functionality considerations. I believe the article would be best used as general reference for NHS to determine the best dial-up provider to use at the various remote offices. The article also contains a section discussing regarding the speed of the dial-up in relationship to the connection time which is an important factor for users...
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...APPENDIX Checklists A Checklist A-1 Reviewing a Budget 1. Is this budget static (not adjusted for volume) or flexible (adjusted for volume during the year)? 2. Are the figures designated as fixed or variable? 3. Is the budget for a defined unit of authority? 4. Are the line items within the budget all expenses (and revenues, if applicable) that are controllable by the manager? 5. Is the format of the budget comparable with that of previous periods so that several reports over time can be compared if so desired? 6. Are actual and budget for the same period? 7. Are the figures annualized? 8. Test one line-item calculation. Is the math for the dollar difference computed correctly? Is the percentage properly computed based on a percentage of the budget figure? 333 334 APPENDIX A Checklists Checklist A-2 Building a Budget 1. What is the proposed volume for the new budget period? 2. What is the appropriate inflow (revenues) and outflow (cost of services delivered) relationship? 3. What will the appropriate dollar cost be? (Note: this question requires a series of assumptions about the nature of the operation for the new budget period.) 3a. Forecast service-related workload. 3b. Forecast non–service-related workload. 3c. Forecast special project workload if applicable. 3d. Coordinate assumptions for proportionate share of interdepartmental projects. 4. Will additional resources be available? 5. Will this budget accomplish the appropriate managerial objectives for...
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...STA1610/101/3/2016 Tutorial Letter 101/3/2016 Introduction to Statistics STA1610 Semesters 1 & 2 Department of Statistics IMPORTANT INFORMATION: This tutorial letter contains important information about your module and includes the assignment questions for both semesters. BAR CODE Learn without limits. university of south africa CONTENTS Page 1 INTRODUCTION ..................................................................................................................4 1.1 Tutorial matter.......................................................................................................................4 2 PURPOSE OF AND OUTCOMES FOR THE MODULE ..........................................................5 2.1 Purpose ...............................................................................................................................5 2.2 Outcomes.............................................................................................................................5 3 LECTURER(S) AND CONTACT DETAILS .............................................................................6 3.1 Lecturer(s)............................................................................................................................6 3.2 Department ..........................................................................................................................6 3.3 University ........................................................................
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...capabilities in M&A, PE & India Entry Strategy Many Services…One Goal MERGERS & ACQUISITIONS INDIA ENTRY STRATEGY PRIVATE EQUITY One of the top ten Investment Bankers and winner of the M&A Atlas Awards – Deal of the Year 2011, ACQ Global Award 2009 for ‘Corporate and M&A Advisory firm of the year-India’ o Co po ate a d & dv so y o t e yea da Multi–dimensional focus, covering all major sectors and industries Current focus with mid market and growing Corporates, while having strong relationships with top business houses in the country E Experienced & S bl M i d Stable Management, l di leading a team of >35 f 35 professionals, 70% of the team averaging 6+ years with Singhi Strong relationship and confidence from existing clients with 60% repeat business and 80% strike rate Live relationship with >250 Corporates, resulting in >800 ve e at o s p w t 50 Co po ates, esu t g 800 completed assignments. CORPORATE RESTRUCTURING DEBT SYNDICATION CORPORATE ADVISORY Global Reach Exclusive Indian Member of “Mergers-Alliance”, a leading international network of independent Investment Banking Firms and Corporate Finance advisory firms offering seamless services on mid-market transactions With the successful closure of more than 90 transactions valued at over Euro 5 billion to its credit Mergers-Alliance is ranked No 19 credit, No. globally by Thomson Financial Table Mergers-Alliance helps us offer clients a global platform, seamless service and enhanced access to global opportunities...
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... Guildford, UK Jon M. Kleinberg Cornell University, Ithaca, NY, USA Alfred Kobsa University of California, Irvine, CA, USA Friedemann Mattern ETH Zurich, Switzerland John C. Mitchell Stanford University, CA, USA Moni Naor Weizmann Institute of Science, Rehovot, Israel Oscar Nierstrasz University of Bern, Switzerland C. Pandu Rangan Indian Institute of Technology, Madras, India Bernhard Steffen TU Dortmund University, Germany Madhu Sudan Microsoft Research, Cambridge, MA, USA Demetri Terzopoulos University of California, Los Angeles, CA, USA Doug Tygar University of California, Berkeley, CA, USA Gerhard Weikum Max Planck Institute for Informatics, Saarbruecken, Germany Richard Hull Jan Mendling Stefan Tai (Eds.) Business Process Management 8th International Conference, BPM 2010 Hoboken, NJ, USA, September 13-16, 2010 Proceedings 13 Volume Editors Richard Hull IBM Research, Thomas J. Watson Research Center 19 Skyline Drive, Hawthorne, NY 10532, USA E-mail: hull@us.ibm.com Jan Mendling Humboldt-Universität zu Berlin, Institut für Wirtschaftsinformatik Unter den Linden 6, 10099 Berlin, Germany E-mail: contact@mendling.com Stefan Tai Karlsruhe Institute of Technology (KIT) Englerstraße 11, Gebäude 11.40, 76131 Karlsruhe, Germany E-mail: stefan.tai@kit.edu Library of Congress Control Number: 2010933361 CR Subject Classification (1998): D.2, F.3, D.3, D.1, D.2.4, F.2 LNCS Sublibrary: SL 3 – Information Systems and Application, incl. Internet/Web and HCI ISSN ISBN-10...
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...2014-2015 Undergraduate Academic Calendar and Course Catalogue Published June 2014 The information contained within this document was accurate at the time of publication indicated above and is subject to change. Please consult your faculty or the Registrar’s office if you require clarification regarding the contents of this document. Note: Program map information located in the faculty sections of this document are relevant to students beginning their studies in 2014-2015, students commencing their UOIT studies during a different academic year should consult their faculty to ensure they are following the correct program map. i Message from President Tim McTiernan I am delighted to welcome you to the University of Ontario Institute of Technology (UOIT), one of Canada’s most modern and dynamic university communities. We are a university that lives by three words: challenge, innovate and connect. You have chosen a university known for how it helps students meet the challenges of the future. We have created a leading-edge, technology-enriched learning environment. We have invested in state-of-the-art research and teaching facilities. We have developed industry-ready programs that align with the university’s visionary research portfolio. UOIT is known for its innovative approaches to learning. In many cases, our undergraduate and graduate students are working alongside their professors on research projects and gaining valuable hands-on learning, which we believe is integral...
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...| 1 the 2 of 3 and 5 a 5 to 6 in 8 is 9 be 9 that 9 was 10 he 11 for 11 it 14 with 15 as 15 his 17 I 17 on 18 have 19 at 20 by 20 not 21 they 21 this 22 had 24 are 25 but 26 from 27 or 28 she 29 an 30 which 30 you 31 one 32 we 34 all 34 were 35 her 35 would 36 there 40 their 40 will 41 when 41 who 42 him 43 been 44 has 44 more 45 if 45 no 47 out 48 do 49 so 50 can 50 what 52 up 53 said 54 about 54 other 55 into 55 than 56 its 57 time 59 only 60 could 60 new 60 them ...
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...2454 Federal Register / Vol. 76, No. 9 / Thursday, January 13, 2011 / Proposed Rules 1. Electronically. You may submit electronic comments on this regulation to http://www.regulations.gov. Follow the ‘‘Submit a comment’’ instructions. 2. By regular mail. You may mail written comments to the following address only: Centers for Medicare & Medicaid Services, Department of Health and Human Services, Attention: CMS–3239– P, P.O. Box 8010, Baltimore, MD 21244– 8010. Please allow sufficient time for mailed comments to be received before the close of the comment period. 3. By express or overnight mail. You may send written comments to the following address only: Centers for Medicare & Medicaid Services, Department of Health and Human Services, Attention: CMS–3239–P, Mail Stop C4–26–05, 7500 Security Boulevard, Baltimore, MD 21244–1850. 4. By hand or courier. If you prefer, you may deliver (by hand or courier) your written comments before the close of the comment period to either of the following addresses: a. For delivery in Washington, DC— Centers for Medicare & Medicaid Services, Department of Health and Human Services, Room 445–G, Hubert H. Humphrey Building, 200 Independence Avenue, SW., Washington, DC 20201. (Because access to the interior of the Hubert H. Humphrey Building is not readily available to persons without Federal government identification, commenters are encouraged to leave their comments in the CMS drop slots located in the main lobby of the building. A stamp-in...
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...Dream Dare Win www.jeywin.com Annual Report 2007-08 Ministry of Finance Government of India Dream Dare Win 1 www.jeywin.com Dream Dare Win www.jeywin.com FOR PUBLIC CONTACT PURPOSE: Ministry of Finance Department of Economic Affairs North Block, New Delhi - 110 001 Phones: 23095120, 23092453 Website: http://www.finmin.nic.in/the_ministry/dept_eco_affairs/index.html Department of Expenditure North Block New Delhi - 110 001 Phones: 23095661, 23095613 Website: http://www.finmin.nic.in/the_ministry/dept_expenditure/index.html Department of Revenue North Block New Delhi - 110 001 Phones: 23095384, 23095385 Website: http://www.finmin.nic.in/the_ministry/dept_revenue/index.html Department of Disinvestment Block 11 & 14, CGO Complex Lodhi Road, New Delhi -110 003 Phones: 24368528, 24368523, 24368044 Website: http://www.divest.nic.in Department of Financial Services Jeevan Deep Building, Parliament Street, New Delhi 110 001 Phones: 23748721, 23748734 Website: http://www.finmin.nic.in Dream Dare Win 2 www.jeywin.com Dream Dare Win www.jeywin.com Contents Paragraph No. INTRODUCTION Page No. 1 CHAPTER - I Department of Economic Affairs 9 Economic Division 1 11 Budget Division 2 12 Capital Markets Division 3 15 Infrastructure Division 4 19 Fund Bank Division (including UN Branch) 5 23 Foreign Trade Division 6 26 Aid Accounts & Audit Division ...
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...This page was intentionally left blank This page was intentionally left blank Hands-On Ethical Hacking and Network Defense Second Edition Michael T. Simpson, Kent Backman, and James E. Corley ———————————————————————— Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Copyright 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated...
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