...QUALIFICATION HANDBOOK Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) (3978-51/52/53/54/55/56) December 2011 Version 3.1 (February 2012) Qualification at a glance Subject area City & Guilds number Age group approved Entry requirements Assessment Fast track Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) 3978 19+ There are no entry requirements Portfolio of Evidence, Practical Demonstration/Assignment. Automatic approval is available for centres offering the 3172 Level 4 NVQ in Health and Social Care – Adults 100/4794/3 and the 3078 Level 4 NVQ in Leadership and Management for Care Services 500/4105/8 Learner logbook and Smartscreen Consult the Walled Garden/Online Catalogue for last dates City & Guilds number 3978-51 Accreditation number 600/0573/7 Support materials Registration and certification Title and level Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Children and Young People’s Residential Management) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Children and Young People’s Management) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Children and Young People’s Advanced Practice) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Adults’...
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...IS 3440 Final Exam Study Guide Question Course Reference Number Objective 1. 1.1 Security Strategies in Linux Platforms and Applications, Pages 22–23 2. 1.2 Security Strategies in Linux Platforms and Applications, Page 7 3. 1.3 Security Strategies in Linux Platforms and Applications, Page 21 4. 1.4 Security Strategies in Linux Platforms and Applications, Page 24 5. 1.5 Security Strategies in Linux Platforms and Applications, Page 10 6. 2.1 Security Strategies in Linux Platforms and Applications, Page 69 7. 2.2 Security Strategies in Linux Platforms and Applications, Page 62 8. 2.3 Security Strategies in Linux Platforms and Applications, Page 39 9. 2.4 Security Strategies in Linux Platforms and Applications, Page 37 10. 2.5 Security Strategies in Linux Platforms and Applications, Page 40 11. 3.1 Security Strategies in Linux Platforms and Applications, Pages 95–97 12. 3.2 Security Strategies in Linux Platforms and Applications, Page 85 13. 3.3 Security Strategies in Linux Platforms and Applications, Page 88 14. 3.3 Security Strategies in Linux Platforms and Applications, Page 104 15. 3.5 Security Strategies in Linux Platforms and Applications, Page 97 16. 4.1 Security Strategies in Linux Platforms and Applications, Pages 116–117 17. 4.2 Security Strategies in Linux Platforms and Applications, Page 138 18. 4.2 Security Strategies in Linux Platforms and Applications, Page 134 19. 4.4 Security Strategies in Linux Platforms and Applications...
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...Solution* for Chapter 1 Exercise* Solutions for Chapter 1 Exercises 1.1 5, CPU 1.2 1, abstraction 1.3 3, bit 1.4 8, computer family 1.5 19, memory 1.6 10, datapath 1.7 9, control 1.8 11, desktop (personal computer) 1.9 15, embedded system 1.10 22, server 1.11 18, LAN 1.12 27, WAN 1.13 23, supercomputer 1.14 14, DRAM 1.15 13, defect 1.16 6, chip 1.17 24, transistor 1.18 12, DVD 1.19 28, yield 1.20 2, assembler 1.21 20, operating system 1.22 7, compiler 1.23 25, VLSI 1.24 16, instruction 1.25 4, cache • 1.26 17, instruction set architecture Solutions for Chapter 1 Exercises 1.27 21, semiconductor 1.28 26, wafer 1.29 i 1.30 b 1.31 e 1.32 i 1.33 h 1.34 d 1.35 f 1.36 b 1.37 c 1.38 f 1.39 d 1.40 a 1.41 c 1.42 i 1.43 e 1.44 g 1.45 a 1.46 Magnetic disk: Time for 1/2 revolution =1/2 rev x 1/7200 minutes/rev X 60 seconds/ minutes 3 4.17 ms Time for 1/2 revolution = 1/2 rev x 1/10,000 minutes/rev X 60 seconds/ minutes = 3 ms Bytes on center circle = 1.35 MB/seconds X 1/1600 minutes/rev x 60 seconds/minutes = 50.6 KB Bytes on outside circle = 1.35 MB/seconds X 1/570 minutes/rev X 60 seconds/minutes = 142.1 KB 1.48 Total requests bandwidth = 30 requests/sec X 512 Kbit/request = 15,360 Kbit/sec < 100 Mbit/sec. Therefore, a 100 Mbit Ethernet link will be sufficient. Solution* for Chapter X Exarclsm 1.49 Possible solutions: Ethernet, IEEE 802.3, twisted pair cable, 10/100 Mbit Wireless Ethernet, IEEE 802.1 lb, no medium...
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...World 15 Company 1 | JACAD | Professor Laura Whitcomb | Final Report | March 15, 2011 Arlene iniguez david portillo araksya martirosyan christopher amador jorge lozano CONTENTS PAGE CHAPTER 1 - INTRODUCTION 5 Overview 5 History 5 Position 5 Recent Performance 6 CHAPTER 2 - ORGANIZATION 7 Organization Chart 7 Executives 8 Arlene Iniguez 8 Jorge Lozano 8 Araksya Martirosyan 9 David Portillo 9 Christopher Amador 9 CHAPTER 3 – INDUSTRY ANALYSIS 11 Sales 11 Sales Industry Average 12 Net Income 13 Net Income Industry Average 14 Return on Assets 15 Return on Assets Industry Average 16 Return on Equity 17 Return on Equity Industry Average 18 Stock Price 19 Stock Price Industry Average 19 CHAPTER 4 - OBJECTIVES 21 Weighing Factors 21 Preliminary Weighing Factors 21 Final Weighing Factors 21 CHAPTER 5 – STRATEGIES 22 Mission Statement 22 Broad Strategies 22 Marketing Strategies 22 Price 22 Advertising 22 Salary 23 Commission 23 Hiring 23 Turnover 23 Marketing Plan 24 Financial Strategies 24 Dividends 24 Certificate of Deposits 24 Debt Positions 25 Operations Strategies 25 Research and Development 25 Training...
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...Sep | 7 | 61 | 232 | 58.00 | 1.05 | | Oct - Dec | 8 | 75 | 239 | 59.75 | 1.26 | 2005 | Jan - Mar | 9 | 70 | 265 | 66.25 | 1.06 | | Apr - Jun | 10 | 62 | 267 | 66.75 | 0.93 | | Jul - Sep | 11 | 70 | 268 | 67.00 | 1.04 | | Oct - Dec | 12 | 74 | 277 | 69.25 | 1.07 | 2006 | Jan - Mar | 13 | 64 | 276 | 69.00 | 0.93 | | Apr - Jun | 14 | 72 | 270 | 67.50 | 1.07 | | Jul - Sep | 15 | 76 | 280 | 70.00 | 1.09 | | Oct - Dec | 16 | 72 | 286 | 71.50 | 1.01 | 2007 | Jan - Mar | 17 | 73 | 284 | 71.00 | 1.03 | | Apr - Jun | 18 | 62 | 293 | 73.25 | 0.85 | | Jul - Sep | 19 | 85 | 283 | 70.75 | 1.20 | | Oct - Dec | 20 | 72 | 292 | 73.00 | 0.99 | 2008 | Jan - Mar | 21 | 89 | 292 | 73.00 | 1.22 | | Apr - Jun | 22 | 66 | 308 | 77.00 | 0.86 | | Jul - Sep | 23 | 82 | 312 | 78.00 | 1.05 | | Oct - Dec | 24 | 92 | 309 | 77.25 | 1.19 | 2009 | Jan - Mar | 25 |...
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...Overview Sara Lee Corporation has a vision “to be the first choice of consumers and customers around the world by bringing together innovative ideas, continuous improvement and people who can make things happen.” The company’s vision can be summed up simply with their mission: “To simply delight you…everyday.” The company has been trying to achieve these goals since 1939 when the company began. Sara Lee employs a broad differentiation strategy, and has been diversifying since inception, mainly by acquisition. In 2005, the company, in an effort to raise profitability, began to divest eight of its business. The company’s goal was to increase sales to at least $14 billion, and increase operating profit to 12%. The idea was to focus efforts on the good, beverage and household product industry, which were seen as more profitable, and profits would increase. In 2008, Sara Lee launched an initiative called Project Accelerate. This program was designed to cut costs and increase productivity by focusing on overhead costs, streamlining the supply chain and outsourcing. It is expected to save of sum of $350 to $400 million by the end of 2012. By 2010, Project Accelerate had saved the company $180 million. The management team also decided to buyback $2.5 to $3 billion of common shares over a three year period. Despite their efforts, by the end of 2010, Sara Lee has revenues of just $10.8 billion and the operating profit margin was well below the target 12% at 8.5%. In an attempt to boost...
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... INTRODUCTION TO MICROECONOMICS COURSE GUIDELINE June 2015 CONTENT 1. COURSE STAFF 3 1.2. Communication with Staff 3 2. INFORMATION ABOUT THE COURSE 3 2.2. Teaching times and Locations 3 2.3. Units of Credit 3 2.4. Perquisite and Parallel courses 3 2.5. Relationship of this course to other course offerings 3 2.6. Approach to learning and teaching 4 3. COURSE OBJECTIVES AND OUTCOMES 4 3.2. Course objectives 4 3.3. Student learning and outcomes 4 3.4. Teaching Strategies 4 4. STUDENT RESPONSIBILITIES AND CONDUCT 5 4.1. Workload 5 4.2. Attendance 5 4.3. General Conduct and Behavior 5 4.4. Keeping informed 5 5. LEARNING ASSESSMENT 5 5.1. Assessment details 5 5.2. Assignment Submission Procedure 7 5.3. Late submission 7 5.4. Assignment Format 7 6. ACADEMIC HONESTY AND PLAGIARISM 7 7. STUDENT RESOURCES 8 7.1. Course Resources 8 8. COURSE SCHEDULE 9 COURSE STAFF Teaching Staff: Cao Minh Man PhD Room: A1-308 Phone: Email: cmman@hcmiu.edu.vn Consultant times: To be advised/ also by appointment Tutor: Room: Phone: Email: Consultant times: 1 Communication with Staff Student are advised to contact staff during consultant times, or by arranging an appointment INFORMATION ABOUT THE COURSE 2. Units of Credit UOC value for the course: 3 1 Perquisite and Parallel courses Not applicable 2 Relationship of this course to other course offerings ...
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...Executive Summary The primary objective of this study is to determine the feasibility of implementing a Combined Heat and Power (CHP) or cogeneration plant to meet our polymer production line’s energy needs. Key steps followed were: * Perform an analysis of the energy consumption of the production line * Perform an economic analysis on a variety of potential cogeneration schemes based on the energy and thermal load profiles * Recommend next steps to undertake as a follow up to this study Table 1 below illustrates current energy demands for our production line. Electricity demand is fairly stable over the calendar year, with peaks as expected during production hours, and a fairly high baseload during off production hours. Only 75% of the heating demand can be met by a cogeneration scheme. Demand in heating (hot water) is only necessary during production hours. Part of the electricity demand is to supply the production line with chilled water. The current chiller plant is electric driven. | Summer | Winter | | Weekday | Weekend | Weekday | Weekend | | Day | Night | Day | Night | Day | Night | Day | Night | Electricity consumption (kWh) | 2,205,072 | 836,654 | 309,605 | 126,821 | 2,194,749 | 813,301 | 343,068 | 137,186 | Fuel consumption (kWh) | 3,024,635 | 1,245,438 | - | - | 3,618,453 | 1,489,951 | - | - | Table 1 - Electricity and Gas consumption over a calendar year Table 2 below illustrates possible cogeneration schemes. As heating (hot water) is...
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...International Journal of Business and Management May, 2009 A Review of Theories on Transnational Transfer of HR Practice within Multinationals Tianyuan Yu Institute of Enterprise Management, School of Business, Sun Yat-Sen University International Finance College, Beijing Normal University, Zhuhai Campus Jin Feng Road, Tangjiawan, Zhuhai 519085, China Tel: 86-756-6126-600 E-mail: tianyuanyu@gmail.com Nengquan Wu Institute of Enterprise Management, School of Business, Sun Yat-Sen University 135Xin Gang Xi Road, Guangzhou 510275, China Tel: 86-20-8411-4155 Abstract E-mail: mnswnq@mail.sysu.edu.cn This article discusses the process of transferring human resource (HR) policy and practice internationally within multinational companies (MNCs), and the factors that influence the transfer process. The first section thoroughly surveys the literature on why MNCs transfer HR practices across borders and generalizes three lines of arguments. The second section looks at “what to transfer” with regard to particular HR issues, and points to a gap in the literature. The next section briefly reviews three main methods of transfer adopted by MNCs. Finally, the results of transfer are discussed both prescriptively and descriptively in light of Kostova’s (1999) multilevel model. The arguments presented in this article have two main implications which are summarized in the conclusion. Keywords: Multinational companies, Human resource policy and practice, Transfer 1. Why transfer ...
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...holding of Eskimo Pie, a marketer of branded frozen novelties. Reynolds had few interests outside its aluminum and packaging business, and the Eskimo Pie Corporation, with roughly $47 million in sales, accounted for less than 1% of Reynolds revenues. Reynolds planned to use the proceeds from the sale of Eskimo Pie to fund investments in its core aluminum business. Eskimo Pie was 84% owned by Reynolds Metals, and 4% owned by the Reynolds Foundation. The remaining 12% of the Eskimo Pie was held by various Reynolds family members and a small group of outside investors. Goldman Sachs, a New York investment banking firm, was retained to assist with the sale of Eskimo Pie. Goldman estimated that the sale price of Eskimo Pie would be about 1.2 times 1990 sales, or about $57 million. Nestle Foods paid a comparable multiple for Drumstick, another ice cream novelty company, in 1990. Goldman organized an auction for Eskimo Pie, and Nestle was the highest of six bidders with a price of $61 million. Mr. David Clark, President of Eskimo Pie Corporation, recognized that the sale of Eskimo Pie to Nestle would mean the end of its independence. Nestle was likely to consolidate its ice cream novelty businesses by eliminating Eskimo Pie’s headquarters and management staff. He had struggled to find a way to keep the company independent since he first learned of the sale. But Clark had been unable to raise sufficient funds to purchase Eskimo Pie in a leveraged buyout, and the sale to...
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...T.C BAHÇEŞEHİR ÜNİVERSİTESİ DEVELOPING AN EXPERT-SYSTEM FOR DIABETICS BY SUPPORTING WITH ANFIS Master Thesis ALİ KARA İSTANBUL, 2008 T.C BAHÇEŞEHİR ÜNİVERSİTESİ INSTITUTE OF SCIENCE COMPUTER ENGINEERING DEVELOPING AN EXPERT-SYSTEM FOR DIABETICS BY SUPPORTING WITH ANFIS Master Thesis Ali KARA Supervisor: ASSOC.PROF.DR. ADEM KARAHOCA İSTANBUL, 2008 T.C BAHÇEŞEHİR ÜNİVERSİTESİ INSTITUTE OF SCIENCE COMPUTER ENGINEERING Name of the thesis: Developing an Expert-System for Diabetics by supporting with ANFIS Name/Last Name of the Student: Ali Kara Date of Thesis Defense: Jun .09. 2008 The thesis has been approved by the Institute of Science. Prof. Dr. A. Bülent ÖZGÜLER Director ___________________ I certify that this thesis meets all the requirements as a thesis for the degree of Master of Science. Assoc. Prof. Dr. Adem KARAHOCA Program Coordinator ____________________ This is to certify that we have read this thesis and that we find it fully adequate in scope, quality and content, as a thesis for the degree of Master of Science. Examining Committee Members Assoc.Prof.Dr. Adem KARAHOCA Prof.Dr. Nizamettin AYDIN Asst.Prof.Dr. Yalçın ÇEKİÇ Signature ____________________ ____________________ ____________________ ii To my father ACKNOWLEDGEMENTS This thesis is dedicated to my father for being a role model in front of my educational life. I would like to express my gratitude to Assoc. Prof. Dr. Adem Karahoca, for not only being such...
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...Chapter 12 Leverage and Capital Structure Solution to Problems P12-1. LG 1: Breakeven Point–Algebraic Basic FC (P − VC) $12, 350 Q= = 1, 300 ($24.95 − $15.45) Q= P12-2. LG 1: Breakeven Comparisons–Algebraic Basic (a) Q = FC (P − VC) Q= Q= Q= $45, 000 = 4, 000 units ( $18.00 − $6.75) $30, 000 = 4, 000 units ( $21.00 − $13.50 ) $90, 000 = 5, 000 units $30.00 − $12.00 ) ( Firm F: Firm G: Firm H: (b) From least risky to most risky: F and G are of equal risk, then H. It is important to recognize that operating leverage is only one measure of risk. P12-3. LG 1: Breakeven Point–Algebraic and Graphic Intermediate (a) Q = FC ÷ (P − VC) Q = $473,000 ÷ ($129 − $86) Q = 11,000 units 302 Part 4 Long-Term Financial Decisions (b) Graphic Operating Breakeven Analysis 3000 Profits Breakeven Point Sales Revenue Total Operating Cost 2500 2000 Cost/Revenue ($000) Losses 1500 1000 500 Fixed Cost 0 0 4000 8000 12000 16000 20000 24000 Sales (Units) P12-4. LG 1: Breakeven Analysis Intermediate (a) Q = $73, 500 = 21, 000 CDs ( $13.98 − $10.48) (b) Total operating costs = FC + (Q × VC) Total operating costs = $73,500 + (21,000 × $10.48) Total operating costs = $293,580 (c) 2,000 × 12 = 24,000 CDs per year. 2,000 records per month exceeds the operating breakeven by 3,000 records per year. Barry should go into the CD business. (d) EBIT = (P × Q) − FC − (VC × Q) EBIT = ($13.98 × 24,000) − $73,500 − ($10.48 × 24,000) EBIT = $335,520 − $73,500...
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...This page intentionally left blank SEVENTH EDITION Fundamentals of Heat and Mass Transfer THEODORE L. BERGMAN Department of Mechanical Engineering University of Connecticut ADRIENNE S. LAVINE Mechanical and Aerospace Engineering Department University of California, Los Angeles FRANK P. INCROPERA College of Engineering University of Notre Dame DAVID P. DEWITT School of Mechanical Engineering Purdue University JOHN WILEY & SONS VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR EDITORIAL ASSISTANT MARKETING MANAGER PRODUCTION MANAGER PRODUCTION EDITOR DESIGNER EXECUTIVE MEDIA EDITOR PRODUCTION MANAGEMENT SERVICES Don Fowley Linda Ratts Renata Marchione Christopher Ruel Dorothy Sinclair Sandra Dumas Wendy Lai Thomas Kulesa MPS Ltd. This book was typeset in 10.5/12 Times Roman by MPS Limited, a Macmillan Company and printed and bound by R. R. Donnelley (Jefferson City). The cover was printed by R. R. Donnelley (Jefferson City). Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing...
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...A&M University, College Station, Texas, 77843, U.S.A. Abstract This paper analyzed the economic feasibility of a mobile bioenergy pyrolysis system using a Monte Carlo simulation model. Pyrolysis transforms any cellulosic materials into i) a bio-oil similar to crude oil ii) a synthesis gas similar to natural gas, and iii) a bio-charcoal substance. The pyrolyzer machine is currently being manufactured and tested with various types of feedstocks including corn stover and energy sorghum. The economic analysis focused on creating an automated process that integrates a transportation logistics cost optimization model with geographic information system (GIS) data. The geographic data provides possible paths for the mobile bioenergy pyrolysis unit as it moves to and from each harvest area, depending on stochastic availability of feedstock (determined by historical crop yields) and distance to oil refineries. The results indicated that there is a low probability of a positive Net Present Value (NPV) with current economic conditions. In general, the NPV was highest with a stationary scenario and it decreased with...
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...Supply Chain Management: Challenges, Remedies and the Impact of change - Overview By Adawari Josiah Jumbo Student No.: 15522057 Submitted To Laureate Online Education & University of Liverpool – Online Masters Degree In Partial fulfillment for the award of Master of Science (M.Sc.) Degree in Operations and Supply Chain Management Instructor: Professor Anshuman Khare 2010. ACKNOWLEDGEMENT I am delighted to say thanks my Instructor Professor Anshuman Khare for your professional support and supervision all through this module including this project work for your encouragement is commendable. The learning acquired through interaction with my course mate has been tremendous, I therefore say thanks to my entire class mate. I also appreciate all authors whose works aided me in this project. I am sincerely indebted to all of you. To God, I say thanks for your kindness and support for this programme. Adawari Josiah Jumbo ABSTRACT This research was carried out to find out the challenges and the economic and operational impact of change on supply chain, including the options available to improve the challenges and create increased performance on the chain. To drive home the study we focused on PHRC Limited in Nigeria. We also undertake a comprehensive review of...
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