Scenario 2 Scenario 2 Program Transcri.docx
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Scenario 2 Scenario 2 Program Transcript SEAN: I had some difficulty providing support services to an Ecuadorian immigrant. I'm the only one that is bilingual, so I was assigned the client. However, since I'm only fluent in English and Spanish, it's been difficult, since my client's first language is Quechua. My client does speak some very limited Spanish, but not enough for us to have a clear dialogue. It's my duty to obtain informed consent in a language understandable to my client, but I cannot locate a qualified Quechua translator. I've been struggling with whether I should decline services or provide them, since I know if I decline, the client won't likely be able to seek help elsewhere. NARRATOR: Should Sean decline to provide services to the client? © 2016 Laureate Education, Inc. 1 Scenario 1 Scenario 1 Program Transcript STACEY: I know I'm required as part of my internship to practice under the supervision of an experienced professional. I'm supposed to be consulting with my supervisor on cases. However, I'm also required to protect my clients' confidentiality. My client just shared with me some confidential information and asked me not to tell anyone. I said I wouldn't, but now I'm wondering if I should share it with my supervisor. NARRATOR: Does Stacey have an obligation to keep the information confidential, or does she have an obligation to share it with her supervisor? © 2016 Laureate Education, Inc. 1 .
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TABLE 2.2 Connecting Knowledge of Development and Learning to Teaching Practices
Principles of Child Development and Learning
Developmentally Appropriate Teaching Practices
Children develop holistically
• Teachers plan daily activities and routines to address aesthetic, emotional, cognitive, language, physical, and social development.
• Teachers integrate learning across the curriculum (e.g., mixing language, physical, and social; combining math, science, and reading).
Child development follows an orderly sequence
• Teachers use their knowledge of developmental sequences to gauge whether children are developing as expected, to determine reasonable expectations, and to plan next steps in the learning process.
Children develop at varying rates
• Teachers give children opportunities to pursue activities at their own pace.
• Teachers repeat activities more than once so children can participate according to changing needs and abilities.
• Teachers plan activities with multiple learning objectives to address the needs of more and less advanced learners.
Children learn best when they feel safe and secure
• Teachers develop nurturing relationships with children and remain with children long enough so children can easily identify a specific adult from whom to seek help, comfort, attention, and guidance.
• Daily routines are predictable. Changes in routine are explained in advance so children can anticipate what will happen.
• There is two-way communication between teachers and families, and families are welcome in the program.
• Children have access to images, objects, and activities that reflect their home experiences.
• The early childhood environment complies with all safety requirements.
• Adults use positive discipline to enhance children’s self-esteem, self-control, and problem-solving abilities.
• Teachers address aggression and bullying calmly, firmly, and proactively.
Children are active learners
• Activities, transitions, and routines respect children’s attention span, need for activity and need for social interaction. Inactive segments of the day are short.
• Children participate in gross motor activities every day.
Children learn through a combination of physical experience, social experience, and reflection
• Adults encourage children to explore and investigate. They pose questions, offer information, and challenge children’s thinking.
• Children have many chances to document and reflect on their ideas.
Children learn through mastery and challenge
• Practitioners simplify, maintain, or extend activities in response to children’s functioning and comprehension.
Children’s learning profiles vary
• Teachers present the same information in more than one modality (seeing, hearing, touching) and through different types of activities.
• Children have opportunities to play on their own and with others; indoors and outdoors; with natural and manufactured materials.
Chil.
Sandro Reyes .docx
Sandro Reyes 1
5
Human Impact on the Environment
Every day, I see the harmful impacts of humans on the environment. Just 13 percent of the globe’s oceans remain unsoiled by humanity’s damaging impacts (Carrington, 2018). In the remotest poles and Pacific areas, most of the ocean has no natural marine wildlife. Pollution, huge fishing fleets, and global shipping along with climate change are all degrading the oceans. The vehicles we drive every day, industrial wastes, overpopulation, and fossil fuels, all have negative effects on the environment. Human activities are negatively affecting the environment by degrading it and sooner or later, the earth will not be able to sustain humans.
Overpopulation is now an epidemic with decreased mortality rates, improved medicine, and food sustainability. We are living longer, which is increasing population. The impact of overpopulation includes environmental degradation due to cutting down of trees to create space. With less trees to filter the air, an increase in carbon dioxide levels is damaging every single organism (Interesting Engineering, 2019). Another effect of overpopulation is overdependence on fossil fuels such as coal and oil, which emit plentiful carbon oxide into the air. With increased population, humans need more space, which damage ecosystems and augment carbon dioxide emissions.
Pollution is another impact of human activities on the environment. From trash, industrial wastes to carbon dioxide emissions into the air, pollutions is inevitable. Over 2.4 billion individuals have no access to sources of clean water. Human activities continue to deplete indispensable resources such as soil, water, and air. United States, for example, produces 147 million metric tons of air pollution annually (Interesting Engineering, 2019). Air quality in developing nations continues to plummet as well. This means that we are engaging in activities that are hurting the environment.
Global warming is one of the greatest causes of environmental degradation contributed by human activities. Some people do not believe that global warming is real. However, that is not true, and its major contributors include carbon dioxide emissions from respiration, deforestation, and burning fossil fuels. Each year, we continue to contribute to levels of carbon dioxide globally. Current levels exceed 400 PPM, and the rise in carbon dioxide emissions are attributed to an increase in global temperatures (Interesting Engineering, 2019). The result is the melting of arctic glaciers and land ice, which will increase sea levels, and have negative effects on oceanic life.
Climate change is another impact on the environment that is being caused by us. It is linked .
Scanned with CamScannerResearch Summary (paper)For thi.docx
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Research Summary (paper)
For this assignment you summarize one of the experimental research studies from your research collection.
(I did not make one, feel free to choose any research that has to do with psychology.)
Check out Audris Oh's research summary I put in the files -- it's a great model.
Write your summary in 5 pages or so, basically summarizing each of the major sections - literature review, methods section, results section and discussion. Let the abstract at the beginning of the paper guide you (It's just one paragraph but is a great guide). Why was the study done and how does it fit in with other work in the field (the intro or lit review)? What was the actual experiment (the methods section)? What were the results (the results section)? Why is it important (the discussion section)? Conclude your paper with a personal reaction -- does this fit with what you’ve seen? How might you use any insight the study provides?
Include the pdf of the article (or link to it) and the reference to the article in APA style. Here's an example of a reference:
Stein, S., Isaacs, G., & Andrews, T. (2004). Incorporating authentic learning experiences within a university course. Studies in Higher Education, 29(2), 239-258.
Example of how the essay should look like: https://middlesexcc.libguides.com/ld.php?content_id=7578609
Mendel, 150 years on
T.H. Noel Ellis1, Julie M.I. Hofer1, Gail M. Timmerman-Vaughan2, Clarice J. Coyne3
and Roger P. Hellens4
1
Institute of Biological, Environmental & Rural Sciences, Aberystwyth University, Gogerddan Campus, Aberystwyth,
Ceredigion, SY23 3EB, UK
2
The New Zealand Institute for Plant & Food Research Ltd, Christchurch 8140, New Zealand
3
USDA-ARS Western Regional Plant Introduction Station, Washington State University, Pullman, Washington, USA
4
The New Zealand Institute for Plant & Food Research Ltd, Auckland, New Zealand
Review
Mendel’s paper ‘Versuche über Pflanzen-Hybriden’ is the
best known in a series of studies published in the late 18th
and 19th centuries that built our understanding of the
mechanism of inheritance. Mendel investigated the seg-
regation of seven gene characters of pea (Pisum sativum),
of which four have been identified. Here, we review what
is known about the molecular nature of these genes,
which encode enzymes (R and Le), a biochemical regula-
tor (I) and a transcription factor (A). The mutations are: a
transposon insertion (r), an amino acid insertion (i), a
splice variant (a) and a missense mutation (le-1). The
nature of the three remaining uncharacterized characters
(green versus yellow pods, inflated versus constricted
pods, and axial versus terminal flowers) is discussed.
Mendel’s studies: species, traits and genes
Mendel’s paper ‘Versuche ü ber Pflanzen-Hybriden’ [1] is
the best known in a series of studies published in the late
18th and 19th centuries [2–4] that built our understanding
of the mechanism of inheritance [5]. The title of M.
Scanned with CamScannerHACCP Recipe TermsCheck tempe.docx
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HACCP Recipe Terms
Check temperature of food at least every four hours and record
Check temperature of storage area at beginning of shift.
Cook eggs, poultry, fish, and meat in a microwave oven to a minimum temperature of 165 degrees F.
Cook fish to a minimum of 145 degrees F for 15 seconds.
Cook ground meats to a minimum of 155 degrees F for 15 seconds.
Cook poultry to a minimum of 165 degrees F for 15 seconds.
Cook vegetables to a temperature of 135 degrees F or higher.
Cooked food should be cooled from 135 degrees F to 70 degrees F within 2 hours and from 70 degrees F to 41 degrees F or lower in an additional 4 hours.
Cool foods to at least 70 degrees F before refrigerating or freezing.
Crack egg in separate bowl before combining to larger bowl.
Discard food held in the temperature danger zone for longer than four hours.
Hold cold foods at an internal temperature of 41 degrees F or lower.
Hold frozen foods at a temperature of 0 degrees F or lower.
Thaw food in a microwave oven if it will be cooked immediately after.
Hold hot foods at a minimum internal temperature of 135 degrees F or higher.
Hold hot foods at a minimum internal temperature of 135 degrees F or higher.
Inspect can before opening for swollen ends, rust, or dents.
Label food for storage with ingredient list and date of preparation.
Prepare raw foods separately from ready to eat foods.
Reduce the size or quantity of food to be cooled.
Reheat food to 165 degrees F for 15 seconds.
Remove from the refrigerator only as much product as can be prepared at one time.
Remove jewelry
Rotate products to ensure that the oldest inventory is used first.
Sanitize work surface, equipment, and utensils.
Store chemicals away from food products.
Store cut melons at 41 degrees F or lower.
Store fresh-cut produce between 33 to 41 degrees F to maintain quality.
Store raw meat, poultry, and fish in the bottom of the refrigerator.
Thaw food by submerging under running potable water at a temperature of 70 degrees F or lower.
Thaw food in a microwave oven if it will be cooked immediately after.
Thaw food in the refrigerator at 41 degrees F or lower.
Use a clean, sanitized, and calibrated thermometer to measure the internal temperature of foods.
Wash all fresh fruit prior to serving
Wash your hands
Wear gloves
Wear hairnet
Standardized Recipe Form
Recipe Name_____________________________________ Category_______________________________ Recipe #__________________________
(i.e., entrée, breads)
HACCP Process: _____ 1 – No Cook _____ 2 – Cook & Same Day Serve _____ 3 – Cook, Cool, Reheat, Serve
Ingredients
For ___________Servings
Directions: Include step by step instructions, the critical control points (CCP-specific points at which a hazard can be reduced, eliminated or prevented) and critical limit (time and/or temperature that must be achieved to control a hazard).
Weight
Measure
Serving Size___________________ Pan Size_______________.
Scan by Easy Scanner© 2011 Natur.docx
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Nature GeNetics VOLUME 43 | NUMBER 10 | OCTOBER 2011 1 0 3 5
l e t t e r s
Brassica nigra (B genome) and B. oleracea (C genome) having formed
the amphidiploid species B. juncea (A and B genomes), B. napus
(A and C genomes) and B. carinata (B and C genomes) by hybridiza-
tion. Comparative physical mapping studies have confirmed genome
triplication in a common ancestor of B. oleracea11 and B. rapa12 since
its divergence from the A. thaliana lineage at least 13–17 MYA6,7,13.
Using 72× coverage of paired short read sequences generated by
Illumina GA II technology and stringent assembly parameters, we
assembled the genome of the B. rapa ssp. pekinensis line Chiifu-401-42
and analyzed the assembly (Online Methods and Supplementary Note).
The final assembly statistics are summarized in Table 1. The assembled
sequence of 283.8 Mb was estimated to cover >98% of the gene space
(Supplementary Table 1) and is greater than the previous estimated
size of the euchromatic space, 220 Mb14. The assembly showed excellent
agreement with the previously reported chromosome A03 (ref. 15) and
with 647 bacterial artificial chromosomes (BACs)14 (Online Methods)
sequenced by Sanger technology. Integration with 199,452 BAC-end
sequences produced 159 super scaffolds representing 90% of the assem-
bled sequences, with an N50 scaffold (N50 scaffold is a weighted median
statistic indicating that 50% of the entire assembly is contained in scaf-
folds equal to or larger than this value) size of 1.97 Mb. Genetic mapping
of 1,427 markers in B. rapa allowed us to produce ten pseudo chromo-
somes that included 90% of the assembly (Supplementary Table 2).
We found the difference in the physical sizes of the A. thaliana
and B. rapa genomes to be largely because of transposable elements
(Supplementary Table 3). Although widely dispersed throughout the
genome, as shown in Figure 1, the transposon-related sequences were
most abundant in the vicinity of the centromeres. We estimated that
transposon-related sequences occupy 39.5% of the genome, with the
proportions of retrotransposons (with long terminal repeats), DNA
transposons and long interspersed elements being 27.1%, 3.2% and
2.8%, respectively (Supplementary Tables 4 and 5).
We modeled and analyzed protein coding genes (described in the
Online Methods and the Supplementary Note). We identified 41,174
protein coding genes, distributed as shown in Figure 1. The gene models
have an average transcript length of 2,015 bp, a coding length of 1,172
bp and a mean of 5.03 exons per gene, both similar to that observed in
A. thaliana16. A total of 95.8% of gene models have a match in at least
one of the public protein databases and 99.3% are represented among
the public EST collections o.
Scanned with CamScanner1 STANDARIZATION OF A B.docx
This document provides instructions for a two-part experiment involving titration. In part A, students will standardize a NaOH solution by titrating it against a primary standard of KHP. In part B, students will use their standardized NaOH solution to determine the concentration of acetic acid in a vinegar sample through titration. Key steps and concepts discussed include buret usage, endpoint determination, stoichiometric calculations to determine concentration from titration data, and the purpose and characteristics of primary standards.
Scanlon Technologies, Inc. Anne Scanlon founded Scanlon Technol.docx
Scanlon Technologies, Inc.
*
Anne Scanlon founded Scanlon Technologies, Inc., in 1993. The company designed and manufactured high-tech products that were used in various industries ranging from semiconductor to aviation. Over the years, Scanlon Technologies reported a compound annual growth rate in revenues of over 20% due to high demand for the company’s products and Anne’s superior management skills. By the end of 1996, it was clear that any further growth would have to come from international expansion. However, establishing manufacturing operations and opening up sales and marketing offices abroad required a significant amount of capital. Anne considered investing more of her own money into the business; however, given that she already had most of her wealth tied up in the company, she decided against the idea. Moreover, she believed that the amount of funds Scanlon Technologies needed to raise for expansion was in the tens of millions. In her mind, there was only one clear solution—go public.
In September 1996, Anne hired J.P. Suisse, a top tier investment bank, to take Scanlon Technologies public. On January 1, 1997, the company, which was authorized by the State of Delaware to sell 20 million common stock and 10 million preferred stock, issued one million shares of common stock in an Initial Public Offering (IPO) and began trading on the New York Stock Exchange under the ticker symbol STI. The stock, which had a par value of $1, was sold for $20 per share and climbed to $26 a share by the end of its first trading day.
As expected, the funds raised in the IPO were used to open offices all over the world as well as build a second manufacturing plant in Toronto, Canada. Over the next couple of years, business was good and the company was able to generate enough cash to maintain its level of operations.
In October 1999, Anne learned that Kadehjian
Solution
s Coporation, a competitor, was considering the option of being acquired. Anne believed that such an acquisition would position Scanlon Technologies as the industry leader. One of Kadehjian’s requirements for such an acquisition was that it be an all-cash transaction. Anne knew that this would require Scanlon Technologies to raise approximately $7 million.
Ann contracted J.P. Suisse to discuss raising these funds through the capital markets. The managing directors at J.P. Suisse recommended that Scanlon Technologies employ a combination of debt and equity securities. Anne agreed and on January 1, 2000, the company issued an additional one hundred thousand shares of its $1 par value common stock at $40 per share. On the same day, the company issued $2 million in bonds at 95.8, due in 5 years with 5% interest payable annually (at year end). The market interest rate at the time was 6% per year. Also on January 1, 2000, Scanlon Technologies issued $1.3 million in zero-coupon (i.e. no interest) convertible bonds, also due in 5 years. Each $1,000 bond converted into 20 shares of its commo.
scan the following 2 poems by Robert Herrick. analyze each poems rhy.docx
scan the following 2 poems by Robert Herrick. analyze each poems rhyme and verse and its meter and number of feet. then in a short paragraph, tell me what you think.
Upon Julia's Breasts
Display thy breasts, my Julia, there let me
Behold that circummortal purity;
Between whose glories, there my lips I'll lay,
Ravished in that fair Via Lactea.
Upon a Child That Died
Here she lies, a pretty bud,
Lately made of flesh and blood,
Who as soon fell fast asleep
As her little eyes did peep.
Give her strewings, but not stir
The earth that lightly covers her.
.
SBUX ISIncome Statement - As Reported 10K in millionsIncome Statem.docx
SBUX ISIncome Statement - As Reported 10K in millionsIncome Statement - As Reported 10Q in millions9/30/139/30/149/30/159/30/169/30/179/30/18TTM12/30/173/30/186/30/189/30/1812/29/18TTM Company-operated stores$11,793.2$12,977.9$15,197.3$16,844.1$17,650.719,690.320,318.8 Company-operated stores4,741.84,828.05,060.45,060.1$5,370.3020,318.8 Total specialty$3,073.6$3,469.9$3,965.4$4,471.8$4,736.15,029.24,959.6 Total specialty1,331.91,203.81,249.91,243.5$1,262.404,959.6 Licensed stores$1,360.5$1,588.6$1,861.9$2,154.2$2,355.02,652.22,706.9 Licensed stores682.4625.6660.6683.6$737.102,706.9 CPG, foodservice and other$1,713.1$1,881.3$2,103.5$2,317.6$2,381.12,377.02,252.7 CPG, foodservice and other649.5578.2589.3559.9$525.302,252.7Total net revenues$14,866.8$16,447.8$19,162.7$21,315.9$22,386.8$24,719.525,278.4Total net revenues6,073.76,031.86,310.36,303.6$6,632.7025,278.4 Cost of sales including occupancy costs-$6,382.3-$6,858.8-$7,787.5-$8,511.1-$9,038.2-10,174.5-10,434.2 Cost of sales including occupancy costs-2,502.9-2,516.0-2,554.9-2,604.6($2,758.70)-10,434.2 Store operating expenses-$4,286.1-$4,638.2-$5,411.1-$6,064.3-$6,493.3-7,193.2-7,449.2 Store operating expenses-1,737.0-1,789.6-1,825.0-1,841.6($1,993.00)-7,449.2 Other operating expenses-$431.8-$457.3-$522.4-$545.4-$553.8-539.3-532.2 Other operating expenses-141.6-134.3-148.0-156.7($93.20)-532.2 Depreciation and amortization expenses-$621.4-$709.6-$893.9-$980.8-$1,011.4-1,247.0-1,321.6 Depreciation and amortization expenses-258.8-331.6-330.0-326.6($333.40)-1,321.6 General and administrative expenses-$937.9-$991.3-$1,196.7-$1,360.6-$1,393.3-1,759.0-1,797.8 General and administrative expenses-379.1-405.8-468.7-460.0($463.30)-1,797.8 Restructuring and impairments$0.0$0.0$0.0$0.0-$153.5-224.4-240.0 Restructuring and impairments-27.6-134.7-16.9-45.2($43.20)-240.0 Litigation credit / charge-$2,784.1$20.2$0.0$0.0$0.0$0.0Income from equity investees89.452.771.487.7$67.80279.6Income from equity investees$251.4$268.3$249.9$318.2$391.4301.2279.6Operating income / loss1,116.1772.51,038.2956.6$1,015.703,783.0Operating income / loss-$325.4$3,081.1$3,601.0$4,171.9$4,134.7$3,883.33,783.0Gain resulting from acquisition of joint venture1,326.3Net interest and other income62.3483-$24.8074.9 Gain resulting from acquisition of joint venture$0.0$0.0$390.6$0.0$0.01,376.4$0.0 Interest income and other, net88.2313239$24.80126.0Loss on divestiture of certain operations$0.0$0.0-$61.1$0.0$0.0499.2 Interest expense-25.9-503($75.00)-77.0 Interest income and other, net$123.6$142.7$43.0$108.0$275.3191.4$126.0Earnings / loss before income taxes3,005.9363236$965.501,068.7 Interest expense-$28.1-$64.1-$70.5-$81.3-$92.5-170.3-$77.0Income tax expense / benefit-755.8-35-45-64($205.10)-349.4Earnings / loss before income taxes-$229.9$3,159.7$3,903.0$4,198.6$4,317.5$5,780.0$1,068.7Net earnings / loss including noncontrolling interests2,250.18161,027932$760.403,534.721.83%Net earnings / loss attributab.
Scan the articles in the attached course text. Write a discussi.docx
Scan the articles in the attached course text. Write a discussion initial post on one of the articles. Choose the one that interests you most.
1.Provide a very brief overview of what you think are the key points (a literature review).
2.What about the policy area interests you?
3.What about the information systems involved in the article interested you?
4.How might this article’s research approach help you in your dissertation research project?
(NOTE: Please cut and paste the above-numbered list into your reply to help with organization.)
.
Scale Ratio Variable Histograms are useful for presenting qu.docx
Scale Ratio Variable
Histograms are useful for presenting quantitative data such as the example variable ADULT_CT which describes the number of individuals per household. The variable measurement is scale ratio and as it depicts a number, a histogram is able to reflect the number of individuals belonging to each variable value or interval of values (Mishra, Pandey, Singh & Gupta, 2018).). Histograms divide the variable into equal intervals as shown below in individuals reported per home. The graph indicates nearly 3,000 reporting and displays the individual numbers per interval. The bar levels of the graph make it is easy to discern the average number reporting as 2 per household.
Nominal Variable
As nominal variables depict qualitative data such as in the variable Q87 which describes the level of trust individuals felt towards others, a pie graph would be beneficial to use as it easily displays each group or individual share in the total being examined (Mishra, Pandey, Singh & Gupta, 2018). For example, the pie graph here which shows what percentage of trust was and wasn’t felt toward others. Graphs like these are appropriate for showing a variable that cannot be ordered or numerical in value such as feelings of trust (Frankfort-Nachmias, Leon-Guerrero & Davis, 2020).
References
Frankfort-Nachmias, C., Leon-Guerrero, A., & Davis, G. (2020). Social statistics for a diverse society (9th ed.). Thousand Oaks, CA: Sage Publications.
Mishra, P., Pandey, C. M., Singh, U., & Gupta, A. (2018). Scales of measurement and presentation of statistical data.
Annals of cardiac anesthesia
,
21
(4), 419.
Wagner, III, W.E. (2020).
Using IBM® SPSS® statistics for research methods and social science statistics
(7th ed.). Thousand Oaks, CA: Sage Publications.
Be sure to support your Main Post and Response Post with reference to the week’s Learning Resources and other scholarly evidence in APA Style.
.
Scan 12Scan 13Scan 14Scan 15Scan 16S.docx
Scan 12Scan 13Scan 14Scan 15Scan 16Scan 17Scan 18Scan 19
HIST 308
Sofia Clark
Spring 2020
Research Paper
Sample Outline:
1) Introduction
2) Story of capture
3) Background on British antislavery
4) Background on Royal Navy
5) Background on this specific Royal Navy vessel
6) Story of what treaty was used to condemn the slave ship
7) Background on treaty
8) Background on British relations with treaty country
9) Background on slave trade in this particular region
10) Story of what happens to the captives removed from this particular slave ship
11) Background on the general treatment of liberated Africans
12) Explanation of how the story of your ship exemplifies the broader history of slavery and anti-slavery
Bibliography
1) The slave trade in general (i.e., either the Transatlantic slave trade or Indian Ocean slave trade depending on your ship)
Article (JSTOR): Alkalimat, Abdul. "Slave Trade." In The African American Experience in Cyberspace: A Resource Guide to the Best Web Sites on Black Culture and History, 34-42. LONDON; STERLING, VIRGINIA: Pluto Press, 2004. Accessed May 30, 2020. doi:10.2307/j.ctt183q64x.8.
Article (JSTOR): JUNKER, CARSTEN. "Containing Bodies—Enscandalizing Enslavement: Stasis and Movement at the Juncture of Slave-Ship Images and Texts." In Migrating the Black Body: The African Diaspora and Visual Culture, edited by RAIFORD LEIGH and RAPHAEL-HERNANDEZ HEIKE, 13-29. Seattle; London: University of Washington Press, 2017. Accessed May 30, 2020. www.jstor.org/stable/j.ctvcwnj4v.5.
2) The slave trade in the specific area of Africa in which your ship embarked enslaved African captives (e.g., Bight of Benin, Senegambia, Angola).
Book (JSTOR): Strickrodt, Silke. "The Atlantic Connection: Little Popo & the Rise of Afro-European Trade on the Western Slave Coast, C. 1600 to 1702." In Afro-European Trade in the Atlantic World: The Western Slave Coast, C. 1550- C. 1885, 65-101. Woodbridge, Suffolk; Rochester, NY: Boydell & Brewer, 2015. Accessed May 30, 2020. doi:10.7722/j.ctt7zst5n.9.
Article (JSTOR): Graham, James D. "The Slave Trade, Depopulation and Human Sacrifice in Benin History: The General Approach." Cahiers D'Études Africaines 5, no. 18 (1965): 317-34. Accessed May 30, 2020. www.jstor.org/stable/4390897.
3) Slavery in the region to which your ship was heading (e.g., Cuba, Bahia, Pernambuco).
Book (One Search): Schneider, Elena Andrea. The Occupation of Havana: War, Trade, and Slavery in the Atlantic World. North Carolina Scholarship Online. Williamsburg, Virginia : Chapel Hill: Omohundro Institute of Early American History and Culture ; University of North Carolina Press, 2018.
Article (Project Muse): Garrigus, John. "Cuba, Haiti, and the Age of Atlantic Revolution." Reviews in American History 44, no. 1 (2016): 52-57. doi:10.1353/rah.2016.0012.
4) British antislavery policy toward the country your ship was from (e.g., Portugal, Spain, USA)
Book- page 14(Academic Search Premiere- also works for #.
Saylor URL httpwww.saylor.orgbooks Saylor.org 4 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
4
Chapter 1
Mastering Strategy: Art and Science
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. What are strategic management and strategy?
2. Why does strategic management matter?
3. What elements determine firm performance?
Strategic Management: A Core Concern for Apple
The Opening of the Apple Store
Image courtesy of Neil Bird, http://www.flickr.com/photos/nechbi/2058929337.
March 2, 2011, was a huge day for Apple. The firm released its much-anticipated iPad2, a thinner and
faster version of market-leading Apple’s iPad tablet device. Apple also announced that a leading publisher,
Random House, had made all seventeen thousand of its books available through Apple’s iBookstore.
Apple had enjoyed tremendous success for quite some time. Approximately fifteen million iPads were sold
in 2010, and the price of Apple’s stock had more than tripled from early 2009 to early 2011.
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5
But future success was far from guaranteed. The firm’s visionary founder Steve Jobs was battling serious
health problems. Apple’s performance had suffered when an earlier health crisis had forced Jobs to step
away from the company. This raised serious questions. Would Jobs have to step away again? If so, how
might Apple maintain its excellent performance without its leader?
Meanwhile, the iPad2 faced daunting competition. Samsung, LG, Research in Motion, Dell, and other
manufacturers were trying to create tablets that were cheaper, faster, and more versatile than the iPad2.
These firms were eager to steal market share by selling their tablets to current and potential Apple
customers. Could Apple maintain leadership of the tablet market, or would one or more of its rivals
dominate the market in the years ahead? Even worse, might a company create a new type of device that
would make Apple’s tablets obsolete?
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6
1.1 Defining Strategic Management and Strategy
L E A R N I N G O B J E C T I V E S
1. Learn what strategic management is.
2. Understand the key question addressed by strategic management.
3. Understand why it is valuable to consider different definitions of strategy.
4. Learn what is meant by each of the 5 Ps of strategy.
What Is Strategic Management?
Issues such as those currently faced by Apple are the focus of strategic management because they help
answer the key question examined by strategic management—“Why do some firms outperform other
firms?” More specifically, strategic management examines how actions and .
Saylor URL httpwww.saylor.orgbooks Saylor.org 313 .docx
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313
Chapter 10
Leading an Ethical Organization: Corporate
Governance, Corporate Ethics, and Social
Responsibility
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. What are the key elements of effective corporate governance?
2. How do individuals and firms gauge ethical behavior?
3. What influences and biases might impact and impede decision making?
TOMS Shoes: Doing Business with Soul
Under the business model used by TOMS Shoes, a pair of their signature alpargata footwear is
donated for every pair sold.
Image courtesy of Parke Ladd, http://www.flickr.com/photos/parke-ladd/5389801209.
Chapter 10 from Mastering Strategic Management was adapted by The Saylor Foundation under
a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested
by the work’s original creator or licensee. © 2014, The Saylor Foundation.
http://www.saylor.org/site/textbooks/Mastering%20Strategic%20Management.pdf
http://creativecommons.org/licenses/by-nc-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
314
In 2002, Blake Mycoskie competed with his sister Paige on The Amazing Race—a reality show where
groups of two people with existing relationships engage in a global race to win valuable prizes, with the
winner receiving a coveted grand prize. Although Blake’s team finished third in the second season of the
show, the experience afforded him the opportunity to visit Argentina, where he returned in 2006 and
developed the idea to build a company around the alpargata—a popular style of shoe in that region.
The premise of the company Blake started was a unique one. For every shoe sold, a pair will be given to
someone in need. This simple business model was the basis for TOMS Shoes, which has now given away
more than one million pairs of shoes to those in need in more than twenty countries worldwide. [1]
The rise of TOMS Shoes has inspired other companies that have adopted the “buy-one-give-one”
philosophy. For example, the Good Little Company donates a meal for every package purchased. [2] This
business model has also been successfully applied to selling (and donating) other items such as glasses
and books.
The social initiatives that drive TOMS Shoes stand in stark contrast to the criticisms that plagued Nike
Corporation, where claims of human rights violations, ranging from the use of sweatshops and child labor
to lack of compliance with minimum wage laws, were rampant in the 1990s. [3] While Nike struggled to
win back confidence in buyers that were concerned with their business practices, TOMS social initiatives
are a source of excellent publicity in pride in those who purchase their products. As further testament to
their popularity, TOMS has engaged in partnerships with Nordstrom, Disney, and Element Sk.
Saylor URL httpwww.saylor.orgbooks Saylor.org 992 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
992
Chapter 21
Bankruptcy
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should understand the following:
1. A short history of US bankruptcy law
2. An overview of key provisions of the 2005 bankruptcy act
3. The basic operation of Chapter 7 bankruptcy
4. The basic operation of Chapter 11 bankruptcy
5. The basic operation of Chapter 13 bankruptcy
6. What debtor’s relief is available outside of bankruptcy
Chapter 21 from Advanced Business Law and the Legal Environment was adapted
by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0
license without attribution as requested by the work’s original creator or licensee. © 2014, The Saylor Foundation.
http://www.saylor.org/site/textbooks/Advanced%20Business%20Law%20and%20the%20Legal%20Environment.pdf
http://creativecommons.org/licenses/by-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
993
21.1 Introduction to Bankruptcy and Overview of the
2005 Bankruptcy Act
L E A R N I N G O B J E C T I V E S
1. Understand what law governs bankruptcy in the United States.
2. Know the key provisions of the law.
The Purpose of Bankruptcy Law
Bankruptcy law governs the rights of creditors and insolvent debtors who cannot pay their debts. In
broadest terms, bankruptcy deals with the seizure of the debtor’s assets and their distribution to the
debtor’s various creditors. The term derives from the Renaissance custom of Italian traders, who did their
trading from benches in town marketplaces. Creditors literally “broke the bench” of a merchant who failed
to pay his debts. The term banco rotta (broken bench) thus came to apply to business failures.
In the Victorian era, many people in both England and the United States viewed someone who became
bankrupt as a wicked person. In part, this attitude was prompted by the law itself, which to a greater
degree in England and to a lesser degree in the United States treated the insolvent debtor as a sort of
felon. Until the second half of the nineteenth century, British insolvents could be imprisoned; jail for
insolvent debtors was abolished earlier in the United States. And the entire administration of bankruptcy
law favored the creditor, who could with a mere filing throw the financial affairs of the alleged insolvent
into complete disarray.
Today a different attitude prevails. Bankruptcy is understood as an aspect of financing, a system that
permits creditors to receive an equitable distribution of the bankrupt person’s assets and promises new
hope to debtors facing impossible financial burdens. Without such a law, we may reasonably suppose that
the level of economic activity would be far less than it is, for few would be willing to risk being personally
burdened forever by crushing debt. Bankruptcy gives the honest debtor a fresh start and resolves disputes
among creditors.
S.
Saylor URL httpwww.saylor.orgbooks Saylor.org 37 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
37
Chapter 2
Leading Strategically
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. What are vision, mission, and goals, and why are they important to organizations?
2. How should executives analyze the performance of their organizations?
3. In what ways can having a celebrity CEO and a strong entrepreneurial orientation help or harm an
organization?
Questions Are Brewing at Starbucks
Starbucks’s global empire includes this store in Seoul, South Korea.
Image courtesy of Wikimedia,http://commons.wikimedia.org/wiki/File:Starbucks-seoul.JPG.
Chapter 2 from Mastering Strategic Management was adapted by The Saylor Foundation under
a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested
by the work’s original creator or licensee. © 2014, The Saylor Foundation.
http://www.saylor.org/site/textbooks/Mastering%20Strategic%20Management.pdf
http://creativecommons.org/licenses/by-nc-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
38
March 30, 2011, marked the fortieth anniversary of Starbucks first store opening for business in Seattle,
Washington. From its humble beginnings, Starbucks grew to become the largest coffeehouse company in
the world while stressing the importance of both financial and social goals. As it created thousands of
stores across dozens of countries, the company navigated many interesting periods. The last few years
were a particularly fascinating era.
In early 2007, Starbucks appeared to be very successful, and its stock was worth more than $35 per share.
By 2008, however, the economy was slowing, competition in the coffee business was heating up, and
Starbucks’s performance had become disappointing. In a stunning reversal of fortune, the firm’s stock was
worth less than $10 per share by the end of the year. Anxious stockholders wondered whether Starbucks’s
decline would continue or whether the once high-flying company would return to its winning ways.
Riding to the rescue was Howard Schultz, the charismatic and visionary founder of Starbucks who had
stepped down as chief executive officer eight years earlier. Schultz again took the helm and worked to turn
the company around by emphasizing its mission statement: “to inspire and nurture the human spirit—one
person, one cup and one neighborhood at a time.” [1]About a thousand underperforming stores were shut
down permanently. Thousands of other stores closed for a few hours so that baristas could be retrained to
make inspiring drinks. Food offerings were revamped to ensure that coffee—not breakfast sandwiches—
were the primary aroma that tantalized customers within Starbucks’s outlets.
By the time Starbucks’s fortieth anniversary arrived, Schultz had led his company to regain excellence,
and its stock price w.
SanFranciscoStateUniversity,CollegeofBusiness,Dep.docx
San Francisco State University, College of Business,
Department of Hospitality and Tourism Management
HTM 561 – Hotel Operations Management
Assignment – Technology's Impact on the Hotel Worker and Unions
Assigned Article(s):
Hotel Workers Fret Over a New Rival: Alexa at the Front Desk
Sept. 24, 2018 – By Eduardo Porter
The bosses haven’t yet introduced facial recognition technology at the Royal Hawaiian
Hotel. But from her perch behind the front desk at the pink neo-Moorish palace
overlooking Waikiki Beach, Jean Te’o-Gibney can see it coming.
“Marriott just rolled it out in China,” enabling guests to check into their rooms without
bothering with front-desk formalities, said Ms. Te’o-Gibney, a 53-year-old grandmother
of seven. “It seems they know they will be eliminating our jobs.”
Similar fears simmer throughout Marriott’s vast network of hotels, the largest in the
United States. Over the last two weeks, Ms. Te’o-Gibney and thousands of other
Marriott workers — cooks and cashiers, bellhops and housekeepers — have voted to
authorize their union, Unite Here, to strike at dozens of locations from Waikiki to
Boston and San Diego to Detroit.
Alongside the usual demands for higher wages and better workplace safety, the union is
bringing another issue to the table, asking for procedures to protect workers affected by
new technologies and the innovations they spur.
The bosses haven’t yet introduced facial recognition technology at the Royal Hawaiian
Hotel. But from her perch behind the front desk at the pink neo-Moorish palace
overlooking Waikiki Beach, Jean Te’o-Gibney can see it coming.
“Marriott just rolled it out in China,” enabling guests to check into their rooms without
bothering with front-desk formalities, said Ms. Te’o-Gibney, a 53-year-old grandmother
of seven. “It seems they know they will be eliminating our jobs.”
Similar fears simmer throughout Marriott’s vast network of hotels, the largest in the
United States. Over the last two weeks, Ms. Te’o-Gibney and thousands of other
Marriott workers — cooks and cashiers, bellhops and housekeepers — have voted to
authorize their union, Unite Here, to strike at dozens of locations from Waikiki to
Boston and San Diego to Detroit.
Alongside the usual demands for higher wages and better workplace safety, the union is
bringing another issue to the table, asking for procedures to protect workers affected by
new technologies and the innovations they spur.
Many earned too little to justify large capital costs to replace them. A typical hotel or
motel desk clerk earns just over $12 an hour, according to government data; a concierge
just over $13.50. And many of the tasks they perform seemed too challenging to
automate. Technology is changing this calculus.
There is no equivalent measure on the penetration of software systems like Alexa or
touch screens in the workplace. But in 2014, automakers in the United States had 117
robots for ever.
Saylor URL httpwww.saylor.orgbooks Saylor.org 313 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
313
Chapter 10
Leading an Ethical Organization: Corporate
Governance, Corporate Ethics, and Social
Responsibility
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. What are the key elements of effective corporate governance?
2. How do individuals and firms gauge ethical behavior?
3. What influences and biases might impact and impede decision making?
TOMS Shoes: Doing Business with Soul
Under the business model used by TOMS Shoes, a pair of their signature alpargata footwear is
donated for every pair sold.
Image courtesy of Parke Ladd, http://www.flickr.com/photos/parke-ladd/5389801209.
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://www.saylor.org/books
http://www.flickr.com/photos/parke-ladd/5389801209
Saylor URL: http://www.saylor.org/books Saylor.org
314
In 2002, Blake Mycoskie competed with his sister Paige on The Amazing Race—a reality show where
groups of two people with existing relationships engage in a global race to win valuable prizes, with the
winner receiving a coveted grand prize. Although Blake’s team finished third in the second season of the
show, the experience afforded him the opportunity to visit Argentina, where he returned in 2006 and
developed the idea to build a company around the alpargata—a popular style of shoe in that region.
The premise of the company Blake started was a unique one. For every shoe sold, a pair will be given to
someone in need. This simple business model was the basis for TOMS Shoes, which has now given away
more than one million pairs of shoes to those in need in more than twenty countries worldwide. [1]
The rise of TOMS Shoes has inspired other companies that have adopted the “buy-one-give-one”
philosophy. For example, the Good Little Company donates a meal for every package purchased. [2] This
business model has also been successfully applied to selling (and donating) other items such as glasses
and books.
The social initiatives that drive TOMS Shoes stand in stark contrast to the criticisms that plagued Nike
Corporation, where claims of human rights violations, ranging from the use of sweatshops and child labor
to lack of compliance with minimum wage laws, were rampant in the 1990s. [3] While Nike struggled to
win back confidence in buyers that were concerned with their business practices, TOMS social initiatives
are a source of excellent publicity in pride in those who purchase their products. As further testament to
their popularity, TOMS has engaged in partnerships with Nordstrom, Disney, and Element Skateboards.
Although the idea of social entrepreneurship and the birth of firms such as TOMS Shoes are relatively
new, a push toward social initiatives has been the source of debate for executives for decades. Issues that
have sparked particularly .
SAP ERP S4HANAIntroductionMOTIVATIONThis material .docx
SAP ERP: S/4HANA
Introduction
MOTIVATION
This material is an introduction to the SAP S/4HANA enterprise environment..
It can be used in the classroom or for self-study.
On completion of the course, students will be able to understand the basic navigation and functionality concepts of the enterprise systems
The material also serves as a reference for occasional users of SAP systems.
LEARNING METHOD
The learning method used is “guided learning.” The benefit of this method is that knowledge is imparted quickly. Students also acquire practical skills and competencies.
Exercises at the end enable students to put their knowledge into practice.Product
SAP S/4HANA
Level
Introductory
Focus
ERP Systems
Author
Dr. Paul Hawking
Reviewed by
Urooj R. Khan
Version 1.2019
Table of Contents
Introduction to SAP ERP3
Getting Started3
Task 1: Logging on to the SAP System4
Task 2: SAP S/4HANA Fiori Launch Pad7
Glossary10
ERP Terminology12
Task 3: SAP S/4HANA Navigation15
Master Data Navigation15
Task 4: SAP S/4HANA Reports21
(a) Sorting23
(b) Totals23
(c) Drilling Down24
Task 6: Logging Off25
Introduction to SAP ERP
SAP’s Enterprise Resource Planning (ERP) system is designed to assist an organization with the integration and management of business processes. The system deals with the problems of organising and executing the millions of transactions that are fundamental to many large businesses. SAP is the leader in the ERP market. SAP ERP is a very large system which incorporates over 30,000 tables, and 50,000 transactions. This tutorial is an introduction designed to assist you with familiarising yourself with the SAP ERP basics utilising SAP’s latest ERP release: S/4HANA. Traditionally SAP’s ERP system could operate on a number of different databases (Oracle. SQL Server. DB2 etc). However SAP S/4HANA has been designed to take advantage of SAP HANA database’s in-memory capabilities.
Getting Started
SAP S/4HANA can operate on a variety of personal computers using different operating systems. You can access S/4HANA either through the traditional interface (SAPGUI) or the new interface (Fiori) built with HTML5 based on the UI5 standard. But no matter which equipment, operating system or interface which is used, there are some necessary requirements:
Log On details
Due to the value of the information stored in the ERP system it is necessary to control the access to the software. The SAP administrator would need to establish a user account for each user who intends to use the ERP system. Each user account is identified by a user name and requires a password for security. Each user account is also allocated a particular type of security profile which determines the data a user is allowed to view and change.
The other log on detail you require is the Client number. A Client is a set of self contained tables required for processing transactions in the SAP system. A user in one client can not change the data in another Client. You will need .
SanFranciscoStateUniversity,CollegeofBusiness,Departm.docx
SanFranciscoStateUniversity,CollegeofBusiness,
DepartmentofHospitalityandTourismManagement
HTM561–HotelOperationsManagement
Assignment–SanFranciscoHotel’sHitHardbyHomelessCrisis
AssignedArticle:
HotelsandRetailersHitHardbyCaliforniaHousingCrisis’RippleEffect
April 10, 2018 Julie Littman, Bisnow Bay Area
Want to get a jump-start on upcoming deals? Meet the major San Francisco players at one of
our upcoming events!
SanFrancisco’shotelsarefacingaseriousproblem.Thecity’sidyllicimageoftheGoldenGate
bridgeandgrandioseviewsofthebayarebeingreplacedbyconcernsaboutneedlesandfeces
litteringthestreets,homelesscitizenssleepingonsidewalksorinBayAreaRapidTransit
stationsandaggressiontowardvisitorsbypeoplewithuntreatedmentalillness.Visitorsare
noticingandrethinkingbookingeventsandvacationsathotelsaroundthecity.
SanFrancisco’shomelesspopulationwasdownby0.5%in2017
comparedto2015,butisabout17%highercomparedto2013,
accordingtoSFist.Whilehomelessnessisnothingnewforthecity,
hoteliersandlocalbusinesssaystreetconditionhaveworsened.
Within153blocksindowntown,therewereover300pilesoffeces,100drugneedlesand
trashoneveryblock,arecentreportbyNBCBayArearevealed.Complaintsofpoorstreet
conditionsto311haveskyrocketedinrecentyears.In2016,311,acityagencywhere
visitorsandresidentscanreportissuesorseekinformationaboutthecity,received44,000
complaintsofencampments,humanwasteandneedles,upfrom6,300complaintsin2011,
accordingtotheSanFranciscoChronicle.
“[Visitors] are noticing it and hearing about it and saying, ‘well, why would I bring my
conferencehere?’”HotelCouncilofSanFranciscoExecutiveDirectorKevinCarrollsaid.
Visitorsoftenhaveravereviewsforthelocalrestaurantsandhotelservice,butsaytheywill
notcomebackorwillnotbringtheirfamilieshere,hesaid.
SanFranciscoisnottheonlymajorWestCoastcitydealingwithissuesofhomelessnessand
streetconditionsimpactingtourismandhospitality.Anaheim,hometoDisneylandwithits
spotless,litter-freeMainStreet,U.S.A.,hasthestarkcontrastofhomelesspeoplewholive
justoutsidethepark.Thecityhasbeenlookingintowaystohelpitshomelesspopulation,
suchasprovidingemergencyshelterandemploymentopportunities.Honolulualsotook
actioninrecentyearsoncleaningupthestreets,includingarounditspopularWaikikiarea.
Streetconditionshavearippleeffectonalotoflocalandsmall
businesses,Carrollsaid.Whenguestsvisitahotel,theyspend
moneyatrestaurantsandattractions.Touristsspendabout$9B
inSanFranciscoeachyear,accordingtodatafromSFTravel.
“Whenhotelsareoff…everybodyisoff,”Carrollsaid.
SanFranciscoTravelVicePresident,PublicPolicyandExecutiveProgramsCassandra
Costellosaidtourismisoneofthecity’slargestindustriesandbringsinover$700Mintax
revenueeachyear.Thatmoneygoestowardthegeneralfund,whichisprovidedfora
varietyofservices,suchassupportingpoliceoffices,improvingstreetconditionsand
fightinghomelessness.
“Withouttourism,ourcitylooksalotdifferent,”shesaid.
Thenumberofvisitorsincreased1.4%in2017to25.5millioncomparedto2016,whichis
belowSanFranciscoTravel’spredictionof25.6million.
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In Odoo 17, confirmed and uninvoiced sales orders are now factored into a partner's total receivables. As a result, the credit limit warning system now considers this updated calculation, leading to more accurate and effective credit management.
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- 1. Scenario 2 Scenario 2 Program Transcript SEAN: I had some difficulty providing support services to an Ecuadorian immigrant. I'm the only one that is bilingual, so I was assigned the client. However, since I'm only fluent in English and Spanish, it's been difficult, since my client's first language is Quechua. My client does speak some very limited Spanish, but not enough for us to have a clear dialogue. It's my duty to obtain informed consent in a language understandable to my client, but I cannot locate a qualified Quechua translator. I've been struggling with whether I should decline services or provide them, since I know if I decline, the client won't likely be able to seek help elsewhere.
- 2. NARRATOR: Should Sean decline to provide services to the client? © 2016 Laureate Education, Inc. 1 Scenario 1 Scenario 1 Program Transcript STACEY: I know I'm required as part of my internship to practice under the supervision of an experienced professional. I'm supposed to be consulting with my supervisor on cases. However, I'm also required to protect my clients' confidentiality. My client just shared with me some confidential information and asked me not to tell anyone. I said I wouldn't, but now I'm wondering if I should share it with my supervisor. NARRATOR: Does Stacey have an obligation to keep the information confidential, or does she have an obligation to share it with her supervisor?
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