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1-2 paragraphs apa format references Decision-making models, tools, and approaches are widely used in businesses today and, as a result, they are becoming more complex and specialized. Describe the advantages and risks associated with leaders using these tools. Avoid phrases such as I think, feel or believe. Graduate students taking the course must be able to prove their assertions and opinion and thus you must support your answer with research. Practical Application: Describe some of the tools your organization's leaders uses (or could use), or provide a real-world example of tools in action. If your organizational leaders do does not use such a tool, recommend one it they should use and offer a reason for your recommendation. .

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1- Watch the movie Don Quixote , which is an adaptation of Cervantes' novel Don Quixote . Then, write at least two paragraphs (minimum five well-developed sentences per paragraph) to explain a lesson one could learn from the characters. You need to incorporate at least three of the ideas provided below: The value of friendship Humility and nobility Importance of time Importance of reading Importance of optimism The role of imagination and vision Justifying commitment Sense of self and disciple Building leadership .

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1- reply to both below, no more than 75 words per each. PSY 7710 4 days ago Karissa Milano unit 9 discussion scenario 3 COLLAPSE ABA Procedure: A DRO (differential reinforcement of other behavior) to address SIB exhibited by a toddler in a home setting. Special Methods: Any appropriate behaviors other than SIB will be reinforced through a specific amount of time (every five minutes). Reinforcement is only given when the individual does not engage in SIB behaviors. Risks Notes 1 Implementing the plan at home can be difficult. 1 The family might be concerned with their safety and the safety of the child. There should be a protocol before implementing this intervention. 2 Family members and client could be at risk for danger. 2 The parents might be concerned for the safety of themselves and their child. 3 Possible increase in SIB 3 SIB behaviors might increase before it decreases due to an extinction burst. The behavior analyst should have a protocol before implementing this intervention. 4 SIB behaviors could remain the same. 4 If there is no change in the clients SIB behaviors then a preference test should be conducted to determine motivating reinfoncers. Benefits Notes 1 Generalization 1 The client will learn to use this skill at home as well as be able generalize this skill into other settings. 2 Improved learning environment 2 SIB behaviors will decrease and appropriate behavior will be taught. SIB will no longer impact the client and family in the future. 3 Increase in appropriate behaviors 3 Appropriate behaviors will be taught and replace the SIB behavior. 4 Least intrusive intervention 4 Using reinforcement to decrease the problem behavior and increase appropriate behaviors. This is a least restrictive method of treatment. 5 Parent training and involvement 5 Parents will feel confident about implementing this evidence based treatment at home. This will can lead to an increase a buy in from the family and they will feel comfortable implementing other interventions in the future. Summary: DRO is an intervention that is used when the client does not engage in the problem behavior (SIB) (Bailey & Burch, 2016). Reinforcement should only be given to the individual after a certain amount of time that the client is not engaging in the problem behavior; in this case it should be after five minutes of the client not engaging in SIB. The person who is implementing this treatment should not reinforce the problem behavior. The benefits of implementing DRO outweigh the risks of implementing DRO. DRO is a good intervention to use when decreasing SIB behavior. Although there are some risks, the individual who is implementing DRO should have the knowledge, training and experience and be confident when implementing DRO ( Bailey & Burch, 2016). Reference Bailey, J. S., & Burch, M. R. (2016). Ethics for behavior analysts (3rd ed.). New York, NY: Routledge. PSY 7711 3 days ago Emily Gentile Unit 9 Discussion C.

1- reply to both below, no more than 75 words per each. PSY 771.docx

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1- Pathogenesis 2- Organs affected in the body 3- Chain of infection and its Links associated: Infectious agent, Reservoirs, Portal of Exit, Route of Transmission, portal of Entry, and Susceptible Host. All must to be defined in the chosen agent. 4- Incidence, Prevalence, and Prevention of this infectious disease 5- Treatment if possible 6- Please answer, being a Nurse. “How are you going to break down the chain of infection of the selected microorganisms, to avoid Cross Contamination ? .

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1- I can totally see where there would be tension between these two, especially in today’s world. I am no expert on religion or science for that matter, but I do feel like some of the tension is unnecessary. I feel that the two can work to benefit our patients by balancing them with the needs of the patient. Let’s take my kids for instance, if they were sick with some known treatable disease there would be no other option in my mind to treat them with science and medicine that has been proven to work. I wouldn’t only pray for them to get better and not do anything about it, but I would pray for them and do whatever was necessary to help my family deal with the stress and worry of a child being sick. Here we have used them both to our benefit and they each serve a different purpose and effectiveness. Thanks again for your post! 2-My perception of the tension between science and religion is founded at first glance and then not when looked at more closely. Science and religion can coincide in health care if respected for their own strengths and limitations. I feel that a healthy balance of both can benefit our patients providing different needs when they’re needed. I have seen with my own eyes CRP markers drop in an infant receiving antibiotic treatment and I have also seen an infant that wasn’t supposed to live by scientific probability actually make it and thrive with prayer being the only obvious intervention. So, trying to single out one over the other as more effective than the other seems less beneficial than trying to work them both in when the patient requires such help. I feel that science is good for some of the more usual cases and things we feel we can help with its information, and I also feel that we can use religion to help a patient with their mental aspects of healing. We can quantify an improvement in a patient through lab levels and such, but it's hard to do the same with religion and how a patient uses that tool as comfort or however they use it in their lives. “Some observational studies suggest that people who have regular spiritual practices tend to live longer. Another study points to a possible mechanism: interleukin (IL)-6. Increased levels of IL-6 are associated with an increased incidence of disease. A research study involving 1700 older adults showed that those who attended church were half as likely to have elevated levels of IL-6. The authors hypothesized that religious commitment may improve stress control by offering better coping mechanisms, richer social support, and the strength of personal values and worldview” (NCBI, 2001). In this example we see the benefits were surveyed to be founded, but the exact workings aren’t exactly known. The great thing about science is that usually we have some tangible results that are repeatable and there’s safety to be found in that. The great thing about religion is that we can have faith in whatever we believe in and that’s all that’s needed. It's our.

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1-Define Energy. 2- What is Potential energy? 3- What is Kinetic energy? 4-Define Metabolism and name the two main types of metabolism. 5-Define an Enzyme and name the most important classes of Enzymes. 6- Name the three Metabolic Pathways. 7-What is Aerobic cellular respiration? 8-What is Anaerobic respiration? 9- Define Fermentation. 10.Name the final Products of Anaerobic Respiration. 1. - What is the main function of enzymes in our body? 2. - Please name the 6 types of enzymes: 3. - What is Energy of Activation, for the enzymes? 4. - Factors that affect enzyme activity include: 5. - What is a cofactor: .

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1- Find one quote from chapter 7-9. Explain why this quote stood out to you. What is its importance? 2- Discussion 7-9 1-Share your quote and ideas. 2- “violence is the only lever big enough to move the world” 3-Compare and contrast Elwood and Turner. 4-Why is Turner right? Why is he wrong? 5- Theme. reading vs reals world, inside vs outside, optimism vs pessimism, violence, division of lower class among racial lines. 7- “violence is the only lever big enough to move the world” .

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CASE STUDY 18.3 DINGES V. SACRED HEART ST. MARY’S HOSPITALS, INC. U.S. COURT OF APPEALS, 164 F.3D 1056 (7TH CIR. 1999). [Sacred Heart St. Mary’s Hospitals operate a hospital in rural Tomahawk, Wisconsin. The hospital’s ambulance department has two emergency medical technicians (EMTs) in-house during the day, but after hours the hospital relies on standby crews. Two EMTs serve as the “first-out” crew and two more as the “second- out” crew. An EMT on first-out status must arrive at the hospital within seven minutes of receiving a page. Members of the first-out crew receive $2.25 per hour of on-call time, plus pay at time-and-a-half for all hours devoted to handling a medical emergency. The hospital credits them with at least two hours’ work for each emergency call even if they are back home in less time, as they usually are. Garret Dinges and Christine Foster asked for and were assigned first- out status. Now, in this suit, they contend that the rewards should have been even greater than those the hospital promised and delivered—that the entire 14 to 16-hour on-call period should be treated as working time, so it would produce 21 to 24 hours’ wages even if they did not receive an emergency call. Both Dinges and Foster live within seven minutes’ drive from the hospital; indeed, the entire city of Tomahawk is within the seven-minute radius, so they can and do pass the on-call time at home or at other activities in or near the city. Mr. Dinges and Ms. Foster cannot travel outside Tomahawk. Each has spent holidays at home rather than with relatives and has been unable to attend weddings, family reunions, parties, and other events. While on call, Dinges cannot assist in operation of the family business, located 20 miles from the hospital. Hunting, fishing, boating, camping, and other recreational activities are restricted to what is possible near the hospital. The hospital responds by emphasizing what EMTs can do during on-call hours: cook; eat; sleep; read; exercise; watch TV and movies; do housework; and care for pets, family, and loved ones at home. Many things in the vicinity of home also are compatible with first-out status. For example, Foster watches her children participate in sports, attends dance recitals, and goes to restaurants and parties. From a judgment for the hospital, the plain- tiffs appealed.] EASTERBROOK, C. J.... Working more than 40 hours per week draws pre- mium pay under the Fair Labor Standards Act, 29 U.S.C. sec. 207. Should hours spent “on call” be treated as work? According to the Supreme Court, the answer depends on whether one has been “engaged to wait” or is “waiting to be engaged.” Compare Armour & Co. v. Wantock, 323 U.S. 126 (1944), with Skidmore v. Swift & Co., 323 U.S. 134 (1944). That evocative distinction rarely decides a concrete case; on-call time readily can be characterized either way. For most purposes it is best to ask what the employee can do during on-call periods. Can the time be devoted to the or ...

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Case Study 10.3: Regulating Love at the Office The office has become a hotbed of romance. In one survey, 60% of employees surveyed reported that they had participated in an office romance during their careers and 64% said they would do so again. And the percentage of workplace romances is likely to climb as younger workers (ages 25 to 34) put in more hours at work. As one human resource writer notes: Traditional places like church, family events, and leisure time don’t present the same pool of candidates as they did in earlier times. The workplace provides a preselected pool of people who share at least one important area of common ground. People who work together also tend to live within a reasonable dating distance, and they see each other on a daily basis.1 Office romances can pose a number of problems, including a loss of productivity, public displays of affection, gossip, damage to the professional image of the organization, charges of favoritism, and affairs in cases where romantic partners already have spouses or significant others. Serious issues arise when superiors and subordinates date and then break up. The subordinate (often a young female assistant) may claim that she was sexually harassed because she was pressured into having sex to keep her job or that her supervisor (often an older male executive) retaliated when the relationship ended. The nation was reminded of the dangers of superior–subordinate relationships when former late-night talk show host David Letterman admitted that he’d had a series of sexual relationships with female writers and staffers at his production company. Letterman went public with his affairs after a CBS producer who dated his long-term girlfriend, Stephanie Birkett, tried to extort money from the entertainer in return for keeping silent about his sexual activities. While Letterman’s relationships were consensual, it appeared as if the women he dated received special benefits. For example, Birkitt was featured in broadcast segments even though she did not seem to be particularly talented. Human resource departments are taking note of the dangers of office romances. The number of companies developing written policies to address office romances rose from 20% to 42% over an eight-year period, according to the Society of Human Resource Management. And the policies grew stricter. Almost all the firms surveyed by SHRM forbid romantic relationships between superiors and subordinates; one-third forbid relationships between those reporting to the same supervisor or with a client or customer; 10% don’t allow romances between their employees and employees of competitors. Punishments range from minimal (relationship counseling and department transfers) to severe (suspension and termination). Executives at the American Red Cross, the World Bank, Walmart, Boeing, and the Harvard Business Review lost their jobs for having relationships with subordinates. Not everyone is convinced that restrictions on dating are just ...

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Case Study 2 Food Banks Canada: Revisiting Strategy 2012* Gene Deszca Tupper Cawsey School of Business and Economics, Wilfrid Laurier University It had been five years since Katharine Schmidt had taken over as Executive Director of Food Banks Canada in late 2007. The organization had made significant progress in that time. Donations of food and funds at the national level were up substantially, strong and committed staff members were now in place, the organization’s advocacy activities for the hungry were being received positively and they were becoming better known and respected for their work. However, the reality was that they were still a small organization when compared with the size of other national not-for-profits, and the size of a number of the affiliate organizations that they represented. There was so much that needed to be done to address hunger issues in Canada. Were they going about it in the best way and were they strategically targeting the right sorts of activities? Schmidt may have stimulated interest in the topic, but she wasn’t the only one asking questions about “what next?” Five years seemed about the right time for such a review. Food Banks Canada’s Board and Member Council were generally very pleased with the progress achieved under Schmidt’s leadership, but they too were pondering what the organization’s next steps should be. The Board had formally committed itself to conduct a strategic review and develop a strategic plan for the 2012 to 2017 period. As CEO, Schmidt knew the Board would look to her for leadership on this matter The current federated structure offered lots of potential, but Schmidt was troubled by how best to reconcile the varying perspectives voiced by certain stakeholders, particularly affiliated food banks. There had been concerns raised privately regarding Food Banks Canada expanding its strategic and operational roles, especially among some of the large food banks. How should they strategically address matters relative to food donations, fundraising, public advocacy and capacity building at the member affiliate level? What should be the roles of Food Banks Canada and what should be the roles of the Provincial and Local affiliates? Were they structured appropriately to deliver on these roles? Finally, if changes needed to be made, how should Schmidt go about managing them? What counted, of course, was the alleviation of hunger for millions of people, not just the growth and health of Food Banks Canada. As Schmidt reflected on their progress and the options, she wondered “what recommendations should be made to the Board and how should we approach the implementation challenges?” Hunger in Canada The first food bank in Canada opened its doors in 1981 in Edmonton, Alberta. While food banks were originally intended to be a temporary measure, the need for them continued—and in fact grew. Hunger and poverty are inexorably interrelated and the number of people visiting food banks in Canada on a regular b ...

Case Study 2 Food Banks Canada Revisiting Strategy 2012 Gene Des.docx

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Case one: The challenge of introducing ecotourism into China’s protected area network Question 1: (a) What factors hinder the development of soft and hard ecotourism in China’s protected area system? (b) Given limited resources, which two factors should be rectified first? (c) What should be done to correct these two factors? Question2: (d) Why does there appear to be little conformity between the way domestic tourists behave in China’s nature reserves and the East Asian model of ecotourism’ described in Practitioner’s perspective: An East Asian model of ecotourism? (e) What could be done, if anything, to increase the likelihood that such a model becomes normative in these protected area? Case two: John Gray’s Sea Canoe Lessons from Thailand in success and failure Question 1 (a) From the perspective of the local community in the study area, what have been the advantages and disadvantages of having Sea Canoe controlled primarily by the actions of an expatriate entrepreneur? (b) Is community-based ecotourism therefore always the preferred model from the standpoint of local residents? Question 2: (a) What examples of successful and unsuccessful partnerships and relationship building emerge from this case study? Question 3: (b) What ecological, sociocultural and economic costs and benefits derive from the fact that the lagoons are located near the major resort destination of Phuket? (c) What could be done to minimize these costs and maximize these benefits? THE HUMANITIES THROUGH THE ARTS mar23984_fm_i-xx.indd imar23984_fm_i-xx.indd i 06/02/14 7:47 PM06/02/14 7:47 PM This page intentionally left blank THE HUMANITIES THROUGH THE ARTS N i n t h E d i t i o n F. David Martin Professor of Philosophy Emeritus Bucknell University Lee A. Jacobus Professor of English Emeritus University of Connecticut mar23984_fm_i-xx.indd iiimar23984_fm_i-xx.indd iii 06/02/14 7:47 PM06/02/14 7:47 PM THE HUMANITIES THROUGH THE ARTS, NINTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2015 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2011, 2008, and 2004. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 1 0 9 8 7 6 5 4 ISBN 978-0-07-352398-9 MHID 0-07-352398-4 Senior Vice ...

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Case Study #2 Climate Change & the Paris Deal In December 2015, representatives from 195 nations gathered in Paris and signed an international agreement to address climate change, which many observers called a breakthrough for several reasons. First, the fact that a deal was struck at all was a major accomplishment, given the failure of previous climate change talks. Second, unlike previous climate change accords that focused exclusively on developed countries, this pact committed both developed and developing countries to reduce greenhouse gas emissions. However, the voluntary targets established by nations in the Paris climate deal fall considerably short of what many scientists deem necessary to achieve the stated goal of the negotiations: limiting the global temperature increase to 2 degrees Celsius. Furthermore, since the established targets are voluntary, they may be lowered or abandoned due to political resistance, shortterm economic crises, or simply social fatigue or disinterest. As philosophy professor Stephen Gardiner aptly explains, the challenge of climate change presents the world with several fundamental ethical dilemmas. It is simultaneously a profoundly global, intergenerational, and philosophical problem. First, from a global perspective, climate change presents the world with a collective action problem: all countries have a collective interest in controlling global carbon emissions. But each individual country also has incentives to over-consume (in this case, to emit as much carbon as necessary) in response to societal demands for economic growth and prosperity. Second, as an intergenerational problem, the consequences of actions taken by the current generation will have the greatest impact on future generations yet to be born. Thus, the current generation must forego benefits today in order to protect against possibly catastrophic costs in the future. This tradeoff is particularly difficult for developing countries. They must somehow achieve economic growth in the present to break out of a persistent cycle of poverty, while limiting the amount of greenhouse gasses emitted into the atmosphere to protect future generations. The fact that prosperous, developed countries (such as the U.S. and those in Europe) arguably created the current climate problems during their previous industrial economic development in the 19th and 20th centuries complicates the tradeoffs between economic development and preventing further climate change. Finally, the global and intergenerational nature of climate change points to the underlying philosophical dimensions of the problem. While it is intuitive that the current generation has some ethical responsibility to leave an inhabitable world to future generations, the extent of this obligation is less clear. The same goes for individual countries who have pledged to reduce carbon emissions to help protect environmental health, but then face real economic and social costs when executing those ple ...

Case Study #2Climate Change & the Paris DealIn December .docx

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Case Study 5.2: Hiding the Real Story at Midwestern Community Action Recently, life at Midwestern Community Action has been anything but smooth. The nonprofit runs a variety of programs in a midsized city, including preschools, teen drop-in centers, a food pantry, a medical clinic, and low-income housing. Health problems forced founding executive director Sally May, who was well loved by staff, to quit after 20 years in her position. The board then appointed Josiah Lang, who had served as the manager of a local government service agency, as the next executive director. When Lang arrived at Community Action, he discovered that May had been a hands-off leader. She allowed coordinators to run their programs without much supervision. Used to operating on their own, they resisted Lang’s efforts to institute performance evaluations, to evaluate the effectiveness of each program, and to reallocate funds between programs. It didn’t help that Lang made little effort to get to know his subordinates and has an abrasive personality. Three coordinators and a half dozen front-line staff quit. Lang has the support of the board, which believes that the organization needs more structure and accountability, but staff morale is low. Employees have lost faith in the organization’s leadership. However, they remain committed to helping the disadvantaged and to Community Action’s mission. For that reason, they largely keep their frustrations to themselves and are careful to protect the organization’s public image. Community Action continues to be well regarded by clients, government officials, donors, and the public at large. This week Community Action will interview an applicant for its housing coordinator position, a vacancy created when the previous coordinator left in frustration. This is the most important open position to fill. The housing coordinator oversees three apartment complexes with 200 tenants and manages the most employees. Failure to fill the vacancy soon could reduce Community Action’s outreach to the homeless. The applicant, Albert Singh, appears to be highly qualified. If he takes the position, Singh will move his family from out of state. He has no idea that Community Action is dealing with significant conflict and poor morale. Singh will make a brief presentation to the entire staff during his visit and then meet for an extended time with the current program coordinators. During this session, the coordinators (without the director present) will question him and present an overview of Community Action. Albert will also have an opportunity to ask questions of the coordinators. Discussion Probes 1. What ethical duties are in conflict in this situation? 2. Are Community Action employees justified in keeping their concerns “in house,” out of the public eye? Why or why not? 3. If you were one of the current program coordinators, how much would you reveal about the turmoil at Community Action to Singh? 4. As a coordinator, what would you say if Singh ...

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