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American Military University Environmental Science Uranium Question

American Military University Environmental Science Uranium Question.

Research and select a Nuclear, a Chemical, a Biological, or a Radiological agent or a Toxin of specific interest to you and provide a clear, detailed and overarching examination of your selection that demonstrates your scholarly understanding of the threat posed by the selected agent.
At a minimum you are to discus and expound upon the following in the form of a clear, organized and cohesive narrative:

State the name of the agent and describe its historical development. Cite one case where the agent has been used.
Describe the physical/chemical/biological properties of the agent.
Discuss the harmful impact of the agent – identify its mechanism of action – how does it do damage?
Discuss the protective equipment that should be employed by first responders  in contending with the selected agent as well as clearly indicate  (supported by your own research) commercially available detection  devices (a minimum of two) that could be used to detect the agent by  Consequence Management responding agencies.
List any treaty/policies covering the agent and or prohibiting or controlling its availability or use.

American Military University Environmental Science Uranium Question

Developing effective management skills to deal with specific desire challenges and problems of every organization is the urgent need of many businesses and organizations in the global competitive environment, continues changing of technology and environment. The new tendency of training and development of successful organizations over the world today is developing effective skills in dealing with specific challenge of their own organization to reach their own goals and objectives in the new organization that characterized by networked, flat, flexible, diverse, global organization. “Effective Management Skills” to help people and organization improving their own effectiveness and efficiency. Globalization and continues developing technology shows we are in a period of intense competition. Proper management is vital in these complex environments. The quality of manager and effective management styles can determine the culture of the organisation, the productivity of its staff, and, ultimately, success or failure. A manager should have the ability to direct, supervise, encourage, inspire, and co-ordinate, and in doing so facilitate action and guide change. Managers develop their own leadership qualities and those of others. Management utilizes planning, organisational and communications skills. These skills are important in leadership also, but even more so are qualities such as integrity, honesty, courage, commitment, sincerity, passion, determination, compassion and sensitivity. An effective manager of an organization should have the following skills. Creative Problem Solving Skills: Describing and analyzing a problem. Identifying causes of a problem. Developing creative options and choosing the best course of action. Implementing and evaluating effective and efficiency of the decision. Communication Skills: Listening skills. Presentation skills. Feedback Skills. Report writing skills. Conflict Management Skills: Identifying sources of conflict – functional and dysfunctional conflicts. Understanding personal style of conflict resolution. Choosing the best strategy for dealing with a conflict. Developing skills in promoting constructive conflicts in organization and teams. Negotiation Skills: Distinguishing distributive and integrative negotiations, position and principle negotiation. Identifying common mistakes in negotiation and ways to avoid them. Developing rational thinking in negotiation Developing effective skills in negotiation that benefits all parties involved. Self-Awareness and Improvement: Understanding the concept of self-management. Evaluate the effectiveness of self-management. Developing creative and holistic thinking. Understanding the importance of emotions in works as well in self-development. Understand of self-motivation. Effectively managing self-learning and change. There are certain other qualities required for a good manager to manage his staff. Planner A Manager has to take a long-term view; while a team member will be working towards known and established goals, the manager must look further ahead so that these goals are selected wisely. By thinking about the eventual consequences of different plans, the manager selects the optimal plan for the team and implements it. The manager ensures that work is not repeated nor problems tackled too late, and that the necessary resources are allocated and arranged. Provider The Manager has access to information, which the team needs. The role of a manager is important because authority, which the manager holds uniquely within the team and the manager, must exercise the power for the benefit of the team for the effective productivity. Protector In any company, there are problems, which can deflect the work force. The manager should be there to guard against these and to protect the team. If a new project emerges which not given an impossible deadline. If someone in your team brings forward a good plan, you must ensure that it receives a fair hearing and that your team knows and understands the outcome. If someone is in your team has a problem at work, you have to deal with it. Inspires a Shared Vision An effective manager is often described as having a vision of where to go and the ability to articulate it. Qualities of a Manager A manager has to direct, inspire and motivate his men at work. He has to clearly set forth the objectives for them and inject in them enthusiasm to achieve the objectives. He has to be a competent person in the area of his specialization. He must be a man of open mind, moral and emotional integrity and capable to understand and solve problems. It is difficult to give an exhaustive list of all traits and qualities which go to make a successful manager. However, some of the important traits contributing to the success of managers are as follows: Ability to think It is difficult to think and think clearly and purposefully. Ability to think in clear terms and with definite purpose in view is a must for a manager to succeed. He must be able to think rationally. Broad vision A manager must be able to take into consideration the overall effect of his functioning on the company as a whole. Sectarian view, thinking in terms of ‘my department’, is not conductive to the smooth working of the company. Therefore, a manager must take a comprehensive view of each of hia action. Clear Expression One of the functions of a manager is to direct his subordinates. It means he must communicate with them. Effective communication depends upon clarity of expression. Even the best conceived idea or instruction is worthless unless it can be communicated effectively. Therefore, Technical Ability Though a manager need not be a technician, it is necessary that he possesses the necessary degree of technical competence relating to his field. This would help him to handle his subordinates effectively. Technical skills are more important at the supervisory level. Human Relations skills Human relation skills refer to ones ability to work well with others on a person to person basis and to build up cooperative group relations to accomplish organizational goals. A manager must keep in mind that he has to lead his subordinates and not to drive them. He should possess adequate knowledge of the factors and forces which go to ensure good relations, motivate people for best of their performance and generate cooperative and competent human behavior. Good Communicator The ability to communicate with people is the most important skill by managers and team members. The Manager is also the team’s link to the larger organisation. He must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, manager support individual and team achievements by creating guidelines for accomplishing tasks and for the career advancement of team members. Enthusiasm If Managers are negative – they bring staffs down. Manager with enthusiasm, with a bounce in their step, with a can-do attitude. Many people tend to follow people with a can-do attitude. Enthusiastic Managers are committed to their goals and express this commitment through optimism. Competence Managers will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in management skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if managers are to be seen as capable and competent. Ability to Delegate Tasks Trust is an essential element in the relationship of manager and his or her team. You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Cool Under Pressure In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalise on each at the proper time, for the problem at hand. Communicate the big picture If you want your employees to work hard and be committed to your business, you have to keep them in the loop. Open communication helps foster loyalty and gives employees a sense of pride. It helps them understand how their work contributes to the company’s success. Delegate work and responsibilities Some employees, share their workload with them and assign the work according to people’s strengths and weaknesses, and let employees develop their own good work habits and abilities. Help employees set goals Setting deadlines and goals helps keep employees focused, busy and motivates them to do their work. Talk to each of your employees about the company’s goals, and work with them to set individual goals directly linked to your business’s mission. Make sure employees understand their professional growth path in the company. Recognize problems It is impossible to know about personality conflicts, lagging productivity or other problems in the office if you have your head in the sand. If you notice a change in an employee’s work habits or attitude, try to get to the root of the problem before it starts affecting the rest of your staff. Organizational Ability A manager must be a good organizer. Ability to organise well is a quality of a vital importance to make a successful manager. Dynamic Personality A manager must possess the desire to move ahead, to introduce change for better, to do something new. He must always look for doing something bigger and better. Emotional Stability A manager must be able to keep his personal likes and dislikes away from his organizational responsibility. It means that in solving the business problems of his company, he must not allow his personal feeling to influence his decisions. This requires stable emotional feelings. Integrity A manager must enjoy the unshakable confidence of both his superiors and subordinates. Botha as a person and in his actions, he must be known as a person of high moral integrity. He must remember the saying that it is not enough to be good, one must also appear to be good. Roles of a Manager Management is the effective utilization of human and material resources to achieve the enterprise objectives. The human resources or people use material resources such as machines, materials and money. It is for the management to ensure that people use material resources in the most efficient manner. Only then the objectives of the enterprise could be achieved. For the effective utilization of resources, the workers may be given adequate instructions and training. They must also be properly motivated so that they work with devotion and loyalty for the achievement of organisational objectives. For this, every manager guides and direct the efforts of a group of persons in the organisation. He defines the objectives of his group keeping in view the overall objectives of the enterprise. Each member of the group is assigned a specific task so that the targets of the group as a whole may be achieved. This is necessary for achieving the objectives of enterprise. Some of the characteristic that are common to most of the managers are as follows: Managers spend a major portion of their time in achieving coordination between human and non-human resources. Managers do much work at an unrelenting pace. Managerial tasks are characterized by brevity, variety, and fragmentation. Managers prefer live action- brief, specific, well-defined activities that are current, non-routine, and non-reflective. Managers prefer oral to written communication. Managers maintain a vast number of contacts, spending most time with subordinates, linking them with superiors and others in a complex network. It has observed that managing involves certain functions. While performing these functions, a manager has to play multiple roles. A role consist of the behavior patterns displayed by a manager within an organisation or a functional unit. Henry Mintzberg identified ten basic roles performed by managers at all levels from foreman to chief executives and classified them under three heads: interpersonal, informational and decisional. These roles describe what managers actually do. Interpersonal Roles: The first set of behaviour concerns interpersonal roles, which include the following: Figurehead: Executive managers perform a number of ceremonial duties such as representing their firm at public affairs and overseeing official functions. Lower level managers have ceremonial duties as well, perhaps on a lesser scale, including attending employees’ customers. Leader: This encompasses a range of duties suggested earlier including motivating workers, guiding work-related behavior, and encouraging activities that help achieve organisational objectives. Liaison: Managers find themselves acting as liaison between groups and individuals which are part of, or come in contact with, an organisation. This liaison role is important for establishing contacts with suppliers, coordinating activities among work groups, and encouraging harmony needed to assure effective performance. Informational Roles Informational roles are concerned with communication among individuals and groups, but, managers must also be skilled in gathering and using information to help make effective decisions. They should be able communicators who can transmit information and articulate decisions. Mintzberg’s three informational roles are as follows: Monitor: Managers monitor activity, solicit information, gather data, and observe behaviour. Well-informed managers are prepared for decision-making and can redirect behavior to improve organizational performance. Disseminator: Here communications are reversed. Rather than receive information, managers transmit information. Obviously, this is a crucial aspect of management. Subordinates, superiors and managers of similar work groups rely on timely of information disseminated with clarity. Spokesperson: Top executives find themselves more involved as spokespersons than lower-level managers. A firm’s policy on competition, its philosophy customer care and its commitment to safety are topics common in executive speeches. However, managers at all levels are spokespersons who may be called upon to represent their groups. For example, when department heads meet to discuss operating budgets, they must be prepared to present information and support budget requests of their respective departments. Decisional Roles Mintzberg identified four roles within the list of his behaviour set. These are as follows: Entrepreneur: In recent years, entrepreneurs have been identified with the commitment to innovation. Managers in complex organisation act in entrepreneurial way, by constantly trying to improve their operations. They seek new ways of using resources, new technologies for enhanced performance, and new systems of organizing human resources. Disturbance Handler: This may be the best understood role of managers because they have always had the primary responsibility for resolving problems. It may also be the most stressful role as managers seem to find themselves constantly faced with disturbances that threaten the harmony and effectiveness of the organisations. Resource Allocator: The third role links planning and organizing functions and organizing functions. Managers must plan to meet their objectives and distribute resources accordingly. There will never be sufficient time, money, materials, or manpower to accomplish all that is expected, so resource allocation offers involve carefully assigning scarce resources. Negotiator: The allocation process bears on the role of negotiator. When scarce resources must be shared among many operating units, managers with superior negotiating skills will have advantages over others. However, negotiating extends to many managerial activities both inside and outside the firm. Purchase manager. For example, negotiates material prices and terms. Personnel manager negotiates union contracts. Negotiating, of course, doesn’t mean conflict but it does imply face to face bargaining between managers and employees to resolve problems or formulate performance expectations. The ability to recognize the appropriate role to be played and to change roles readily is a mark of an effective manager. However, it may be concluded that at lower level, some of the decisional roles and informational roles are more important whereas at the top level interpersonal roles and decisional roles are of greater significance. At the middle level of management, informational roles are found to be more common. Effective dealing of Problems The first step in dealing with a problem employee is to identify the trouble. Many times, a simple, honest talk with an employee will dissolve issues such as occasional tardiness or minor attitude problems. Coaching requires a manager to work one-on-one with problem employees or to assign another employee to work with the employee to overcome their shortcomings. The mentor should provide the employee with feedback and solutions for improving their performance. Coaching requires patience and a substantial time investment, but it can help modify an employee’s behavior. Poor performance Poor performance is not always due to a lack of skills; the employee may simply be disorganized or sloppy. These habits can usually be corrected with proper guidance. If performance difficulties relate to a lack of skills, consider coaching or additional training. Job incompatibility In some cases an employee becomes a problem because their skills aren’t compatible with their assigned tasks or regular duties. In this case, offering the employee additional training or assigning them a different set of tasks is usually the most appropriate course of action. Sloppy work When you notice that, an employee has made some errors, point out the mistakes to the employee and monitors their work more closely. If the problem persists, speak with the employee and detail the most serious examples of problems with their work. Remember to remain positive and focus on how important the employee’s contribution is to the company. Create an effective message Consider the specific informational needs of executives, middle managers, supervisors and employees, and tailor your message to fit each audience. An effective message should also explain how your employees´ day-to-day duties directly affect the company’s performance and should touch on the values and pride of the employees. A direct, face-to-face interaction can help reinforce positive attitudes inspire employees and help them adapt to the change. Listen to your employees Employee feedback is critical in managing change. Holding focus groups with employees is a great way to gauge reaction and monitor the progress of change. You also can encourage employees to provide feedback through email or the company intranet. Communication is the cornerstone to successful change management. Talking to your employees is not a one-time event, and you need to reinforce your message by communicating early and often. To be an effective manager you must know yourself, your strengths and your weaknesses, and those of the people around you. You must know your objectives and have a plan of how to achieve them. You must build a team of people that share your commitment to achieve those objectives, and you must help each team member to achieve their best which will be able to attain a common goal.
History homework help. From the scenario, analyze the general points between initiating civil procedures, the prevalent practices of these procedures within health care litigation solutions, and the influence of corporate structure on resolutions and subsequent legal precedents. Defend or critique the use of the aforementioned prevalent practices in the multi-disciplined interaction required of 21st Century health care administrators.According to the scenario, the general points of initiating civil procedures are: 1) a ?Pleading? or written statement of fact and law / complaint filed with a court of law by a Plaintiff detailing the parties to the lawsuit, a cause for action and a demand for damages..ÿÿÿ 2)ÿ Defendant challenges the Plaintiff?s complaint on legal sufficiency by initiating a pleading on its behalf called a ?Demurrer.?ÿÿ 3) ?Answer? isa ?pleading? by the Defendant that admits or denies the specific allegations of the Plaintiff?s complaint.ÿ 4)ÿ A Bill of Particulars is a request for the itemization of the claims of which a Defendant can demand from the Plaintiff to determine what the specific details of the complaint are, in the lawsuit. Analyzing the practices of these procedures within litigating solutions in healthcare along with the influence of the corporate structure is a comparison of authorities. Healthcare corporations have expressed and implied corporate authority, as well as the power of state statues.ÿ The influence of the corporate structure on resolutions and subsequent legal precedents are its emphasis on compliance and ethics.ÿ Healthcare Boards are governed and held accountable to certain liabilities and duties imposed by laws that can be enforced in legal proceedings.ÿ They are all required and held responsible for compliance with all applicable laws and standards. ÿI can defend the process of these practices as they pertain to the multi-disciplined interactions required of 21st Century health care providers as a sincere attempt to have a fair and equitable process in place to resolve issues.ÿ However, I would be remiss if my critique didn?t include the imperfections and flaws of those responsible for administering the process.ÿ The US Constitution is an example of a living documents that is worded eloquently that only applied to wealthy white male landowners although on it states ?We The People.?ÿ ÿThis doctrine continues to be diversely interpreted differently and enforced by very flawed men to this day.ÿ One can look at the current health care situation where in the ?greatest country on earth? ideology is still being enforced over scientific and medical decisions by currently flawed wealthy white male landowners.ÿ So again, I think the process is good on paper, however I have reservations in its administration of law where the highest court of the land has decreed corporations are people and money is free speech.ÿ That specifically means that the poor, disabled and elderly; the very people that health careÿwas designed for and supposeÿto treat are speechless.ÿ https://blackboard.strayer.edu/bbcswebdav/institution/HSA/515/1144/Week3/Scenario/story.htmlPozgar, G. D. & Santucci, N. (2016).ÿLegal aspects of health care administration. (12th ed.).Sudbury, MA: Jones & Bartlett Learning.Summarize the crucial steps involved in conducting a trial based on the pleadings of the defendants, leading up to the execution of judgments and including the awarding of damages. Analyze the concept of respondeat superior and concept of corporate negligence as they apply to responsibilities of the hospital?s governing body and corporate structure. Provide examples of the application of such concepts to support your response.The crucial steps involved in conducting a trial based on the pleadings of the Defendant starts with: 1) the Demurrer where the Defendant challenges the Plaintiff?s complaint.ÿ This represents a preliminary objection and is constructed to claim that the evidence presented against them is insufficient to sustain the case. 2) the Answer is the Defendant?s response to the Plaintiff?s complaint and is usually filed with a Counterclaim.ÿ The counterclaim is a denial of the Plaintiff?s claims in their complaint by alleging that it is the fault of the Plaintiff?, not the fault of the Defendant.ÿ 3)ÿ the Bill of Particulars is the Defendant?s written request for more detailed information from the Plaintiff regarding the claims and allegations being made.ÿ 4) Discovery, the process of investigating the facts before trial to include the technique of EBT (Examination Before Trial), Preparation of Witnesses, Attorney-Client Privileges, is a protection from discovery and ensures that the Defendant remain free from apprehension that their conversations will not be disclosed.ÿ Incidents and Investigative Reports, and Statistical Data are also part of the Discovery process.ÿ 5) Defendant can make a Motion to Dismiss the case, this motion can be made before, during or after the trial. Motion for Summary Judgement when either party to the lawsuit believes that the issues are not triable, and a decision that only issues of law should be decided. 6) Defendant?s lawyer will have a Pretrial Conference where the lawyers and the judge can eliminate areas not in dispute and agree on others.ÿ This procedure is not used to compel a settlement, but many cases are settled at this stage.7) Notice Of Trial is the decision to proceed with the case; Memorandum Of Law or Trial Brief presents the nature of the case, cites case decisions to substantiate arguments and aids the court with points of law.ÿ Courtroom and Judge is where the case will be litigated and by whom.ÿ The Jury is usually a 12 member body summoned to the court to review the facts of the case to determine what actually happened and evaluate whether the Plaintiff or Defendant cause of negligence; juries render decisions. The right to a trial by jury is a constitutional right that can be waived to allow the judge to act as judge and jury in the case.Respondeat superior means that the employer is responsible for the legal consequences of the acts of the employee while acting in the scope of their employment.ÿ The concept of respondeat superior as it relates to the concept of corporate negligence as they apply to a hospital governing body and a corporate structure is the fact that they both hold the employer financially liable for its employee?s actions considered negligent.ÿ All healthcare professionals should carry malpractice insurance for this purpose. Examples: A hospital security officer whose job duties are is to patrol the facility finds oneself in a confrontation and the person is escorted out of the facility, but the security guard is angry, follows the person out and assaults them.ÿ The person was within his duties with escorting the person out, but not assaulting the person.ÿ Another is the police shootings of unarmed black folk, although discharging a weapon can be part of their duties, and they often get away with murder because of this; even illegal tactics like choke holds. The local government that hired them can and are usually held financially liable in wrongful death lawsuits even if they are found not guilty by a court system.ÿ A health care worker?s employer can be held liable if the worker is mistreating patients while discharging their duties as an employer of the company.ÿ If the worker has a previous history of this type of behavior and the company failed to confirm it and hired the worker who is now demonstrating that same behavior; the company can be held liable for negligently hiring an individualÿ with a history of abusing patients.Pozgar, G. D. & Santucci, N. (2016).ÿLegal aspects of health care administration. (12th ed.).Sudbury, MA: Jones & Bartlett Learning.History homework help

CJ 634 University of Mississippi Main Campus Hurricane Maria Case Study

CJ 634 University of Mississippi Main Campus Hurricane Maria Case Study.

Students should select a major U.S. disaster and prepare a written analysis (4-6 pages in length) including bibliography. Students should be prepared to provide a 5-10 minute overview which can be delivered using Powerpoint and recorded using Panopto in Blackboard. Using library and internet sources, the analyses should assess the state of knowledge about the disaster and provide an analysis that includes:a brief (1-2 page) description of the disaster and the emergency management effortthe nature and location of the disaster (i.e., natural or technological/manmade)the number of human casualties and amount of property losssocial and economic demographics and vulnerabilities of the areathe government(s) having jurisdictional responsibility and involved in the disaster response and recovery effortthe involvement of nonprofit and for-profit actors in the response and recovery effortthe major planning and policy issues raised—e.g., lack of mitigation effort, inadequacy of preparedness, response failure, recovery problems; and h) the disaster planning the community had undertaken prior to the incident.
CJ 634 University of Mississippi Main Campus Hurricane Maria Case Study

Career portfolio

i need help writing an essay Career portfolio.

I need to get it done
as soon as possible.
1- here is the
assignment:
CareerPortfolio.docx
2- Here is my resume so
it helps you out to write about me:
Asma
Alfandi Resume 1.docx
3- Here is the
interview recorded so you can summarize it:
Doc
– Apr 29, 2014, 11-40 PM.jpg
New
Recording.m4a
4- Here are the 2
events that I went to:
First:
http://events.towson.edu/event/employer_speed_learning_connections#.U2B3IU3jiP8
the list of the
companies that were at the event:
Doc
– Apr 29, 2014, 11-45 PM.jpg
they kind of giving you
some information about there company within 7 minuets. Tell you about the
majors that the might be looking for. and the internships that they might be
offering. and let you ask them any questions that you would like to ask.
Second:
http://events.towson.edu/event/creating_a_career_path_from_scratch#.U2B3P03jiP8
Doc – Apr 29, 2014, 11-51 PM.jpgDoc – Apr 29, 2014, 11-52 PM.jpg
and i recorded the whole event because you might need it to
answer the questions
http://www.4shared.com/music/rC9MmF-Rba/New_Recording_3.htmlhttp://www.4shared.com/music/9pZl7SNhce/New_Recording_2.html

Career portfolio

DU Differential Scanning Calorimetry of Polyethylene Terephthalate Lab Report

DU Differential Scanning Calorimetry of Polyethylene Terephthalate Lab Report.

please Follow these format strictly:Format of Laboratory Reports1. Title page and Abstract: The front page of the report should display the title of the experiment, your name, the name of any experimental partners, and the date on which the report is submitted, and a brief abstract. An abstract is typically 50 to 100 words, starting with the purpose of the study, then summarizing the main results of the study with the corresponding data included, and also stating any significant conclusions.2. Introduction: This should start at the top of the second page. The introduction presents the theory and motivation of the experiment briefly. The object of the experiment should be clearly stated. Theoretical equation used in treating the data should be included in this section.3. Experimental Method: The section provides a brief description (in your own words) of the experimental method used to obtain the data. Indicate any significant deviations from the prescribed procedures. Do not include detailed procedures copied from the laboratory manual. Include all equations needed to calculate the data from the experimental measurements (i.e. Calculations of concentration from absorbance, molar enthalpy from temperature change).4. Results: The section on results should present experimental results in an orderly fashion using table and graphs. Tabulated output of data recorded in the laboratory notebook and/or hardcopy or graphic of tabular data obtained from the instrument or computer interfaced to the instrument. Be certain to include units and uncertainties for any measured values. Include sample calculations when appropriate (i.e. whenever a calculation was performed). Unless specifically requested, do not derive the equations but use references to indicate the source. Include a brief summary of the error analysis.5. Discussion/Conclusion: This section should interpret the results in terms of the theory presented in the introduction and known molecular properties where possible — be certain to indicate whether the objective(s) of the experiment was accomplished. Compare results with literature values when possible (you may need to locate these values — they will not always be given to you). Answer all questions given additionally for some experiments, with each question clearly labeled. If appropriate, suggest modification to the experimental procedure that could improve the precision and/or error.6. References: This section includes citations of all sources to which YOU referred, including this laboratory manual and/or other sources of literature values.
DU Differential Scanning Calorimetry of Polyethylene Terephthalate Lab Report

Transforming the Organization

Transforming the Organization.

Use the Week 5 Case Study Template to complete this assignment. Congratulations! The executives are taking your information system proposal seriously. In fact, they think it has the potential to transform the way the organization works.The CIO asked you to read Too Much of a Good Thing to think about what resources you will need to get your new information system up and running. Please also review the five case studies in The Leader’s Role in Managing Change so you can recommend a change management pattern for your company to follow. Write a memo to the CIO that describes how to implement your information system into the organization. Please focus on these topics:How much of the implementation work can you handle? What additional resources (people, information, time, money, etc.) will expedite the process so you don’t end up like Susie Jeffer?What is your change management strategy? Provide an outline. Consider:What new equipment and software are necessary?What training and support will the staff need?How will the staff complete their work during the transition period?Do you anticipate other areas of resistance?The CIO is very skeptical, so provide evidence that your assessment is accurate and complete. It can be difficult to admit to personal limitations!Your memo should be 3–5 pages long.This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.The specific course learning outcome associated with this assignment is:Develop an information systems solution to address an organizational problem
Transforming the Organization