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Student Transition Readiness Research

Student Transition Readiness Research. Abstract The number of mature students, from Colleges, full time, and part time employment now choosing to go into higher education is on the increase. A majority of students manage this transition well but a small minority don’t. Having a negative experience early on could lead them to dropping out with in their first year. Simply put the number of students who do not finish their degree known as dropouts are viewed as failures by Universities which then affects the reputation of the institution by reducing the number of students who graduate known as Student attrition. This is why Universities try to support students throughout their degree whether it is ice breaker (induction days), meeting 2nd year students, support mentors, and support for students who may have learning disabilities. A qualitative study was carried out using a number of semi structured interview involving first year undergraduate’s psychology students were conducted to see how students felt during this transition from College, work to University, could they handle the stress of a degree as well as trying to balance their own lives away from University. These interviews were then recorded in field notes which were then transcribed into transcripts which the author coded. Key Words: Student attrition, qualitative, semi structured, transition, coded Transition from College to University: Are mature students prepared for the Academic Change. Starting University can be a daunting time for all of us, some welcome this as a challenge whilst others find it a nightmare experience which may lead to some students struggling; trying to balance a home life social and academic lifestyle which may cause them to drop out before they have completed their degree (Lowe,Student Transition Readiness Research
Leading in a culture of change by Michael Fullan is a small but powerful book on the dynamics of change and the role of leadership in managing and coping with the change process. Michael Fullan, the dean of the Ontario Institute for Studies in Education at the University of Toranto is an international authority on educational reforms .Fullan opens by quoting Robert Steinberg: “The essence of intelligence would seem to be in knowing when to think and act quickly, and knowing when to think and act slowly” (p. x). Fullan is concerned with not only the decision, but the timing involved in making the correct decision. He argues that good leadership is not inborn rather one must learn to lead by mastering five core competencies- moral purpose, understanding change process, relationship building, knowledge building and coherence building. Fullan devotes an entire chapter to each competency and illustrates each concept with a solid and provocative collection of public education and private corporation cases. This makes the book a useful tool for an administrative team workshop or school board. It would stimulate excellent discussion on mission and purpose and the climate in which a healthy organization can change for the better. He also articulates three personal characteristics (energy, enthusiasm, hope) that all effective leaders possess. This book offers a realistic perspective to those who are at the beginning of their leadership career and should be inspiring to those who have attained their peaks. The ambiguities of change forces in the schools are more easily understood after considering Fullan’s insights into organizational change and leadership. He neither oversimplifies the mission of the school administrator nor makes the work appear impossible. Fullan offers advice for leaders to help them rise above the challenges of the new technology, a changing market place and the crises in the public scenario. He argues that leadership today requires the ability to mobilize constituents to do important but difficult work under conditions of constant change. Fullan demonstrates that successful leaders in education and business have much in common. He took an equal number of change case studies in education and in business and examined leaders behavior and mindsets. The first chapter, “A Remarkable Convergence”, conveys the theme of the book. The author advises that “change cannot be managed. It can be understood and perhaps led, but it cannot be controlled.” This chapter is devoted to the discussion of effective leadership, stating within the first page “this is not the book about super leaders. Charismatic leaders inadvertently often do more harm than good because, at best, they provide episodic improvement followed by frustrated or despondent dependency. Superhuman leaders also do us another disservice: they are role models who can never be emulated by large numbers” (p. 1). The author weaves the business world and the educational world together as learning organizations, stating that if they fail to evolve together they will fail to survive. He suggests five themes for successful leadership: moral purpose, understanding change, developing relationships, knowledge building and coherence making. Fullan argues that “when the goal is sustainable change in a knowledge society, business and education leaders increasingly have more in common. Like the business leader, the principal of the future – the Cultural Change Principal – must be tuned to the big picture, a sophisticated conceptual thinker who transforms the organization through people and teams” In chapter 2, “Moral Purpose”, Fullan argues that all five components are strongly connected with each other. Moral purpose is seen as both an end and means. In education, every “leader”, whether an administrator or teacher must see an important end, making a difference in the lives of students. He continues by stating that, “if you don’t treat others fairly, you will be a leader without followers” (p. 13). Fullan describes two excellent examples of moral purpose. The Monsanto Company’s remarkable transformation, under its new CEO, Robert Shapiro, started with a series of “town hall meetings” discussing the unsustainable problems of hunger facing humanity. That discussions lead to ten thousand of Monsanto’s employees becoming involved feeding the world. The second example is the national Literacy and Numeracy strategy, the nation wide initiative to improve both the literacy and numeracy of Great Britain’s twenty thousand schools in which Fullan has been an active participant. The author clearly makes his point; social consciousness and the concept of being a good citizen apply internally as well as externally whether in the business or educational system. In chapter three “Understanding Change,” Fullan states that the purpose of this book is to understand change in order to lead it better. . . .the goal is to develop a greater feel for leading complex change, and to develop a mind-set and action set that are constantly cultivated and refined.” Page 34 of this book states that, “change can be led, and leadership does make a difference”. He suggests that having innovative ideas and understanding the change process is not the same thing. Indeed, the case can be made that those firmly committed to their own ideas are not necessarily good change agents because being a change agent involves getting commitment from others who might not like one’s ideas. Fullan quotes Kotter`s eight step process for initiating top down transformation (1996, p. 21) Establishing a Sense of Urgency Creating a Guiding Coalition Developing a Vision and Strategy Communicating the Change Vision Empowering Broad-Based Action Generating Short-Term Wins Consolidating Gains and Producing More Change Anchoring New Approaches in the Culture Further he quotes Beer, Eisenstat, and Spectors observations (1990) about drawing about bottom-up ideas and energies Mobilize commitment to change through joint diagnosis(with people in the organization) of business problem Develop a shared vision of how to organize and manage for competitiveness Foster concerns for the new vision, competence to enact it, and cohesion to move it along Spread revitalization to all departments without pushing it from the top Institutionalize revitalization through formal policies, systems and structure Monitor and adjust strategies in response to problems in the revitalization process Then Fullan shares Hamel’s advice (2000) to lead the revolution Step 1: Build a point of view Step 2: Write a manifesto Step 3: Create a coalition Step 4: Pick your targets and pick your moments Step 5: Co-opt and neutralize Step 6: Find a translator Step 7: Win small win early, win often Step 8: Isolate, infiltrate, integrate He offers the following guidelines for understanding change: The goal is not to innovate the most. Innovating selectively with coherence is better. Having the best ideas is not enough. Leaders’ help others assess and find collective meaning and commitment to new ways. Appreciate the implementation dip. Leaders can’t avoid the inevitable early difficulties of trying something new. They should know, for example, that no mater how much they plan for the change, the first six months or so of implementation will be bumpy. Redefine resistance. Successful leaders don’t mind when naysayers rock the boat. In fact, doubters sometimes have important points. Leaders look for ways to address those concerns. Reculturing is the name of the game. Much change is structural and superficial. Transforming culture – changing what people in the organization value and how they work together to accomplish it – leads to deep, lasting change. Never a checklist, always complexity. There is no step-by-step shortcut to transformation; it involves the hard, day-to-day work of reculturing. The Cultural Change Principal knows the difference between being an expert in a given content innovation and being an expert in managing the process of change. This principal does not make the mistake of assuming that the best ideas will carry the day. Instead, the Cultural Change Principal provides opportunities for people to visit sites that are using new ideas, invites questions and even dissent, and expects the change process to proceed in fits and starts during the first few months of implementation. Nevertheless, such a principal forges ahead and expects progress within a year because he or she has nurtured the conditions that yield results sooner rather than later. The title of chapter four, “Relationship, Relationship, Relationship,” is self explanatory. Success of any venture depends upon the people involved in the change process. Leaders must be skillful relationship builders with diverse people and groups. The single factor common to every successful change initiative is that relationships improve. If relationships improve, things get better. If they remain the same or get worse ground is lost. Effective leaders constantly foster purposeful interaction and problem solving. They are wary of easy consensus. Emotional intelligence is at the core of leaders who are continuously successful in a culture of change. Fullan makes an excellent point concerning change while discussing high stakes testing. We must resist the urge to focus on short term results by placing our emphasis on long-term results and the systemic improvements that will generate the lasting change we are seeking. The chapter five is knowledge building. Leaders need to commit themselves to constantly generating and increasing knowledge inside and outside the organization. Effective leaders understand the value and role of knowledge creation; they make it a priority and set about establishing and reinforcing habits of knowledge exchange among organizational members. Fullan describes a number of strategies used in education, business, and the military for turning information into knowledge by engaging people in an orchestrated social process. The key skill here is to convert information to knowledge through purposeful social interactions. In chapter six, “coherence building,” the author takes the reader on a journey of guiding people through their differences and enabling those differences to surface. He builds on the hypothesis that creative ideas and novel solutions are often generated when the status quo is disrupted. He discusses the frustration felt by many when a school district has a large number of “improvement programmes” operating at the same time. Fullan argues that we are in complex (rather than chaotic) times and that the central tendency of dynamic, complex systems is to constantly generate overload causing fragmentation, uncertainty and confusion. Effective leaders guide people through differences and enable differences to surface while creating coherence. They tolerate enough ambiguity to keep creative juices flowing, but seek coherence along the way. They ensure strategies are in place to keep people focused and moving in a purposeful direction. In chapter seven, “The Hare and The Tortoise,” Fullan refers to the Fontaine’s Fable of the hare and the tortoise. Developing leaders are more “tortoise-like than hare-like”. Three powerful lessons about leadership are identified: the vital and paradoxical need for slow knowing overtime, the importance of learning in context , and the need for leaders at all levels of the organization, in order to achieve wide spread internal commitment. Good leaders foster leadership at other levels. Leadership at other levels produces a steady stream of future leader for the system as a whole. Fullan concludes that leaders in a culture of change will be judged as effective or ineffective not simply by their results and who they are as leaders, but by the leadership they develop in others. Fullan’s writing style is more familiar than authoritative with liberal amount of case histories from both the business world and the world of education. The theme of this book is that all of us can improve our leadership abilities simply by focusing on a small number of key dimensions. Fullan ties each chapter to the previous one re-emphasizing the previous chapter through reinforcement in the current one. This book states that two things have occurred in recent times that have aided the discovery and pursuit of effective leadership. The first is that the knowledge base of what it takes to be an effective leader is getting broader and deeper, and with more insight. The second thing that happened is that there are many more examples of transformation in both business and education. In reading this text and then reviewing it, I concluded that there were three basic premises that were utilized to accomplish the purpose of the book. I think that the first premise was found within the verbiage of the preface, which related that “this book is about how leaders can focus on certain key change themes that will allow them to lead effectively under messy conditions. This book is also about how leaders foster leadership in others, thereby making themselves dispensable in the long run” (p. x) The second premise is that “each and every leader, whether the CEO of a multinational corporation or a school principal, can become much more effective by focusing on a small number of core aspects of leadership and by developing a new mind-set about the leader’s responsibility to himself or herself and to those with whom he or she works” (p. 2). The premise this book uses to achieve its purpose is that it “delves into the complexities of leadership . . . It provides insights, strategies, and, ultimately, better theories of knowledge and action suited to leadership in complex times” (p. 10). The book lists five components of leadership that were discussed and reviewed (in detail in separate chapters) to support the three premises that were utilized to achieve its purpose. These five components were: moral purpose (which means acting with the intentions of making a positive difference in the lives of employees, customers, and society as a whole), understanding the change process (I think this is self-explanatory), relationships (which means consummating relationships with diverse people and groups; effective leaders constantly foster interaction and problem solving, and are wary of easy consensus), knowledge creation and sharing (which represents a merging of the previous three components to arrive at something new to help or facilitate the change or an understanding of it), and coherence (which is eliminating the ambiguity associated with new knowledge created and shared – connecting the new knowledge to existing knowledge). The book argues that by utilizing these five components, we have the correct checks and balances for “simultaneously letting go and reining in. When leaders act in the ways recommended, they will disturb the future ‘in a manner that approximates the desired outcomes,’ Leading in a Culture of Change integrates the most current ideas and theories on effective leadership to support and illustrate five core competencies for leading in complex times. Fullan links components of his leadership framework with concrete examples and cases used in education and business. Moreover it allows the reader to apply the methods gradually. I found the book easy to read and quite enlightening, reinforcing some of my personal beliefs concerning successful leadership styles in the culture of change. Leading in a culture of change deals with the complexities of leadership; it provides insights, strategies and better theories of knowledge and action suited to leadership in difficult times. This book is a call for action, equipping leaders with ideas and strategies for deep success. I found this book both enjoyable and enlightening. Each page offered positive in sight into leading the change process. I would recommend this book to all administrators, whether at the central office level or on the campus. It would be an excellent centerpiece for staff development revolving around the change process. Fullan does not lead the reader to believe that by following simple steps all will work out fine. Instead he offers a path to change with many positive examples of company’s and educational systems growing, developing, and maturing towards a common goal.
A rock at rest has weight 138 N…..

3. A rock at rest has weight 138 N. What is the weight of the rock when it is accelerating upward at 12 m/s2?4. An astronaut’s pack weighs 17.5 N when she is on earth, but only 3.24 N when she is on the surface of an asteroid. What is the acceleration due to gravity on this asteroid?5. A large sphere has a mass of 175 kg and is suspended by a chain from the ceiling. The mass of the chain is 12.0 kg. What is the tension in the chain?
A rock at rest has weight 138 N….

BU 330 Ashworth College Net Annual Operating Cash Inflow Worksheet.

I’m working on a accounting test / quiz prep and need support to help me study.

Be certain to indicate the proper question number before each of your answers. Remember to show your work if an answer requires a mathematical solution. Question 1: At an activity level of 8,800 units, Pember Corporation’s total variable cost is $146,520 and its total fixed cost is $219,296. For the activity level of 8,900 units, compute the following values.undefinedRequired:undefined The total variable cost The total cost The average variable cost per unit The average fixed cost per unit The average total cost per unit Note: Assume that the activity level is within the relevant range.Question 2: Job 397 was recently completed. The following data have been recorded on its job cost sheet.undefined Direct materials $59,400 Direct labor-hours 1,254 DLHs Direct labor wage rate $11 per DLH Number of units completed 3,300 units The company applies manufacturing overhead on the basis of direct labor-hours. The predetermined overhead rate is $37 per direct labor-hour.Required:What’s the unit product cost that would appear on the job cost sheet for this job?Question 3: Carver, Inc. uses the weighted-average method in its process costing system. The following data concern the operations of the company’s first processing department for a recent month. Work in process, beginning: Units in process 700 Percent complete with respect to materials 50% Percent complete with respect to conversion 40% Units started into production during the month 23,000 Work in process, ending: Units in process 200 Percent complete with respect to materials 80% Percent complete with respect to conversion 40% Required:Using the weighted-average method, what are the equivalent units of production for materials and for conversion costs?Question 4: Hayek Corporation uses the FIFO method in its process costing. The following data concern the company’s mixing department for the month of August. Materials Conversion Work in process, August 1 $31,734 $30,320 Cost added to production in the mixing department during August $91,332 $81,864 Equivalent units of production for August 7,740 7,580 Required:What are the cost per equivalent unit for materials and the cost per equivalent for conversion for the mixing department for August using the FIFO method?Question 5: Maddaloni International, Inc. produces and sells a single product. The product sells for $160.00 per unit, and its variable expense is $46.40 per unit. The company’s monthly fixed expense is $219,248.Required:What’s the monthly break-even in total dollar sales?Question 6: Mitchel Corporation manufactures a single product. Last year, variable costing net operating income was $55,000. The fixed manufacturing overhead costs released from inventory under absorption costing amounted to $24,000.Required:What’s the absorption costing net operating income from last year? Question 7: Calder Corporation manufactures and sells one product. The following information pertains to the company’s first year of operations: Variable cost per unit: Direct materials $92 Fixed costs per year: Direct labor $720,000 Fixed manufacturing overhead $3,264,000 Fixed selling and administrative $1,935,000 The company doesn’t have any variable manufacturing overhead costs or variable selling and administrative costs. During its first year of operations, the company produced 48,000 units and sold 45,000 units. The company’s only product sells for $258 per unit.Required:What is the net operating income?Question 8: Mouret Corporation uses the following activity rates from its activity-based costing to assign overhead costs to products. Activity Cost Pools Activity Rate Setting up batches $92.68 per batch Processing customer orders $95.08 per customer order Assembling products $3.41 per assembly hour Last year, Product N79A required 28 batches, 6 customer orders, and 712 assembly hours.Required:How much total overhead cost would be assigned to Product N79A using the company’s activity-based costing system?Question 9: The manufacturing overhead budget of Paparella Corporation is based on budgeted direct labor-hours. The November direct labor budget indicates that 6,000 direct labor-hours will be required in that month. The variable overhead rate is $2.00 per direct labor-hour. The company’s budgeted fixed manufacturing overhead is $79,200 per month, which includes depreciation of $21,000. All other fixed manufacturing overhead costs represent current cash flows.Required: Determine the cash disbursements for manufacturing overhead for November. Determine the predetermined overhead rate for November. Question 10: Sund Corporation bases its budgets on the activity measure “customers served.” During April, the company plans to serve 38,000 customers. The company has provided the following data concerning the formulas it uses in its budgeting: Fixed Element per Month Variable Element per Month Revenue — $2.10 Wages and salaries $25,000 $0.50 Supplies $0 $0.30 Insurance $6,200 $0.00 Miscellaneous expenses $2,500 $0.40 Required:Prepare the company’s planning budget for April. What is the net operating income?Question 11: Shawl Corporation’s variable overhead is applied on the basis of direct labor-hours. The standard cost card for product F02E specifies 5.5 direct labor-hours per unit of F02E. The standard variable overhead rate is $6.80 per direct labor-hour. During the most recent month, 1,560 units of product F02E were made, and 8,700 direct labor-hours were worked.The actual variable overhead incurred was $52,635.Required: A. What was the variable overhead rate variance for the month? B. What was the variable overhead efficiency variance for the month?Question 12: Kingdon Corporation’s manufacturing overhead includes $7.10 per machine-hour for variable manufacturing overhead and $207,000 per period for fixed manufacturing overhead.Required:What’s the predetermined overhead rate for the denominator level of activity of 4,600 machine-hours?Question 13: Pinkney Corporation has provided the following data concerning its direct labor costs for November: Standard wage rate $12.20 per DLH Standard hours 5.3 DLHs per unit Actual wage rate $11.20 per DLH Actual hours 39,720 DLHs Actual output 7,900 units Required:Show the journal entry to record the incurrence of direct labor costs.Question 14: Iba Industries is a division of a major corporation. The following data are for the latest year of operations: Sales $5,820,000 Net operating income $436,500 Average operating assets $2,000,000 The company’s minimum required rate of return 18% Required:What is the division’s residual income?Question 15: Tullius Corporation has received a request for a special order of 8,000 units of product C64 for $50.00 each. The normal selling price of this product is $53.25 each, but the units would need to be modified slightly for the customer. The normal unit product cost of product C64 is computed as follows: Direct materials $18.10 Direct labor 7.40 Variable manufacturing overhead 5.20 Fixed manufacturing overhead 4.80 Unit production cost $35.50 Direct labor is a variable cost. The special order would have no effect on the company’s total fixed manufacturing overhead costs. The customer would like some modifications made to product C64 that would increase the variable costs by $5.00 per unit and that would require a one-time investment of $43,000 in special molds that would have no salvage value. This special order would have no effect on the company’s other sales. The company has ample spare capacity for producing the special order.Required:How much is the “effect” (incremental net operating income) on the company’s total net operating income through accepting the special order?Question 16: (Ignore income taxes in this problem.) Hinck Corporation is investigating automating a process by purchasing a new machine for $520,000 that would have an eight-year useful life and no salvage value. By automating the process, the company would save $134,000 per year in cash operating costs. The company’s current equipment would be sold for scrap now, yielding $22,000. The annual depreciation on the new machine would be $65,000.Required:What’s the simple rate of return on the investment to the nearest tenth of a percent?Question 17: (Ignore income taxes in this problem.) Schaad Corporation has entered into an eight-year lease for a piece of equipment. The annual payment under the lease will be $2,500, with payments being made at the beginning of each year.Required:If the discount rate is 14%, what’s the present value of the lease payments?Question 18: Brodigan Corporation has provided the following information concerning a capital budgeting project: Investment required in equipment $450,000 Net annual operating cash inflow $220,000 Tax rate 30% After-tax discount rate 12% The expected life of the project and the equipment is three years, and the equipment has zero salvage value. The company uses straight-line depreciation on all equipment, and the depreciation expense on the equipment would be $150,000 per year. Assume cash flows occur at the end of the year except for the initial investments. The company takes income taxes into account in its capital budgeting. The net annual operating cash inflow is the difference between the incremental sales revenue and incremental cash operating expenses.Required:What is the net present value of the project?Question 19: Dukas Corporation’s net cash provided by operating activities was $218,000; its net income was $203,000; its capital expenditures were $146,000; its cash dividends were $49,000.Required:What is the company’s free cash flow?Question 20: Mihok Corporation has provided the following financial data: Year 2 Year 1 Stockholders’ equity: Common stock, $3 par value $300,000 $300,000 Additional paid-in capital—common stock 100,000 100,000 Retained earnings 375,000 370,000 Total stockholders’ equity $775,000 $770,000 Income Statement for the Year Ended December 31, Year 2 Sales $1,380,000 Cost of goods sold 780,000 Gross margin 600,000 Operating expenses 567,714 Net operating income 32,286 Interest expense 18,000 Net income before taxes 14,286 Income taxes (30%) 4,286 Net income $10,000 Dividends on common stock during Year 2 totaled $5,000. The market price of common stock at the end of Year 2 was $0.97 per share.Required: What is the company’s earnings per share for Year 2? What is the company’s price-earnings ratio for Year 2? What is the company’s dividend payout ratio for Year 2? What is the company’s dividend yield ratio for Year 2? What is the company’s book value per share at the end of Year 2?
BU 330 Ashworth College Net Annual Operating Cash Inflow Worksheet

Basic Concepts in Statistics questions

Basic Concepts in Statistics questions.

Basic Concepts in Statistics
Complete the following questions. Be specific and
provide examples when relevant.
Cite any sources consistent with APA guidelines.



What are statistics and
how are they used in the behavioral sciences? Your answer should be 100 to
200 words.

Differentiate between
descriptive and inferential statistics. What information do they provide?
What are their similarities and differences? Your answer should be 250 to 400

What is a population?
What is a sample? How are they similar and how are they different? When would
you use one or the other? Your answer should be 250 to 400 words.

Complete the following
Go to the library and
find a journal article in your area of interest that contains empirical data,
but does not contain any visual representation of the data. Use the data to
create a chart. Specify what type of chart you are creating, and why you
chose the one you did. You can create the chart manually or using IBM®
SPSS® software or a Microsoft® Excel®
document. The chart may be pasted into this document or submitted as an
attachment with this document.

Basic Concepts in Statistics questions

The Social Construction of Gender in Shopping Malls ​

write my term paper The Social Construction of Gender in Shopping Malls ​.

this is the title of the paper: The
Social Construction of Gender in Shopping Malls
*The mall is Tysons Mall and it’s located in virginia, USA…please answer the questions just as if you were actually in the mall and have been to the mall. take note that this mall is the best mall in the area and it has everything. The days I went are Friday for 2 hours and Saturday for 1 hour Nov 17th and 18th. Please follow the instructions carefully. and answer all the questions You MUST follow the instructions and guideline very carefully.thanks
The Social Construction of Gender in Shopping Malls ​

fun art midterm

fun art midterm.

The entire assignment, typed and double-spaced, should be 4 – 5 pages long.It is not necessary to include pictures, but please fully identify each work of art you discuss by title, artist/architect and date. Please limit your selections to the artworks we have discussed in class. DO NOT look up extra information from outside sources; use ONLY your textbook, notes, the class slides, and your own observational skills!
Architecture (25 pts.): Brunelleschi and Alberti were two of the most influential architects of the Italian Early Renaissance. Please choose 2 buildings (one by each architect), and compare and contrast the ways they use particular Greek and Roman architectural elements and design principles.

Portraiture (25 pts.) Discuss developments in portraiture during the Renaissance in Italy and the Netherlands. Choose at least 3 examples, and discuss the changing ways in which the identity, status, and character of the patrons are expressed.

Nude figures (25 pts.) The revival of the nude human figure in Italian art was a significant development during the Late Gothic and Early Renaissance periods. Choose
3 works of art that showcase the nude figure (male or female). How does each artist treat anatomy, proportions, and posture? Whom do these figures represent, and how do these works relate to the intellectual or religious ideas of the time?
Biblical narratives (25 pts.) Compare and contrast the ways in which stories from the Bible were represented in Italy and the Netherlands during the Late Gothic and Early Renaissance periods. Choose 3 examples and discuss their compositions, including the postures, dress, and facial expressions of the figures, as well as the ways in which space is constructed. What ideas or feelings are communicated in these scenes?
fun art midterm

articles about surrogacy

articles about surrogacy.

I need 10 articles in total about SURROGACY, 5 news articles and 5 scholarly articles. For each article, please answer the following questions:1. News articles (from any qualified or certified data base, for example NYTimes). ^^I already have one article so you just need to find 4 more. I will attach it so you don’t use it (…)^^for each article answer the following questions:- title- publication year- author- link- what is the *main topic* of the news article? Write at least 3 sentences-what *people* are discussed in the article? Write at least 2 sentences- what *places or locations* is described in the article? Write at least 2 sentences2. Scholarly articles (review JSTOR, ProQuest, Wiley, SAGE, etc. Search for the topic and find scholarly articles published in the last 10 years. Answer the questions below for each article) – Title:- Publication Date: -Author(s):- Journal:- Read the ABSTRACT and review the KEY WORDS. What is the main argument and the findings of the scholarly article? Write at least three sentences. – What population was in the ABSTRACT, METHODOLOGY, or CONCLUSION of the article? Write at least two sentences.- What place or location was in the ABSTRACT, METHODOLOGY, or CONCLUSION of the article? Write at least two sentences.# use MLA citation: # Use Times New Roman, 12 point font, 1” margins, 1.5 spacing
articles about surrogacy