| | |Functional Health Patterns - Community Assessment | |Grand Canyon University – NRS427V - Instructor: Leta Davis
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Upper Saddle River‚ NJ 07458. 3–2. The members of a truss are pin connected at joint O. Determine the magnitude of F1 and its angle u for equilibrium. Set F2 = 6 kN. y 5 kN F2 70Њ 30Њ x SOLUTION + : ©Fx = 0; O 6 sin 70° + F1 cos u - 5 cos 30° - 4 (7) = 0 5 5 F1 cos u = 4.2920 + c ©Fy = 0; 6 cos 70° + 5 sin 30° - F1 sin u - u 3 4 3 (7) = 0 5 7 kN F1 F1 sin u = 0.3521 Solving: Ans. F1 = 4.31 kN Ans. T an his th d wo sa eir
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Slide 3 K to 12 Curriculum Model Grades 11-12 (New HS Years 5-6) • Core (Languages‚ Literature‚ Math‚ Philosophy‚ Science‚ Social Sciences) + Career Pathways (including OJT) Business and Entrepreneurship Technical-Vocational Grades 9-10 (New HS Years 3-4) Grades 7-8 (New HS Years 1-2) Grades 1-6 Kindergarten • Core Learning Areas plus elective Technology & Livelihood Education • Core Learning Areas and exploratory Technology & Livelihood Education Humanities
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CHAPTER 13 SUGGESTED ANSWERS EXERCISES Exercise 13 - 1 1. 2006 Sales 60‚000 Cost of Sales 60‚000 Cost of Sales 20‚000 Inventory 20‚000 2007 Retained Earnings‚ Parent 20‚000 Inventory 20‚000 2008 Retained Earnings‚ Parent 20‚000 Cost of Sales 20‚000 2. 2006 Sales 60‚000 Cost of Sales 60‚000 3. 2006 Sales 60‚000 Cost of Sales 60‚000 Cost of Sales 5‚000 Inventory 5‚000 P20‚000 x 25%
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Improvement by TOC (Theory of Constraints) -The Goal: A Process of Ongoing Improvement- It is believed that business world is continually changing. To cope with the changing and to survive the business competition‚ The Goal shows how to succeed plant improvement within short period by the Theory of Constraints (TOC). This paper focuses on the improvement process the plant made and the contents are as follows: (1) Understanding the company goal‚ (2) Organizational value index‚ (3) Use of the constraint
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Chapter 13 Real Options and Other Topics in Capital Budgeting Learning Objectives After reading this chapter‚ the student should be able to: Explain why conventional NPV analysis may not capture a project’s impact on the firm’s opportunities. Identify five different types of real options. Explain what an abandonment/shutdown option is‚ give an example of a project that includes this type of option‚ and explain what an option value is. Explain what a decision tree is and provide an example of
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Principles of Marketing‚ 14e (Kotler) Chapter 13 Retailing and Wholesaling 1) ________ includes all the activities involved in selling products or services directly to final consumers for their personal‚ nonbusiness use. A) Franchising B) Retailing C) Brokering D) Wholesaling E) Disintermediation Answer: B Diff: 1 Page Ref: 374 Skill: Concept Objective: 13-1 2) In recent years‚ ________ has been growing fast. This includes selling to final consumers through direct mail‚ catalogs‚ telephone
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ANALYSIS OF FUNCTIONAL CONFLICT IN THE ORGANIZATION WITH REFERENCE TO OCEANIC BANK PLS (OBP) INTRODUCTION. Conflict refers to events ranging from inner turmoil produced by competing needs or desires to open violence between entire societies (Greenberg & Baron 1995). Conflict has grown to become a very imperative word in Organizations and in everyday human life‚ in the organization it is seen as the struggle between 2 or more people or groups in the organization‚ and could be functional or dysfunction
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Apollo 13 The Apollo 13 mission was a significant historical event‚ because of the dangerous repercussions that followed the explosion of the oxygen tank on Apollo 13. The story in which the astronauts Lovell‚ Swigert‚ and Haise surviving these errors during the flight is truly incredible. In the movie Apollo 13‚ the creators depicted most of the events involving the crew’s adventure to and from space quite accurately. Although creating most events successfully the creators of Apollo 13 failed
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3M’s Leadership Competency Model: An Internally Developed Solution • 133 3M’S LEADERSHIP COMPETENCY MODEL: AN INTERNALLY DEVELOPED SOLUTION Margaret E. Alldredge and Kevin J. Nilan This article describes the development of an executive-level global competency model at 3M. The work on this model was completed in partnership with the company’s top executives and a global team of in-house professionals. The competency model itself consists of 12 competencies and generalizable behavioral anchors
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