In a lot of laymen explanations of general relativity it is implied that the four dimensions of the space-time are equivalent, and we perceive time as different only because it is embedded in our human perception to do so.

My question is: is that really how general relativity treats the 4 dimensions?

If so - what are the implications (if any) this has on causality?

If no - can the theory support more than one time dimension?

1. Suppose that a firm is considering moving from a batch process to an assembly-line process to better meet evolving market needs. What concerns might the following functions have about this proposed process change: marketing, finance, human resources, accounting, and information systems? (Marks 1) (word count maximum: 150)

*** Please I do not want answer from internet

*** Plagiarism not allowed

Suppose

140

geology students measure the mass of an ore sample. Due to human error and limitations in the reliability of the​ balance, not all the readings are equal. The results are found to closely approximate a normal​ curve, with mean

83

g and standard deviation

3

g. Use the symmetry of the normal curve and the empirical rule as needed to estimate the number of students reporting readings between

80

g and

86

g.

You have recently accepted a position as Human Resource Director for Jupiter Industries, a multi-national organization operating across 5 business segments, specifically, industrial valves and controls, plastics, fire suppression equipment, electronic components, and specialized medical products. Jupiter Industries has established worldwide headquarters in Bremen, Germany, and has groups located in the Americas, Europe, Asia and Pacific Rim countries. The MENA group is the most recently formed division within the Jupiter organization, and is composed of various concentric businesses that fit into one of the five organizational business segments, all of which have been acquired over the past two years in both the Middle East region (Saudi Arabia, UAE, Oman, Bahrain, and Jordan) as well as North Africa (Egypt, Morocco, Tunisia, and Algeria). You will be working at the MENA headquarters located in Manama, Bahrain and will be responsible for all divisions located in the MENA (Middle East, North Africa) region. You will report directly to the VP of Operations in Manama, with dotted-line reporting responsibility to Chief Human Resources Officer (CHRO) in Bremen.

Specifically, you are being tasked with establishing Human Resource policy and practice in regard to strategic collaboration with divisional heads, utilizing HRIS systems in addressing areas such as recruitment and retention, training and development, performance management programs, compensation management, employee benefit programs and employee relations, including motivational programs, incentive programs, and disciplinary procedures. You will be working on policies and procedures that can be utilized throughout the region, to bring some semblance of order and uniformity in dealing with strategic HR employee programs.

After a thoughtful review of current HR programs for the region, you will prepare a report for the VP of Operations and CHRO and distribute to all division heads, formulating your HR strategic goals across all HR areas of responsibility, highlighting recommendations for improving the overall impact of these programs on talent management initiatives including attraction and retention of top talent and the methodologies used to do so.

This report will be inclusive of all Human Resource functions and provide both strategic and operational goals of the desired outcomes and, the means or “how” to reach these deliverables.

In regard to performance management, describe your plans for setting up a management-by-objectives program, detailing the steps of the program, how to secure both employee buy-in as well as management participation, and what the advantages are to the company, the line manager, and to the employee utilizing such a program. Explain the importance of the performance review (appraisal), how often you recommend they be conducted, and what topics of discussion should be included in the performance meeting

You have recently accepted a position as Human Resource Director for Jupiter Industries, a multi-national organization operating across 5 business segments, specifically, industrial valves and controls, plastics, fire suppression equipment, electronic components, and specialized medical products. Jupiter Industries has established worldwide headquarters in Bremen, Germany, and has groups located in the Americas, Europe, Asia and Pacific Rim countries. The MENA group is the most recently formed division within the Jupiter organization, and is composed of various concentric businesses that fit into one of the five organizational business segments, all of which have been acquired over the past two years in both the Middle East region (Saudi Arabia, UAE, Oman, Bahrain, and Jordan) as well as North Africa (Egypt, Morocco, Tunisia, and Algeria). You will be working at the MENA headquarters located in Manama, Bahrain and will be responsible for all divisions located in the MENA (Middle East, North Africa) region. You will report directly to the VP of Operations in Manama, with dotted-line reporting responsibility to Chief Human Resources Officer (CHRO) in Bremen. Specifically, you are being tasked with establishing Human Resource policy and practice in regard to strategic collaboration with divisional heads, utilizing HRIS systems in addressing areas such as recruitment and retention, training and development, performance management programs, compensation management, employee benefit programs and employee relations, including motivational programs, incentive programs, and disciplinary procedures. You will be working on policies and procedures that can be utilized throughout the region, to bring some semblance of order and uniformity in dealing with strategic HR employee programs. After a thoughtful review of current HR programs for the region, you will prepare a report for the VP of Operations and CHRO and distribute to all division heads, formulating your HR strategic goals across all HR areas of responsibility, highlighting recommendations for improving the overall impact of these programs on talent management initiatives including attraction and retention of top talent and the methodologies used to do so. This report will be inclusive of all Human Resource functions and provide both strategic and operational goals of the desired outcomes and, the means or “how” to reach these deliverables.

What type of international assignee compensation plan would you suggest for Bremen expat employees appointed to 3-year assignments in Egypt and Morocco? Explain. What type of international assignee compensation plan would you suggest for Bremen expat employees appointed to 3-year assignments in Saudi Arabia and Jordan?

You have recently accepted a position as Human Resource Director for Jupiter Industries, a multi-national organization operating across 5 business segments, specifically, industrial valves and controls, plastics, fire suppression equipment, electronic components, and specialized medical products. Jupiter Industries has established worldwide headquarters in Bremen, Germany, and has groups located in the Americas, Europe, Asia and Pacific Rim countries. The MENA group is the most recently formed division within the Jupiter organization, and is composed of various concentric businesses that fit into one of the five organizational business segments, all of which have been acquired over the past two years in both the Middle East region (Saudi Arabia, UAE, Oman, Bahrain, and Jordan) as well as North Africa (Egypt, Morocco, Tunisia, and Algeria). You will be working at the MENA headquarters located in Manama, Bahrain and will be responsible for all divisions located in the MENA (Middle East, North Africa) region. You will report directly to the VP of Operations in Manama, with dotted-line reporting responsibility to Chief Human Resources Officer (CHRO) in Bremen. Specifically, you are being tasked with establishing Human Resource policy and practice in regard to strategic collaboration with divisional heads, utilizing HRIS systems in addressing areas such as recruitment and retention, training and development, performance management programs, compensation management, employee benefit programs and employee relations, including motivational programs, incentive programs, and disciplinary procedures. You will be working on policies and procedures that can be utilized throughout the region, to bring some semblance of order and uniformity in dealing with strategic HR employee programs. After a thoughtful review of current HR programs for the region, you will prepare a report for the VP of Operations and CHRO and distribute to all division heads, formulating your HR strategic goals across all HR areas of responsibility, highlighting recommendations for improving the overall impact of these programs on talent management initiatives including attraction and retention of top talent and the methodologies used to do so. This report will be inclusive of all Human Resource functions and provide both strategic and operational goals of the desired outcomes and, the means or “how” to reach these deliverables.

Considering employee retention, how would you make a convincing argument to senior management at Jupiter of the escalating costs of employee turnover. Give details. Explain how to conduct exit interviews and why this gathered information can be utilized to identify issues and reduce turnover. Considering the core activities associated with HR, which activities can be leveraged to promote employee retention strategies? (Example: Compensation & Benefits, Career Development, etc.) Describe how employee engagement goes beyond simple job satisfaction

PLEASE ANSWER ALL NOT UNDERSTANDING

1.An unsuspecting bird is coasting along in an easterly direction at 3.00 mph when a strong wind from the south imparts a constant acceleration of 0.200 m/s2. If the wind\'s acceleration lasts for 3.20 s, find the magnitude r and direction θ (measured counterclockwise from the easterly direction) of the bird\'s displacement over this time interval. (HINT: assume the bird is originally travelling in the x direction and there are 1609 m in 1 mile.)

Now, assume the same bird is moving along again at 3.00 mph in an easterly direction but this time the acceleration given by the wind is at a 45.0 degree angle to the original direction of motion. If the magnitude of the acceleration is 0.500 m/s2, find the displacement vector , and the angle of the displacement, θ1. Enter the components of the vector and angle below. (Assume the time interval is still 3.20 s.)

2 .Volumetric expansion coefficients of simple materials are often well catalogued. However, the thermal expansion coefficient β of a human body is less well known. This could affect the human body\'s specific gravity and, therefore, measurements of its body/fat ratio. Suppose that a human body of weight w0 (on dry land) is placed on a scale while completely immersed in formaldehyde of temperature T1. Once the temperature increases by ΔT, the scale reading drops by Δw. Derive an expression for β in terms of ΔT, w0, and Δw by assuming that the ratio of the formaldehyde ρf and the initial density of the body ρb is R = ρf /ρb. Assume also that ρf does not change when heated.

If the body weighs 224.3 lb on dry land and his weight reading lowers by 0.237 lb when the formaldehyde is heated from 66.40oF to 88.60oF, calculate the coefficient of volume expansion of the body.* Assume R = 0.720.

* The coefficient β will likely vary widely from one human body to the next. The numerical value computed here should not be considered factual.

3. If 39.5 mol of an ideal gas occupies 89.5 L at 77.00 °C, what is the pressure of the gas?

4. How many moles of gas are in 17.5 L N2 at 25 °C and 125 kPa?

How many moles of gas are in 41.9 L O2 at 25 °C and 125 kPa?

5. A 2250-kg space station orbits Earth at an altitude of 495000 m. Find the magnitude of the force with which the space station attracts Earth. The mass and mean radius of Earth are 5.98 × 1024 kg and 6370000 m, respectively.

Please respond to the discussion post 1 and 2 in your own words: (Must respond to both)

Discussion post 1

How do you think most people see the majority of human interactions, as opportunities to compete or to cooperate?

I believe that the majority of human interactions are seen as opportunities to compete. The reason I say this is the competitive nature that we have in us as humans. This nature is exemplified daily in our school and our work. Let’s think about today’s workforce. It is extremely competitive and dog eats dog. The old days of job security with the same company for forty years is long gone. Being that Michigan is an at-will state, employers can let employees go for no reason at any time that they want. This makes employees want to be competitive, because they feel like their job is on the line. Some people will do anything to make sure that they are being looked at with a keen eye by management. They will do anything in their power to make sure they are getting credit for things they do, and even things that they don’t.

Sports also bring out this extremely competitive nature in humans. Sports are one of the most competitive activities in this world. Two teams giving their all to win. That feeling of winning is what drives the competitive nature of the players.

Can Covey's "Win-Win or No Deal" approach be "strategic" in the ultimate effects it may accrue?

I think that this approach can be strategic in the effects it accrues. The reason I say this is because in this approach everybody is happy in some way. This is a great thing for personal relationships, as stated in the examples that Covey talks about in the text. I think that this approach builds trust between people as well, whether that be in a personal or professional relationship. Unlike some of the other approaches that Covey discusses, this is the least-selfish of the approaches.

Discussion post 2

How do you think most people see the majority of human interactions, as opportunities to compete or to cooperate?

I think that most people see the majority of human interactions as opportunities to compete. I believe that at one point, it was to cooperate but as the society we live in have become more competitive, so have the individuals who live in it. This isn't to say that our human interactions are not genuine in wanting to understand others and get along amongst each other by any means. I also find that competing and cooperating can go hand in hand with one or the other playing a more heavy role in the interaction depending on the circumstances. This often happens at work during promotion time. When a position is available and all of the women are competing amongst each other, they want to cooperate on a human level as they are friends but many of their interactions are competitive, trying to "out shine" each other while discussing their successes that they feel the other may not have. As promotions are constantly reoccurring where I work, I find in my specific situation that the interaction is more for the opportunity to compete. These circumstances vary depending on your environment so I certainly believe that in other circumstances such as volunteer work the interaction would be more to cooperate as everyone is working for one common goal rather than competing.

Can Covey's "Win-Win or No Deal" approach be "strategic" in the ultimate effects it may accrue?

I believe so. I find it to be strategic in the effects it may accrue because no person or wants to give others a "win" and find nothing coming their way in return. By having a "win-win or no deal" approach, everyone involved is satisfied in some way which could be influential for positive relationships, both personal and professional. I think by having a win-win approach, it also allows for trust in a building relationship. By making sure both parties are satisfied and win, a stronger bond is built. I think this approach can be highly strategic in business because having business partners or organizations where you and they share mutual trust and carry a "win-win or no deal" mentality allows everyone involved to know they will be satisfied with the outcome. This makes you as a person (or business) more approachable and trustworthy when others know you have this kind of mentality.

1. If you were creating a library using the restriction endonucleases SbfI and EcoRI, for which restriction site would you design a fork-tailed adapter? Can you imagine any characteristic of a genome that would cause you to design a fork-tailed adapter for the other restriction site? If you were to use this set of enzymes/adapters to create a library in corn, how many reads would you need for adequate coverage of each individual?

2. How many reads would you need using SbfI/EcoRI in zebrafish to provide adequate cover for each individual? How many would you need for a stickleback fish? Does this make sense, given the size of the respective genomes? How could you explain this observation? Does looking at the results for different enzyme combinations for these two species help to explain the observation?

3. How many individuals could you analyze on a single MiSeq run, if you were using the combination of NlaIII and MluCI on mice?

4. If you were interested in doing a study of population structure in corn, which enzyme combination would you choose?  How many individuals could you analyze with a single MiSeq run? How about with a single lane of an Illumina HiSeq 2000?

5. Suppose you were using paired-end sequencing with 250 cycles. How much of the genome of a stickleback fish would you expect to sequence at >7X coverage if you used EcoRI/MspI?

6. You amplify an EcoRI/MspI fragment using MspI 2.1.0 and EcoRI 1.1.0 adapters and the the PCR primers NGS_i5_S505 and NGS_i7_N719. What would the final amplicon look like? (Write the sequence.)  

7. What happens to MspI/MspI fragments in the ddRadSeq protocol we are following? How about EcoRI/EcoRI fragments?

8. We are using three different MspI and EcoRI adapters in our protocol. There are a couple of advantages to using more than one adapter for each end; what are they?

9. Taking into consideration the different indices available, and the use of three different adapters for each end of genomic fragments, how many different individuals could be analyzed with a single sequencing run?

10. Suppose you were analyzing mice just as depicted in Table 1. of Petersen et al., using the enzyme pair EcoRI-MspI  You want to increase the number of fragments you are analyzing by 50%; how would you adjust your protocol?

11. For SNP discovery, there are concerns that ddRadSeq may limit analysis to regions of the genome with low point mutation rates. Please explain why this would be so.

12. Explain the similarities between ddRadSeq and two-step PCR. Why isn’t a PCR step (instead of ligation) used on the genomic fragments in ddRadSeq?

13. If you were using single step PCR, how many different primers would you need to take full advantage of the indices available from Illumina (S502, N701, etc.) for one locus? How many would be needed if you were using two-step PCR for one locus? How would the answers change for 10 loci?

14. What are the advantages of two-step PCR over one-step PCR? Are there any conditions under which one-step PCR is more efficient?

15. A typical number of cycles for the second PCR in two-step PCR is 10. How many copies of each input molecule would be generated in ten cycles?

16. What would happen if you used two-step PCR, and the primers used in the first step were both compatible with i7 primers? Would amplification happen in the second step of the two-step PCR process? Could the amplicon be sequenced?