Slope Formula to Find Rise over Run

Slope Formula to Find Rise over Run The slope formula is sometimes called rise over run. The simple way to think of the formula is: Mrise/run. M stands for slope. Your goal is to find the change in the height of the line over the horizontal distance of the line. First, look at a graph of a line and find two points, 1 and 2. You can use any two points on a line. The slope will be the same between any two points on a straight line.Note the X and Y value for each of the points.Now well designate the X and Y value for points 1 and 2. Well use subscripts to identify them in the slope formula. The formula for the slope of the straight line going through the points (X1, Y1) and (X2, Y2) is given by M (Y2 - Y1) / (X2 - X1) The answer, M is the slope of the line. It can be a positive or negative value. The subscripts are only used to identify the two points. They are not values or exponents. If you find this confusing, you could give the points names instead. How about Bert and Ernie? Point 1 is now Bert and Point 2 is now ErnieLook at the graph and note their X and Y values:(XBert, YBert) and (XErnie, YErnie)The slope formula is now: M (YErnie - YBert) / (XErnie - XBert) Slope Formula Tips and Tricks The slope formula can give a positive or a negative number as a result. In the case of vertical and horizontal lines, it can also give no answer or the number zero. If the slope is a positive value, the line is rising. The technical term is increasing.If the slope is a negative value, the line is descending. The technical term is decreasing.You can check your math by eyeballing the graph. If you got a negative slope but the line is clearly rising, you made an error. If the line is clearly going down and you got a positive slope, you made an error. It could be you mixed up X and Y and points 1 and 2.Vertical lines have no slope. In the equation, you are dividing by zero, which does not produce a number. If a quiz asks the slope of a vertical line, dont say zero. Say it has no slope.Horizontal lines have a zero slope. Zero is a number. In the equation, you are dividing zero by a number and the result is zero. If a quiz asks the slope of a horizontal line, say zero.Parallel lines have equal slopes. If you find the slope of one line, you dont have to run the formula for the other line. They will be the same. This can save you some time and effort.Pe rpendicular lines have negative reciprocal slopes. If two lines cross at a right angle, you can find the slope of one and then change the value for the other to negative or positive.

History of the 1900 Olympics in Paris

History of the 1900 Olympics in Paris The 1900 Olympic Games (also called the II Olympiad) took place in Paris from May 14 to October 28, 1900. Planned as part of the immense World Exhibition, the 1900 Olympics were  under-publicized and completely disorganized.  The confusion was so great that after competing, many participants did not realize that they had just participated in the Olympics.   It is important to note, however, that it was in the 1900 Olympic Games that women first participated as contestants.   Chaos Although more athletes attended the 1900 Games than in 1896, the conditions that greeted the contestants were abysmal. Scheduling conflicts were so great that many contestants never made it to their events. Even when they did make it to their events, athletes found their areas barely usable. For instance, the areas for the running events were on grass (rather than on cinder track) and uneven. The discus and hammer throwers often found that there wasnt enough room to throw, so their shots landed in the trees. The hurdles were made out of broken telephone poles. And the swimming events were conducted in the Seine River, which had an extremely strong current. Cheating? Runners in the marathon suspected the French participants of cheating since the American runners reached the finish line without having the French athletes pass them, only to find the French runners already at the finish line seemingly refreshed.   Mostly French Participants The concept of the new, modern Olympic Games was still new and travel to other countries was long, hard, tiring, and difficult. This plus the fact that there was very little publicity for the 1900 Olympic Games meant that few countries participated and that a majority of the contestants were actually from France.  The croquet event, for example, not only had just French players, all the players were from Paris. For these very same reasons, attendance was very low. Apparently, for that very same croquet event, only one, single ticket was sold to a man who had traveled from Nice. Mixed Teams Unlike later Olympic Games, teams of the 1900s Olympics were often composed of individuals from more than one country. In some cases, men and women could also be on the same team. One such case was 32-year-old  Hà ©là ¨ne de Pourtalà ¨s, who became the first female Olympic champion. She participated in the 1-2 ton sailing event aboard the  Là ©rina, with her husband and nephew. First Woman to Win a Gold Medal As mentioned above,  Hà ©là ¨ne de Pourtalà ¨s was the first woman to win gold while competing in the 1-2 ton sailing event. The first woman to win gold in an individual event was British Charlotte Cooper, a megastar tennis player, who won both singles and mixed doubles.

International business law Essay Example | Topics and Well Written Essays - 1500 words

International business law - Essay Example A contract and an agreement do not have equal status in the eyes of the law because the former is used in a legal context whilst the other is normally employed in a generic, non-legal sense. A contract is a term used to refer to the coming together of the minds (in other words, an agreement) of two or more parties, the terms of which are binding upon them, and is enforceable in a court of law. It necessarily denotes accompanying obligations and duties of the parties. An agreement, on the other hand, is not legally enforceable and does not create binding obligations on the part of the parties.1 The word â€Å"contract† indicates a much deeper and broader implication than an agreement because of the requirement of certain essential and formal elements to constitute, features not required in an agreement. To legally constitute a contract, the elements of offer and acceptance, consideration, legality of subject, intention to create legal relations, form, and definite terms, among others, must be present.2 An agreement, which necessarily refers to offer and acceptance, is only a part of a contract, but does not make up all of it. An agreement does not need consideration, definite terms, relevant form, and an intention to create legal relations for its formation. ... Moreover, the implication of a contract’s legal enforceability is that whenever one of the parties to it have breached any of its terms, the other can seek recourse in a court of law to recover remedies in accordance with law. Thus, an injured party to a contract can apply for damages, discharge, specific performance, injunction, rescission and reformation.†4 Since agreements are not legally enforceable, the aforesaid remedies are not available to it. B. Kingsley Limited Paul’s dilemma falls into fitness of the goods for the purpose for which they were bought. This topic is dealt both by the Convention on International Sale of Goods (CISG hereinafter) and the Sales of Goods Act 1976 (SOGA hereinafter). The CISG, however, is applicable to contracts of sale of goods that take place internationally, or between a buyer and seller who live in different countries, which are contracting states of the Convention.5 The condition stated in the present problem does not seem to contemplate multi-jurisdictions, but is purely domestic, which makes the CISG inapplicable. Nonetheless, the relevant CISG is discussed without taking into consideration this particular aspect. Article 35(2) of the CISG enumerates the four specific instances when a seller delivers good, which do not conform to CISG. It is understood that non-conformity occurs under the following conditions: the goods are not fit for the purposes of their ordinary use; the goods do not fit the purpose made known to the seller by the buyer at the time the contract was concluded, except when the buyer did not rely, or it was not reasonable for him to rely, on the judgment or skill of the seller; the goods do not possess the qualities they are supposed to have as indicated by the seller, and; they are not adequately

Elder Abuse and Psychosocial Simulation Essay Example | Topics and Well Written Essays - 750 words

Elder Abuse and Psychosocial Simulation - Essay Example Afterwards the interviewer remains alert and moderate in asking questions (Knapp, 2007). In terms of non-verbal actions the interviewer applied broad leads, such as neutral expressions. The intention was to support continued talking by the patient. However, the interviewer placed less time on open body posture. In terms of making observations, the interviewee appeared tense, especially in what appears to be some biting of the teeth. Nevertheless, the interviewer showed interest in the patient issues and still managed to come across as relaxed, by attempting to shift her body posture to a small level. The interviewer was trying to display an interest in what the client was saying. Gestures in some instances became an issue due to misinterpretations arising from the two diverse cultures. In addition, voice also became an issue due to timing and tempo since in some instances, the interviewer pitch and inflection did not bring out an understanding (Wachtel & Wachtel, 2011). The interview er applied non-verbal actions such as open facial movements displaying empathy as a part of intentional efforts to communicate experiences of suffering. For instance, the use of verbalizing implied thoughts such as the interviewer voicing what the client appears to have fairly evidently implied, instead of what the client had really said (Wachtel & Wachtel, 2011). The intention was to make conscious of the unconscious (Quinn & Tomita, 2002). Secondly, the interviewer applied neutral responses, and this displayed some interest and involvement in what the client was saying. The exact use of silence and some cases voice-tone was meant to offer time for the patient to present thoughts and feelings into expressions. The silence enabled the patient to verbalize while regaining composure. The interviewer seemed a little bit nervous initially when the camera gear was being setup, and this then reflected on the client sense of edginess. This was evidence by overusing of reflection which then made the client a little bit annoyed when her own words and statements were being continually repeated. However, as the interviewer began conversing with the client, she got somewhat more comfortable as both of them established a good human connection. The interview began with a chatting session with the client prior to the camera rolling. The intention was to first gauge the client awareness of the questions and then let him think about any solicitous responses. The caregiver managed to leave the room after a couple of questions were asked and she felt reassured about the interview session. However, the caregiver seemed to possess more ability in encoding the client emotional outlay. In particular, she was able to accurately decode the client body movements and voice-tone cues. On the other hand, the client did not know how to make clear his feelings, and he seemed to hold back tears at times while pacing and fidgeting, maybe because he feared that he will be labeled crazy. In wra pping matters up, I provided cues to the client that the session was coming to an end before summarizing the key answers and then thanking the client for his time. The interviewer was fairly comfortable with the questions concerning abuse and neglect as she used extensively reflective listening, while reacting with affirmative proclamations.

Clinical Governance overview

Clinical Governance overview A framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care can flourish (1) The term Clinical Governance (CG) was first introduced by the Labour government and underpinned by a statutory duty of quality set out in the Health Act 1999.The new government established for the first time a national framework, within which the NHS at a local level, can work towards realising consistent and systematic improvements in the quality of patient of care. Clinical Governance places a clear responsibility upon NHS organisations for the delivery and continuous improvement of patient care. In practice this means implementing principles that will result in a high quality of care for patients by a highly motivated and qualified workforce. The introduction of the contractual framework of community pharmacy in April 2005 laid out specific requirements for CG consisting of principles which were to be integrated into each pharmacy by a nominated clinical governance lead.(2) The contractual framework makes clear the role of community pharmacy and its contribution to the achievement of the targets for the health sector. Primary Care Trusts will support pharmacy contractors in implementing the new framework and monitoring compliance was only to begin in October 2005. For the introduction of CG to be successful it is essential that there is of mutual benefit to community pharmacy and the rest of the local NHS, while improving quality service to patients. Clinical Governance is composed of seven principle elements, Education, Clinical audit, Clinical Effectiveness, Risk Management, Research and Development, and Openness. The principles above are all extremely important in their contribution to clinical governance and I will discuss in detail some of the above in this essay. As part of the CG requirements, pharmacies have to participate in a clinical audit of their services and have the necessary arrangements in place to verify the quality of advice given to patients. Clinical audit involves the pharmacist and their staff participating in one practice based audit and one PCO determined multidisciplinary audit each year. Patient involvement entails the public to complete Community Pharmacy Patient Questionnaire to express their level of satisfaction at the services provided by their local community pharmacy. The pharmacies should review the surveys and consider changes to improve their services. Risk management ensures pharmacists provide sufficient evidence of recording, reporting, monitoring, analysing and learning from patient safety incidents. Clinical effectiveness programmes ensure the correct operating procedures are in place for the management of repeat NHS prescriptions, medicines use reviews and standard operating procedures. Staffing and staff management ensure that the people operating within the pharmacy have all the necessary training skills related to their role in the pharmacy and up to date with the legality issues surrounding confidentiality procedures, health and safety issues etc. Pharmacy operators must also ensure that there is an induction and written operating procedures for locums, who will be undertake the role of responsible pharmacist at different pharmacy premises. Pharmacists must also demonstrate their commitment to continuing professional development (CPD) through a CPD record, acquire information via up to date reference sources and comply with regulations. (3) Pharmacists have been implementing many of the aspects of CG in their roles as front line carers for patients on a day to day basis for many years. The structures put in place for the development of a CG framework; build upon the existing strengths possessed by pharmacys and highlights areas where improvements can be made. For CG to be successful and for processes to become embedded in pharmacies, pharmacists must be able to recognise the compelling nature of it outcomes. They should be clear on the intended benefits and understand that CG is an opportunity for them as individuals to adapt to change, generate new knowledge and continue to improve in their professional performance. (4) Clinical Governance activities can raise awareness of learning needs for example through audit and also for the continuing development of the services they provide within their organisation to provide the best form of patient care possible. Adverse incident reporting is an important element of CG but in general incident reporting to external bodies is at an early stage in community pharmacy and will require considerable culture change. The development of the No blame culture is essential and is important for pharmacists to realise that incidents and mistakes do occur but as long as the necessary procedures are taken to prevent dispensing errors and near misses through examination of these errors in an objective way to prevent the same problems happening over and over again. (5) Clinical effectiveness is made up of a range of quality improvement activities and initiatives including evidence, guidelines and standards to identify and implement best practice. Clinical Governance invites pharmacists and their working team to perform at very high professional level, which improves the quality of patient care and helps improve patient trust. This generates a feel good factor for the pharmacist and his team, in the services they are providing to the public and gives them the confidence and makes them better equipped for issues which present themselves in their pharmacies. Risk management is key part in CG, as the safety of patients is the main priority for all the healthcare team. The reporting of dispensing errors to an external board could minimize the risks of potential hazardous situations caused by dispensing errors, by effectively setting motions in place to reduce or remove risks. The principles of CG applies to all practitioners, including community pharmac ists, who have an important contribution to make to the development of a coherent strategy for assuring and improving the service provision across the local health community. (6) This involves working and communicating as a multi-disciplined team across primary care but also between primary and secondary care, to improve the overall quality of patient care. Clinical Governance also has systems in place to identify poorly performing pharmacists and provides retraining and other support at an early stage for pharmacists but the onus is on them to acquire the necessary skills to act as professional pharmacists and build on their existing knowledge. There is no doubt that Clinical Governance is a positive driving force behind improving patient care but there are questions of how practical it can be in the day to day running of busy pharmacies. Many pharmacists especially the older generation have found it particularly difficult to come to terms with the massive impact of paperwork associated with clinical governance and finding time to implement everything is a problem and many feel that time filling out forms would be better fulfilled advising patients. Cost is another problem, training staff to be effective in CG and employing locums, buying CG packs and having to close the pharmacy to attend PCT meetings are certainly not cheap. There are numerous other problems which could be mentioned which pharmacists find challenging and wrong with CG. In conclusion, the concept behind Clinical Governance has been put forward to undoubtedly benefit the entire health system. It is therefore important that systems are in place to maintain a high standard of clinical care. Pharmacists have been at the forefront of patient care and have been providing dependable services to the community for many years. The system of CG brings together all the elements which seek to promote quality care and the challenge of it shouldnt be underestimated. The cultures involved will need to be understood and greater sensitivity shown to pharmacists to help them review and justify their performance. Many pharmacists are apprehensive about CG and feel the changes involved could be an unnecessary intrusion and many will only be won over when they can see that its in their interest and that of their patients. (Word Count 1196) Clinical Governance; Quality in the new NHS (HSC 1999/065) Department of Health, London, 1999 Department of health, 28/4/05 Implementing the new Community Pharmacy Contractual Framework www.psnc.org.uk/pages/essential_service_clinical_governance.html PSNC, Essential service 8- Clinical Governance Requirements in the New Community Pharmacy Contractual Framework Continuing Professional Development: Quality in the new NHS. (HSC 1999/154) Department of Health, London, 1999. Doing Less Harm. Department of Health 7 national Patient Safety Agency, London, 2001. Pharmacy in the Future-Implementing the NHS plan. Department of Health, London,2005

Ducati Paper

Margaret DeWitt Ducati Turnaround The turnaround success of Ducati was the direct result of Federico Minoli’s implementation of a differentiation strategy. As a company that was heading towards bankruptcy, Ducati was saved and revamped by Minoli’s specific vision for the company that were precisely presented in an extremely realistic manner. These goals for the company included double-digit growth for Ducati and equaling Harley-Davidson’s profit level. After reading the success of this turnaround, one point that I found very interesting and contributed to the company’s success is Minoli’s staffing method for Ducati.Not only did he strive to acquire intelligent and qualified workers, but also he emphasized passion and creativity in the workplace. The article refers to this â€Å"structured chaos† as the primary source of creativity. Another unique staffing method using by Minoli was that none of the new staff had previous experience in the mot orcycle industry. According to Minoli, even though they had no previous experience they were still capable of becoming passionate about this company and its products and would therefore be a successful management team.It is apparent Minoli views everyone involved in the production of Ducati’s products as a key success factor in its turnaround. In choosing the right strategy for Ducati, Minoli debated between standardizing the engine, which would result in better efficiency, or to remain true to what the motorcycle represented. He wanted the brand name to appeal not only to extreme motorcycle riders but also so other segments of buyers. By implementing a differentiation strategy, Minoli was able to position Ducati in a way that showcased its uniqueness as a motorcycle.It was also a way to separate it from other motorcycle companies such as Harley-Davidson and Honda. The specific features of their product are so unique to the brand name that it would be difficult and expensive for competitors to try to mimic. The company has moved from a â€Å"product-centered† company, as many of its competitors are categorized as, to an â€Å"experience-centered† company. It is not only focused on producing and selling motorcycles, but also focused on selling the lifestyle benefits of owning a Ducati motorcycle and being part of the Ducati organization.This was a smart move on behalf of Ducati for two main reasons: to increase sales due to product uniqueness and the building of customer loyalty through repeat customers. As customers buy into a lifestyle, they are more likely to continue to purchase that product. Two of the factors that Ducati possess that contributes to its differentiation from other companies are its top engineering team and increased investment in research and development.As a result of the company ‘s product development and research and development sectors become more open structures, there have been tremendous cost savings and qu icker product launches. Also, as technology is a growing asset to the motorcycle industry, Ducati’s success can be a direct result of the expertise taken from their racing division. Another attribute that supports the differentiation strategy of Ducati motorcycles is the creation of the â€Å"World of Ducati† in addition to â€Å"Ducati Stores†.Through the several activities including racing, advertising in specialized magazines, the Ducati museum, Ducati owners clubs, and Ducati special events, the company successfully built an atmosphere unique to Ducati that customers can buy into. This not only creates brand loyalty for the product but also gives the owners of Ducati motorcycles the feeling that they have something special or unique that cannot be purchased elsewhere. By using the differentiation strategy to position itself as â€Å"the sport bike company†, Ducati, in my opinion, will be able to sustain its position in the market.By strictly competing in the sport bike segment of the market, Ducati makes it difficult for threats by all other competition. Even though companies such as Honda and Harley- Davidson also produce motorcycles, they are not specialized in sport bikes and do not sell â€Å"the lifestyle† of having their particular product. I think by sticking to one specialty, Ducati has more power over its customers than all other competing companies. This does not however eliminate rivalries between companies altogether.Even though Ducati may have the advantage of differentiation, this particular industry is continuing to grow and with that comes more competition for customers. I think that one tradeoff that Ducati has to face is staying focused on the sport bike segment rather than branching off into other segments of the market. Even though branching into other product lines may be beneficial in the short-term aspect, I think that by sticking to what they have already successfully built and expanding their curr ent market segment will eventually lead to higher long-term profitability.They could possibly achieve this by expanding distribution. Ducati can offer its product and all of the benefits that come with purchasing one in more locations. The only thing Ducati should be careful of is that they do not over-expand. They want to make their product more available for new customers but not in a way that makes the lifestyle of owning a Ducati as â€Å"normal† as owning maybe a Harley-Davidson. They need to make sure they still have the advantage of having that differentiation factor that sets them apart from the competition.Overall, Minoli’s implementation of the differentiation strategy was critical to the turnaround of Ducati. By focusing in on what they are good at and building a brand upon those elements, this company was able to go from almost bankruptcy to an extremely profitable company in the sports bike industry. Also, by distinguishing itself from just a motorcycle co mpany to an â€Å"experienced-centered† company that offers customers a particular lifestyle and the chance to be part of a community also plays a role in the success of its turnaround.This important element brought in new customers and increased the likelihood of repeat customers. Even though competition in the motorcycle industry is tough and continues to get even more competitive, Ducati will continue to set itself apart from the rest with it’s ability to sell not only a sports bike but a product lifestyle as well. I think that if Ducati continues to successfully use its resources in the future, they will sustain their share in the market and have the opportunity to even expand it.

Family and Religion Influence on People Essay - 1602 Words

Family and Religion: Influence on People If you asked people to describe their families, some would describe single-household families, some would describe stepfamilies, some would describe gay or lesbian or adoptive families and many would describe divorced families. The word family has become a diverse institution it is very difficult to give it a meaning. In a wide sense especially in the biological sciences the term family refers to a group of individual beings linked by blood relations, having a whole line of ancestors and descendants. Aristotle defines the family as a community designed to attend to the basic and permanent needs of the household such as clothing food and shelter. In the past decades the traditional family†¦show more content†¦Before industrialization, work was done from home. But with industrialization, paid labor was done mainly away from home in marketplaces and factories. Families continue to be influenced by social structural forces. Especially f or some families that particularly rely on all the members of the household to work to meet the economical needs of the household. The ability to create and sustain nuclear family is linked to the political, economic and racial organization of society. How do new family forms emerge? Is the family a source of stability or change in society? These are types of questions sociological theories of the family. Functionalist Theory defines family as filling particular social needs, these social needs include providing care for family member, giving psychological support and emotional security to individuals and regulating in sexual activity to reproduce new members. Families exist mainly to meet these needs and ensure consent of values in society. In the functionalist framework, family is gestated as a beneficial exchange. The women receive protection, sexual support and economic support. At the same time, men in traditional marriages get the service that women provide, nurturing, foodser vice, household maintenances and sexual partnership . The theory also looks at the family to provide for the children. They children should be taught the values that family and society support.Show MoreRelatedIs Religious Diversity And Religious Influence Good Or Bad For Our Nation?1455 Words   |  6 Pagesreligious influence good or bad for our nation ? This is a complicated and complex question that causes frequent arguments because it has both negative and positive effects. In my opinion, I think religious diversity and influence are great things for the United States and any country for that matter as a nation. I say this because without religious diversity where would we be today? A religiously diverse nation is one that values the difference in people. 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