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write my assignment 5929

Hi would please help me to solve this assignment in JAVA the deadline in 23/12/2017

Write calculator program that keep reading operations and double numbers from user, and print the result based on the chosen operation using while loop. The loop must stop if the user enters Q letter.

NOTE: no need to write two classes.

Typical run of the program:

Enter an operation(+,-,*,/), Q to quit: +

Enter your first number: 6

Enter your second number: 5

Result= 11.0

Enter an operation(+,-,*,/), Q to quit: *

Enter your first number: 5

Enter your second number: 5

Result= 25.0

Enter an operation(+,-,*,/), Q to quit: q

You calculator has been ended!

 

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Case Study #2: Cultural Considerations—Know Before You Go 

Note: This case study is based in part on the FITT Going Global Workshop: An Introductiono the Cultural Aspects of International Trade 

tcase study, Beamer and Varner, pp. 216-217 

Canadians “Hit the Wall” in China 

A team of two top executives of a Canadian equipment manufacturer had just arrived in China to negotiate a sale with a local manufacturer who needed new equipment to increase production. The Canadians had never sold in Asia before, but based on the communications that had taken place over the past several months, were confident they could provide the right solution for the prospective new customer and get a deal done quickly. If all went well, they would save the last day to visit the Great Wall of China. 

The Canadians were in for a few surprises. Review the following and consider what they could have done differently. 

Planning 

While the Canadians scheduled a full week for their visit, they were surprised to find that for the first 3 days, no business was discussed. Their Chinese hosts took them out for elaborate dinners with top management and high ranking officials, and to night clubs for entertainment. They were taken on a tour of the city to view historical and industrial sights and eventually for a factory tour. Business discussions did not start until the 4th day. The Canadians were perplexed. The clock was ticking and their time was running out. Any attempt for them to initiate business discussions were repeatedly thwarted by the Chinese. 

Translation and Interpretation 

The Canadians used an interpreter supplied by the Chinese company. They found that translation slowed down communication and they were making little progress. The interpreter didn’t seem to understand some of the more technical terms and hesitated frequently, or just shrugged her shoulders. There were elaborate exchanges between the interpreter and the Chinese company since they knew each other well, and quite often the Canadians were left wondering what was being said. 

© FITT 1 FITTskills: Global Business Environment Case Study #3: Cultural Considerations—Know Before You Go 

The sales presentation 

When they were finally able to make the sales presentation they had prepared, they were surprised to find a team of ten Chinese facing them across the table. However, their hosts were cordial and frequently nodded, smiled, and said yes. They were not really surprised that a final agreement was not made that day, but were confident they could wrap things up the next day once their prospective customers had had the night to sleep on it. The next day they were asked to explain again the things they had covered the previous day, but this time to six new people. This time the questions were highly technical, and they were concerned about giving away too much information, so they answered in general terms. They returned to their hotel exhausted, made worse because again they didn’t feel as if they had made much progress. Although they now knew that their planned tour of the Great Wall was out, they began to wonder if they would be able to close the deal on the last day they had planned to be in China. They had pressing commitments at home and could not afford the time to extend their stay. 

The negotiation 

They arrived Friday irritated they had spent Monday touring the city instead of working and were determined to get a deal done, but in the meeting, they were asked again about the technological details. This time one member of the first-day team pointed out discrepancies between what they had said and what had been promised in earlier communications about technical support. The Chinese were reproachful about the discrepancies, and the Canadians were becoming increasingly anxious about making an agreement. The tone had cooled, but everyone remained polite. 

Discussions resumed with the same questions being asked yet again. The Chinese appreciated the high quality of the Canadian product but worried they wouldn’t be able to fix the equipment if it broke down. They suggested—delicately, so as not to imply they expected breakdowns—that perhaps the Canadians could give them some help with maintenance training. The Canadians pointed out the expense and difficulty of keeping someone in their city for several weeks or months and expressed confidence there wouldn’t be any problems that could not be worked out over the phone. 

Finally, before lunch, the technical discussions turned to price. The Canadians began to think they might get the deal done soon after all, but were shocked when the Chinese asked for a 20-percent price discount. The Canadians barely contained their irritation since they knew their original price was fair, but offered a 5% discount to try to get the order quickly. Further, the payment schedule could not be guaranteed because of apparent deadlines and requirements of the municipal officials. After lunch the Canadians began to ask pointed questions in an attempt to focus on the remaining unresolved points, but the Chinese seemed reluctant to do so. 

Although some minor progress was made, a number of issues remained unresolved that afternoon. At the end of the day, the Chinese manager smiled and spoke of mutual cooperation for the future, past Chinese-Canadian relations, and the great amount he and his factory could learn from the Canadians. They signed a general letter of intent, and the Canadians left with expressions on both sides of willingness to continue to discuss the sale. 

The Canadians were shocked to learn the following week that the factory had decided to buy from a Japanese equipment manufacturer. 

© FITT 2 FITTskills: Global Business Environment Case Study #3: Cultural Considerations—Know Before You Go 

Case Study Discussion Questions 

1. How could the Canadians have more effectively prepared for the negotiations with their Chinese counterparts? 

2. The negotiating parties seemed to have different expectations about the time needed to complete the process. What were some of the key reasons that caused negotiations to last longer than the Canadians anticipated? 

3. In communicating with the Chinese what was the key problem? What could the Canadians have done to avoid this problem? 

4. Reviewing how negotiations took place from the arrival to the departure of the Canadians, do you think the Chinese orchestrated the negotiations to put their Canadian counterparts at a disadvantage? If so, how? 

5. What key competencies were missing that caused the venture to fail? 

 

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Personal Framework of Play

Throughout this course, you have evaluated the relationship between play and learning for young children. For this Final Paper, you will assume the role of an early care provider or administrator. In this hypothetical role, you have become aware that several parents are critical of your decision to provide time for children to engage in activities such as dramatic play and peer-to-peer conversations. Most of the parents do not understand the developmental value of these activities; they tend to believe that a quiet classroom is one in which students are engaged in “real” learning. The parents are requesting that you spend more time on “academics.” Your goal is to construct a paper that presents your framework of play and learning for the young child so you can effectively communicate with family members about the need for play as an integrated part of the curriculum. The prompt for this assignment was adapted from Charlesworth (2013, p. 358).

Note: For the purposes of this course we use the term parents; however, this may also include primary care- givers, family members, and parental guardians.

Creating the Final PaperCreate your Final Paper to meet the content and written communication expectations stated below.

Content Expectations

  • Introduction (2 points): Provide an introduction that includes a brief discussion of your personal framework of play and learning for the young child. In your introduction, provide a succinct, relevant, and clear overview of the information that will be covered in your paper.
  • Stages of Play Summary (3 points): Include a chart and a brief narrative of the stages of play throughout the developmental continuum.  In the chart, list the identified stages of play. Next, provide a narrative summary of the stages and development of play that are identified in the chart as represented in the literature.

Stage of Play

Identify the stages of play: unoccupied, solitary/independent, onlooker, parallel, associative, cooperative, etc.

Description of the Stage

Include age range and characteristics of children in this stage. Do children play alone or with others at this stage?

  • Cultural Influence Description (3 points): Describe how cultural backgrounds and beliefs that exist within families and communities influence children’s play.
  • Framework of Play (7 points): Summarize the theory or combination of theories that are reflected in your beliefs and values about play and learning for the young child. Provide a rationale to support and justify your selection. 
  • Current Research Summary (3 points): Provide a summary of at least three recent (published within the last 7 years) research articles from the fields of child development, neuroscience, or education. Provide a rationale for each selected article and describe how the research impacts your framework of play.
  • Challenges to Play (2 points): Describe an issue that challenges the opportunities for children to participate in and learn from play (e.g., barriers to the learning environment that limit the ability to play or challenges associated with a lack of community recreational areas). Provide a rationale, and suggestions for reducing the impact of your selected issue.
  • Authentic Exemplar Activity (5 points): Describe an activity that will serve as an example for families about the importance of play and state why you think this activity will increase a families understanding of the role of play in healthy child growth and development. Please note: You are required to include a description of an activity; you are not required to include a lesson plan.
    • For example, during symbolic or dramatic play, children like to make up their own stories. In an effort to promote this type of play, parents can supply children with pots, pans, and other kitchen supplies to explore the idea of symbolic representation. When children use kitchen utensils for drums, hats, and other non-intended purposes, they increase their understanding that one thing can stand for another. Studies show that this type of symbolic play can increase cognitive skills such as complex abstract reasoning and linguistic competence.
  • Conclusion (2 points): Your conclusion should re-establish your personal framework of play presented in your introduction. Be sure to clearly and concisely demonstrate the importance of your personal framework.
  • Recommendations (1 point): In one to two paragraphs, describe at least one recommended method for sharing the information presented in your Final Paper with families or others involved in the learning process for the purpose of advocating for and promoting learning through play.

Written Communication Expectations

  • Page Requirement (.5 points): Eight to ten pages including title page and references page.
  • APA Formatting (.5 points): Use APA formatting consistently throughout the assignment as outlined in the Ashford Writing Center (Links to an external site.)Links to an external site..

 

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write my assignment 28598

American Plastics had fared rather worse than its competitors during the economic downturn. With revenue, quality, and productivity down, management set several goals to reverse the company’s fortune. One area in need of improvement was human resources and “Janet,” the newly appointed HR Director faced a daunting challenge: to quickly re-invent the Human Resources function, reposition it a strategic partner to the business, and improve employee perceptions of her department. Her predecessor retired after leading a major reduction in force causing a significant exodus of key talent, some unexpected. Janet was charged with finding a way to retain top talent and develop a steady but highly-qualified stream of candidates to fill regular as well as critical positions.  The CEO agreed with her that differentiating the human resources function was essential for the company’s strategic plan to succeed.

In her first two weeks on the job Janet discovered:

  • Job descriptions were inconsistent, long but vague lists of high level “duties and responsibilities” and qualifications
  • Job titles didn’t reflect the work people did, used instead as a framework for budgeting and compensation as many were doing unique work requiring different knowledge and skills.
  • Aside from providing a coordinating function, human resources had outsourced recruiting to third parties who presented candidates based on their internet postings and other sources. No matter the level or criticality of the open position, human resources rarely conducted interviews or assessments before or after handing over the third party resumes to the hiring organization and would get involved again only when a candidate was selected.
  • HR’s participation in the onboarding process of new employees was limited to having them attend a half-day orientation session where, between a video and a slide presentation about the company, they filled out benefits-related, payroll, ID and other paper forms.
  • Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses.
  • The recent departure of several mission-critical employees disclosed no systematic means of capturing expertise from employees; when they left, their knowledge left with them.
  • The Performance Employee Evaluation Program didn’t align with anything, was viewed by managers and individual contributors alike as a burdensome annual chore that interfered with people’s “real jobs.”    

The management of talent is one of a handful of strategic services human resources can offer. The decline of traditional HR functions through automation, self-service, and outsourcing demands a “culture change” within human resources: adopt a business focus by an organization still structured largely around benefits administration, time and attendance reporting, labor cost processing, and similar transactional operations.

Write a communications plan not to exceed 1,050 words to support the strategy of American Plastics.

Justify why they were important for your strategic HRM planning process.

Recommend how to address these considerations.

Focus on resolution of the human resource management challenges in order to support operational strategies. 

Cite all sources according to APA formatting guidelines.

 

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