...Title: MCMAP) (a) MCO 3500.27, Operational Risk Management (b) Martial Arts Center of Excellence (MACE) website, https://WWW.TBS.USMC.MIL/PAGES/MARTIAL_ARTS (c) MCO P1020.34F, Marine Corps Uniform Regulations (d) MCO 1510.122A, Individual Training Standards for the Marine Corps Martial Arts Program (MCMAP) (e) MCO P1080.40A, Marine Corps Total Force System Personnel Reporting Instructions Manual (MCTFSPRIM) (f) MCO P1700.29, Marine Corps Semper Fit Program Manual (g) MCO P1070.12, Marine Corps Individual Records Administration Manual (IRAM) (1) Performance Evaluations and Promotions in the Belt Ranking Achievement System (2) Guidelines for the completion of an Elements of Martial Culture Analysis (3) Guidelines for the completion of a Unit Training Integration Plan (4) Example Request for Promotion to Black Belt Fourth Degree (5) Example Request for Promotion to Black Belt Fifth and Sixth Degree (6) NAVMC 11432 Instructors Course Record Encl: 1. Purpose. This order establishes policies, procedures, and standards for effective management, operation, and maintenance of the Marine Corps Martial Arts Program (MCMAP). 2. Cancellation. MCO 1500.54. 3. Background. MCMAP is an integrated martial art designed for and executed by all Marines throughout their careers. MCMAP is a revolutionary step in the development of martial skills for Marines and replaces all other close combat-related systems preceding its introduction. Previously, close combat programs DISTRIBUTION STATEMENT A:...
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...you are and where you come from, with determination and persistence, you can fulfill your wildest dreams. This concept represents several key American values: racial equality, capitalism, and an emphasis on merit over social status. Although the American community preaches equality for all, its racially-fueled disapproval of Richard Sherman’s “outburst” is a microcosm of Americans’ selective application of the American Dream, the tendency to view those who come from underprivileged neighborhoods as inherently and genetically unequipped with the cognitive tools required for academic and professional success. On January 19th, 2014, the day of the NFL NFC Championshp, the stakes could not have been greater; Richard Sherman was just thirty seconds away from his first Super Bowl. Sherman’s Seattle Seahawks led the San Francisco 49ers 23-17, leaving the 49ers with a final opportunity to win the game. The 49ers ran a play for Michael Crabtree, whom Sherman was guarding, who was making his way into the end zone. Sherman, the NFL’s best cornerback, leaped with Crabtree and tipped the pass towards a teammate in a historic play that ended the 49ers season and, in turn, catapulted both Richard Sherman and the Seattle Seahawks into the history books. Sherman, who has had publicized personal problems with Crabtree in the past, made an emphatic choking motion before sprinting over to a deflated Crabtree and extending his hand in a sarcastic attempt to wish his opponent a good game, to which...
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...-------------------------About this Piece------------------------ Paddy Brown There is more to being a hero than merely having the courage to run into a burning building. That is what firefighters are paid to do – it’s just one aspect of their chosen occupation. To me, a true hero is someone who people look up to, a person you might pattern your own life after. Someone who is dedicated, sincere, passionate, inspiring. One who cares about people and puts others before themselves. In doing research for this drawing a name that kept popping up was Paddy Brown. Whether it was in conversation with fellow firefighters, or seeing his name in print or searching the net, the one name that always seemed to appear was Paddy Brown. Captain Brown lost his life on September 11, 2001 along with 342 members of the Fire Department of New York. This image of Paddy Brown is a tribute to all who made the ultimate sacrifice while attempting to save others on that tragic day. One of the many quotes to describe the character of Paddy Brown was best expressed by a retired FDNY member. He said, “Paddy had a chestful of medals, and he wore them with a modest heart”. It is only fitting that the image I chose to draw represents a true-life, everyday hero who touched many lives in many ways. That was Captain Patrick J. Brown. [pic] Captain Patrick J. Brown FDNY Patrick...
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...CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation...
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...WHAT IS SIX SIGMA? PETE PANDE LARRY HOLPP McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto McGraw-Hill abc Copyright © 2002 by The McGraw-Hill Companies,Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. X-XX-XXXXX-X The material in this eBook also appears in the print version of this title: 0-07-138185-6. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work is subject to these...
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...WESTON CAREER CENTER Guide to International Student Career Management OlinCareers.wustl.edu Guide to International Student Career Management Weston Career Center Guide to International Student Career Management Weston Career Center, Olin Business School Table of Contents Introduction ............................................................................................................................................................... 3 A Global Mindset ....................................................................................................................................................... 4 Planning and Preparing for the Job Search ............................................................................................................... 6 Networking in the United States ............................................................................................................................... 8 U.S. Résumé ............................................................................................................................................................. 10 Cover Letters ........................................................................................................................................................... 12 Interviewing .....................................................................................................................................
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...The Six Sigma Handbook Revised and Expanded A Complete Guide for Green Belts, Black Belts, and Managers at All Levels THOMAS PYZDEK McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by The McGraw-HIll Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-141596-3 The material in this eBook also appears in the print version of this title: 0-07-141015-5. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all...
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...Astronomy 2B03: Lecture 2: What’s Out There? * Objects in the universe come in a hierarchy of scales and sizes: * Planets * Stars * Galaxies * The universe as a whole * These scales are so different from one step to the next that they are incredibly hard to comprehend all at once – no “everyday” experience to refer them to * If the Earth were a basketball how big would the moon be? Tennis ball * How many Earths would fit into the Sun? ~ 1 million * How many Jupiter’s would fit inside the Sun? 900 * How many Moons would fit inside the Earth? 50 * If we say the distance from here to Toronto (71 km) represents the distance between the Earth and the Sun, how far are we from Pluto? From Hamilton to Mexico, or from Hamilton to Calgary * If we say the distance from here to Toronto represents the distance between the Earth and the Sun, how far is the Earth from the Moon? From here to the edge of campus (Sterling and Forsyth) * If we say the distance from here to Toronto represents the distance between the Earth and the Sun, how big is the Earth? 3 meters * If we say the distance from here to Toronto represents the distance between the Earth and the Sun, how far is the Sun from the next nearest Star? 1/10th the distance from the Sun to Earth Lecture 3: The Earth: * Our starting point and only home * Both land and water * The only planet to have liquid water at its surface * Atmosphere: dense...
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...2/15/2015 2/15/2015 Mikee Lyka C. Menes 3-Marketing Management Mikee Lyka C. Menes 3-Marketing Management Total Quality Management (Companies) Total Quality Management (Companies) * Total Quality Management of McDonalds Introduction The father of the quality movement which is W. Edwards Deming introduced the concept of management named Total Quality Management (TQM). This approach management originated in Japanese Industry in the 1950’s and became popular in the West since early 1980’s. TQM is a system for a customer focused organization in continual improvement that involves all employees of all aspects of the organization. Employee involvement, focus on the customer, benchmarking, and continuous improvement are the four significant elements of TQM. Besides, there are some management techniques which involve in the implementation of TQM, such as quality circles, Six Sigma, reduced cycle time and continuous improvement Employee involvement is creating an environment for employees as to have impact on decisions making and actions which can affect their jobs. Focus on the customer Customer is the only element who determine the level of quality and the worthwhile level from all the efforts which organization do to foster quality improvement, training employees, integrating quality into processes management. Benchmarking Benchmarking is the process of comparing one's business processes and performance to industry as to learn and practice from other industry for...
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...BUSINESS SCHOOL HARVARD SUCCESSFUL 65 APPLICATION SECOND EDITION E S S AY S APPLICATION BUSINESS SCHOOL HARVARD SUCCESSFUL 65 ECSNS A IYI O N S SE O D ED T With Analysis by the Staff of The Harbus, the Harvard Business School Newspaper ST. MARTIN’S GRIFFIN NEW YORK 65 SUCCESSFUL HARVARD BUSINESS SCHOOL APPLICATION ESSAYS, SECOND EDITION. Copyright © 2009 byThe Harbus News Corporation. All rights reserved. Printed in the United States of America. For-information, address St. Martin's Press, 175 Fifth Avenue, New York, N.Y. 10010. www.stmartins.com Library of Congress Cataloging...in..Publication Data 65 successful Harvard Business -School application essays : with analysis by the staff of The Harbus, the Harvard Business School newspaper / Lauren Sullivan and the staff of The Harbus.-2nd ed. p.em. ISBN 978...0..312...55007...3 1. Business schools-United States-Admission. 2. Exposition (Rhetoric) 3. Essay-Authorship. 4. Business writing. 5. Harvard Business School. 1. Sullivan, Lauren. II. Harbus. III. Title: Sixty...five successful Harvard Business School application essays. HF1131.A1352009 808'.06665-dc22 2009012531 First Edition: August 2009 10 9 8 7 6 5 4 3 2 1 CONTENTS Acknowledgments Introduction ix xi I. Defining Moment Stacie Hogya Anonymous Anonymous David La Fiura Anonymous Avin Bansal Anonymous Brad Finkbeiner Anonymous 4 7 10 13 17 20 23 26 29 ii. UndergradUate experience John Coleman Maxwell Anderson...
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...name that means "mountainous country," is derived from the language of the Taino Indians who inhabited the island before European colonization. After independence in 1804, the name was adopted by the military generals, many of them former slaves, who expelled the French and took possession of the colony then known as Saint Domingue. In 2000, 95 percent of the population was of African descent, and the remaining 5 percent mulatto and white. Some wealthy citizens think of themselves as French, but most residents identify themselves as Haitian and there is a strong sense of nationalism. Location and Geography. Haiti covers 10,714 square miles (27,750 square kilometers). It is located in the subtropics on the western third of Hispaniola, the second largest island in the Caribbean, which it shares with the Spanish-speaking Dominican Republic. The neighboring islands include Cuba, Jamaica, and Puerto...
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...TOTAL QUALITY MANAGEMENT AND SIX SIGMA Edited by Tauseef Aized Total Quality Management and Six Sigma http://dx.doi.org/10.5772/2559 Edited by Tauseef Aized Contributors Aleksandar Vujovic, Zdravko Krivokapic, Jelena Jovanovic, Svante Lifvergren, Bo Bergman, Adela-Eliza Dumitrascu, Anisor Nedelcu, Erika Alves dos Santos, Mithat Zeydan, Gülhan Toğa, Johnson Olabode Adeoti, Andrey Kostogryzov, George Nistratov, Andrey Nistratov, Vidoje Moracanin, Ching-Chow Yang, Ayon Chakraborty, Kay Chuan Tan, Graham Cartwright, John Oakland Published by InTech Janeza Trdine 9, 51000 Rijeka, Croatia Copyright © 2012 InTech All chapters are Open Access distributed under the Creative Commons Attribution 3.0 license, which allows users to download, copy and build upon published articles even for commercial purposes, as long as the author and publisher are properly credited, which ensures maximum dissemination and a wider impact of our publications. After this work has been published by InTech, authors have the right to republish it, in whole or part, in any publication of which they are the author, and to make other personal use of the work. Any republication, referencing or personal use of the work must explicitly identify the original source. Notice Statements and opinions expressed in the chapters are these of the individual contributors and not necessarily those of the editors or publisher. No responsibility is accepted for the accuracy of information contained...
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...Producing R E S U LT S Proven Solutions in Today’s Challenging World WORLD CONFERENCE ON QUALIT Y AND IMPROVEMENT 2012 ASQ MAY 21–23, 2012 Anaheim, California Anaheim Convention Center wcqi.asq.org Preliminary Program General Information 2012 ASQ WORLD CONFERENCE ON QUALIT Y AND IMPROVEMENT Conference Location Anaheim Convention Center 800 West Katella Avenue Anaheim, CA 92802 www.anaheimconventioncenter.com Attendee Registration Hours (Subject to change) Saturday, May 19 2:00 p.m. – 5:00 p.m. Sunday, May 20 9:00 a.m. – 1:00 p.m. 5:00 p.m. – 8:00 p.m. Monday, May 21 7:00 a.m. – 5:00 p.m. Tuesday, May 22 7:30 a.m. – 5:00 p.m. Wednesday, May 23 7:30 a.m. – 10:00 a.m. Registration will be located in the Anaheim Convention Center. Dates Tips to Lead You to Savings Check out these savings opportunities to stretch your conference travel budget— without missing out on the premier quality conference of 2012! Save big when you: Preconference Events Monday, May 14 – Sunday, May 20 Conference Dates Monday, May 21 – Wednesday, May 23 Conference Presentations Approximately two weeks prior to the conference, all registered attendees will receive access to the PowerPoint presentations for the sessions of the World Conference and each of the four conferences held concurrently with it (Institute for Continual Quality Improvement, Institute for Software Excellence, Quality Institute for Healthcare, and Quality in Sustainability Conference). and save...
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...Table Of Content Army Programs ........................................ 4 ASAP - Army Substance Abuse Program ..................... 29 ACS - Army Community Service ........................... 32 ACES - Army Continuing Education Center ................... 34 AER - Army Emergency Relief ............................ 37 Army Sexual Assault Prevention and Response Program ........... 40 EO - Equal Opportunity ................................ 44 AFAP - Army Family Action Plan .......................... 48 ARC - Army Red Cross ................................. 50 Army Reenlistment / Retention Program ...................... 51 Army Safety Program .................................. 53 Army Sponsorship Program .............................. 55 QOLP - Army Quality of Life Program ....................... 56 BOSS - Better Opportunities for Single Soldiers ................. 57 CHAMPUS / TRICARE ................................ 58 DEERS - Defense Enrollment Eligibility Reporting System .......... 59 NCODP - Noncommissioned Officer Development Program ......... 60 Weight Control ....................................... 62 Physical Training ...................................... 66 Weapons ............................................ 70 M136 AT4 - Rocket Launcher ............................ 120 M16/A2 - 5.56 mm Semiautomatic Rifle ..................... 123 M4 - 5.56 mm Semiautomatic Rifle ........................ 130 M18A1 - Antipersonnel (Claymore) Mine .................... 137 M2 - .50 Caliber...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm Integrating leadership development and succession planning best practices Kevin S. Groves College of Business and Economics, California State University, Los Angeles, California, USA Abstract Purpose – Organizations often fail to utilize managerial personnel effectively for leadership development and succession planning systems, and many execute these critical practices through separate human resource functions that shift the responsibility for leadership development away from line managers. The purpose of this article is to present a best practices model for optimal development of the leadership pipeline and a series of practical recommendations for organizations. Design/methodology/approach – A group of 30 CEOs and human resource executives across 15 best practice organizations were asked via semi-structured interviews to describe the content and delivery of their respective organizations’ leadership development and succession planning practices. Findings – Analysis of interview data indicated that best practice organizations effectively integrate leadership development and succession planning systems by fully utilizing managerial personnel in developing the organization’s mentor network, identifying and codifying high potential employees, developing high potentials via project-based learning experiences and manager-facilitated workshops, establishing a flexible...
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