...WORKBOOK OF ATMOSPHERIC DISPERSION ESTIMATES D. BRUCE TURNER sources Field Research Office, al Science Services Administration Env ENVIRONMENTAL PROTECTION AGENCY Office of Air Programs Research Triangle Park, North Carolina Revised 1970 The A P s e r i e s of reports is issued by the Office of Air Programs Environmental Protection Agency, to report the results of scientific and engineering studies, and information of general interest in the field of a i r pollution. Information reported in this s e r i e s includes coverage of Air P r o g r a m intramural activities and of cooperative studies conducted in conjunction with state and local agencies, r e s e a r c h institutes, and industrial organizations. Copies of AP reports a r e available f r e e of charge to Federal employees, current contractors and grantees, andnonprofit organizations - a s supplies permit from the office of Technical Informationand Publications, Office of Air P r o g r a m s , Environmental Protection Agency, P. 0. Box 12055, Research Triangle P a r k , North Carolina 27709. Other requesters may purchase copies f r o m the Superintendent of Documents, Washington, D. C. 20402. - 4th printing July 197 1 Office of Air P r o g r a m s Publication No. AP-26 For sale by the Superintendent of Documents, U.S. Oovemment Prlnting Offioe. Washington, D.C. 20402- Pdoe $1.00 Stock Number 5503-W16 PREFACE This workbook presents some computational techniques currently used by scientists working...
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...PANITIA BAHASA INGGERIS SK (FELDA) REDONG, SEGAMAT MODUL TRIUMPH REDONG VOL.1 NO UNIT CONTENTS PAGE 1 - 2 Unit 1 Articles 3 3 Unit 2 Nouns 7 4 Unit 3 Proper Nouns 10 5 Unit 4 Countable & Uncountable Nouns 11 6 Unit 5 Collective Nouns 12 7 Unit 6 Pronouns 15 8 Unit 7 Reflexive Pronouns 20 9 Unit 8 Demonstrative Pronouns 22 10 Unit 9 Verbs 23 11 Unit 10 Subject Verb Agreement 25 12 Unit 11 Auxiliary Verbs / Modals 29 13 Unit 12 Verb To Be 33 14 Unit 13 Simple Present Tense 36 15 Unit 14 Simple Past Tense 39 16 Unit 15 Simple Future Tense 48 17 Unit 16 Progressive Tense – Past & Present 51 18 Unit 17 Past Progressive Tense 53 19 Unit 18 Present Progressive 55 20 Unit 19 Prepositions 57 21 Unit 20 Adverbs 63 22 Unit 21 Adjectives 67 23 Unit 22 Questions Tag 74 24 Unit 23 Wh-Questions 77 25 Unit 24 Conjunctions 80 26 Unit 25 Punctuation 86 27 BONUS 100 Questions Grammar Practice 95 Contents 2|Modul Triumph Redong Vol. 1 – Mia Antasha UNIT 1 : ARTICLES These are the words a, an and the which usually comes before the nouns or adjectives. 1. Definite article – the This refers to something specific or definite. The usually means ‘You know...
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...THE BLUE FILM ' Y o u ' v e spilt your coffee,' M r s Carter said. 'I'm sorry.' H e got up abruptly and said, ' A l l right. I'll THE BLUE FILM not be shocked.' he said. 'You've asked for it.' 'I don't think I'm usually the one who is shocked,' M r s Carter ' O T H E R people enjoy themselves,' M r s Carter said. 'Well,' her husband replied, 'we've seen . . . ' •The reclining Buddha, the emerald Buddha, the to bed.' 'Last night we went to Chez Eve . . . ' •If you weren't with m e , ' M r s Carter said, 'you'd find . . . you know what I mean, Spots.' It was true. Carter thought, eyeing his wife over the cofifeecups: her slave bangles chinked in time with her cofifee-spoon: she had reached an age when the satisfied woman is at her most beautiful, but the lines of discontent had formed. When he looked at her neck he was reminded of how difficult it was to unstring a turkey. Is it my fault, he wondered, or hers - or was it the fault of her birth, some glandular deficiency, some inherited characteristic? It was sad how when one was young, one so often mistook the signs of frigidity for a kind of distinction. ' Y o u promised we'd smoke opium,' M r s Carter said. •Not here, darling. In Saigon. Here it's "not done" to smoke.' ' H o w conventional you are.' 'There'd be only the dirtiest of coolie places. Y o u ' d be conspicuous. They'd stare at you.' H e played his winning card. 'There'd be cockroaches.' 'I should be taken to plenty of Spots if I wasn't with a husband.' H e tried...
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...|Teachers: | |Karla Meinen and Andrew Geigas | |Accommodations by Dalton Cook | |Student: |Age: |Grade Level: | |“Junior” |15 |Freshman | |Subject: |D| |Algebra 1-2 |a| | |t| | |e| | |:| | | | | |W| | |e| | |e| | |k| | ...
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...HOW CAPITALISM WILL SAVE US Why Free People and Free Markets Are the Best Answer is Today's Economy S T E V E FORBES and E L I Z A B E T H A M E S HOW CAPITALISM WILL SAVE US HOW CAPITALISM WILL SAVE US W h y Free People and Free Markets A r e t h e Best A n s w e r i n Today's E c o n o m y Steve Forbes AND ELIZABETH AMES CROWN BUSINESS ALSO BY STEVE FORBES Power Ambition Glory (coauthored with John Prevas) Flat Tax Revolution A New Birth of Freedom To the millions of individuals whose energy, innovation, and resilience built the Real World economy. Their enterprise, when unleashed, is always the answer. Copyright © 2009 by Steve Forbes and Elizabeth Ames All rights reserved. Published in the United States by Crown Business, an imprint of the Crown Publishing Group, a division of Random House, Inc., New York. www.crownpublishing.com CROWN BUSINESS is a trademark and CROWN and the Rising Sun colophon are registered trademarks of Random House, Inc. Library of Congress Cataloging-in-Publication Data Forbes, Steve, 1947How capitalism will save us / Steve Forbes and Elizabeth Ames.—1st ed. p. cm. Includes index. 1. Capitalism—United States. 2. United States—Economic policy. 3. United States—Economic conditions. I. Ames, Elizabeth. II. Title. HB501.F646 2009 330.12'20973—dc22 2009032751 ISBN 978-0-307-46309-8 Printed in the United States of America DESIGN BY BARBARA S T U R M A N 1O 9 8 7...
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...thought to result from deterioration or disease of the brain. Freud changed all of this by explicitly rejecting the purely organic or physical explanations of his predecessors. Instead he believed that unconscious motives and drives controlled most behavior. During a career that spanned 58 years, beginning with an earned medical degree in 1881 and continuing to his death in 1939, he developed and repeatedly revised his theory of psychoanalysis. Most of Freud’s theory was developed from contact he had with patients seen in his private practice in Vienna. This type of “clinical” work was a radical departure from the laboratory research that was practiced by most leading psychologists of the day. When Freud first presented his ideas in the 1890s, many of his contemporaries reacted with hostility. In fact, throughout his career, Freud faced enormous opposition to many of his ideas. Those especially controversial included notions about the role of the unconscious in behavior, childhood sexuality, and how the mind was governed (id, ego, and superego). But despite the opposition, Freud eventually attracted a group of followers that included well-known theorists 1856–1939 AUSTRIAN PHYSICIAN, PSYCHIATRIST VIENNA UNIVERSITY, M.D., 1881 1 4 5 S i g m u n d S c h l o m o F r e u d social relationships are patterned after his or her early family relationships. BIOGRAPHY Early years Sigmund Schlomo Freud was born on May 6, 1856, in a small town in Freiberg, Moravia, located...
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...C H A P T E R CONSUMER PREFERENCES AND THE CONCEPT OF UTILITY R E P R E S E N TAT I O N S OF PREFERENCES UTILITY FUNCTIONS APPLICATION 3.1 APPLICATION 3.2 APPLICATION 3.3 APPLICATION 3.4 Influencing Your Preferences How People Buy Cars: The Importance of Attributes Taste Tests Hula Hoops and Pet Rocks Why Do You Like What You Like? If you are thinking about buying a car, your choices can be overwhelming: Should you buy or lease? New car or used? A sport utility vehicle, a sedan, a sports car, or a minivan? Should you get a sunroof or four-wheel drive? How much extra would you pay for a vehicle that will have a high resale value in the future? What are the expected operating expenses for each model—insurance, repairs, gasoline, and so on? Finally, what opportunities will you forgo if you buy a car? How else could you spend your money, either today or in the future? Making decisions about a product with many options is not easy. Before buying a car, for example, you might draw on the experiences of friends and family, read advertisements, visit dealers, and test-drive vehicles. You might also research different models and financing options on the Web, read Consumer Reports, price insurance rates for favorite models, or even visit chat rooms frequented by car buffs. As a consumer, you make choices every day of your life. Besides choosing among automobiles, you must decide what kind of housing to rent or purchase, what food and clothing to buy, how much education...
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...FREE! An autumn festival of art, knowledge and imagination bloomsburyfestival.org.uk | Follow us: @bloomsburyfest #bloomsburyfest Introduction Welcome to the Bloomsbury Festival This October the Bloomsbury Festival spills out into the area’s streets, shops, museums, libraries and laboratories with a truly eclectic line-up of unexpected, enlightening and extraordinary things to see and do. Take a musicals masterclass from Sir Tim Rice, hear Turner Prize winner Mark Wallinger in conversation, listen to Iain Sinclair on Bloomsbury and radicalism, and discover Sir Andrew Motion’s personal literary refuges. We’ve extended the festival to six days, giving you more time to explore over 200 free events across Bloomsbury. The all-new Bloomsbury Lunch Breaks and After Work Sessions will make midweek in midtown a breeze, leading up to an inventive weekend of street parties and open squares. This is a festival you can escape and relax into, whether it’s jazz and gin in a private square, or piano recitals in the stunning new Dairy Art Centre. Our year-round outreach programme shows what neighbours, no longer strangers, can achieve together. This is a festival that couldn’t happen anywhere else. This is Bloomsbury - we hope you’ll enjoy it with us! Find more information about the festival and every event online at bloomsburyfestival.org.uk Introduction As the new Festival Director, I am proud to present the 2013 Bloomsbury Festival programme, created and led by the people that...
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...functional inputs: Research and Development Develops and creates new product designs Manufacturing Sources the components and builds the product Marketing (and Advertising) Sales Customer Service Four Primary Line Functions Human Resources Management Finance Information Systems Management A REPRESENTATIVE COMPANY VALUE CHAIN Supply Chain Management Operations Distributions Sales and Marketing Service Profit Margin Primary Activities and Costs Product R & D, Technology, and System Development Human Resources Management General Administration Support Activities and Costs EHTICAL CHALLENGES BY ORGANIZATIONAL FUNCTION ETHICS IN RESEARCH & DEVELOPMENT Develop a product design that hopefully will allow the company to capture and maintain leading position. gather data from customer through market research strategic input from senior management closely monitoring their competition High commitment to customer R&D could be succeed or failed Making a complex set of risk assesment and technical judgement - budget constraint ETHICS IN MANUFACTURING Input Process Output Cost Cutting/ Reduction Produce a high quality output Ef ficiency Vs Ef fectiveness ETHICS IN...
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...Yann artel ses i s he arrator, his ntroduces he eaders o i y aving im ive M u P a t n t i t r t P b h h g the eader nformation bout imself hrough is houghts erspective.Within he irst r i a h t h t a p t f two entences, he eader s ble o now it bout i, is nterests, is ast nd is s t r i a t k a b a P h i h p a h life. he econd entence, Academic tudy nd he teady, indful ractice f eligion T s s " s a t s m p o r slowly rought e ack o ife,"( artel ) tells eaders hat i s eligious, njoys b m b t l M 3 , r t P i r e school nd as ad ough ast. his s nown ecause i ells he eaders hat a h h a r p T i k b P t t r t religion nd chool rought im ack o ife. fter i peaks f is ajors n oology nd a s b h b t l A P s o h m i z a religious tudies howing eaders is nterest n hese reas. s s r h i i t a The ood n he irst hapter s eflective ood, et y i peaking bout imself his m i t f c i a r m s b P s a h , past nd s irst xperiences n anada. hen i peaks f is niversity ajor t s s a i f e i C W P s o h u m i i a he s eminiscing. e lso ...
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...M I C R O S O F T T E C H N O L O G Y A S S O C I AT E Student Study Guide EXAM 98-366 Networking Fundamentals Preparing for MTA Certification for Cert ca n Certification MICROSOFT TECHNOLOGY ASSOCIATE (MTA TECHNOLOGY ASSOCIATE (MTA) ECHNOLOGY C (MTA A) STUDENT STUDY GUIDE F UDY FOR IT PROS 98-366 Networking Fundamentals Authors Shari Due (Networking). Shari is an IT Network Specialist Instructor at Gateway Technical College in Racine, Wisconsin where she has worked for the past 15 years. Previously, she worked for Digital Equipment Corporation (DEC) in Elk Grove, Illinois. She holds a Bachelor of Science from the University of Wisconsin-Parkside in Math and Economics with a minor in Computer Science and a MBA from the University of Wisconsin-Eau Claire. Shari’s current industry certifications include: Comptia Server+, Linux+, A+, Network+, and i-Net+. Her past certifications include: MCSE-NT 4.0, CCNA, and Pathworks for Macintosh. She is a Cisco Certified Instructor for Cisco’s Network Academy and teaches the CCNA curriculum. She is the author of Advanced WordPerfect Using Macro Power: A Guide for VMS and DOS Users from Digital Press. Patricia Phillips (Lead Author and Project Manager). Patricia taught computer science for 20 years in Janesville, Wisconsin. She served on Microsoft’s National K-12 Faculty Advisory Board and edited the Microsoft MainFunction website for technology teachers for two years. For the past five years she has worked with Microsoft in...
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...S T R U C T U R E IS N O T O R G A N I Z A T I O N Diagnosing and solving organizational problems means looking not merely to structural reorganization for answers but to a framework that includes structure and several related factors. R O B E R T H. W A T E R M A N , J R . , T H O M A S J. P E T E R S , A N D J U L I E N R. P H I L L I P S 14 T h e Belgian surrealist Ren~ Magritte p a i n t e d a series of pipes and titled the series Ceci n'est pas une pipe: this is n o t a pipe. The p i c t u r e of the thing is n o t the thing. In the same w a y , a s t r u c t u r e is n o t an organization. We all k n o w that, b u t like as n o t , w h e n we reorganize w h a t we do is to r e s t r u c t u r e . I n t e l l e c t u a l l y all managers and consultants k n o w t h a t m u c h m o r e goes o n in the process o f organizing t h a n the charts, b o x e s , d o t t e d lines, position descriptions, and matrices can possibly depict. But all too o f t e n we behave as t h o u g h we d i d n ' t k n o w it; if we w a n t change we change the s t r u c t u r e . Early in 1977, a general c o n c e r n with the p r o b l e m s o f organization effectiveness, and a p a r t i c u l a r c o n c e r n a b o u t the n a t u r e o f the relationship b e t w e e n s t r u c t u r e and organization, led us to assemble an internal task force to review our client w o r k . T h e natural first step was to talk extensively to consultants and client executives a r o u n d the w o r l d w...
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...transformation efforts fail", Harvard Business Review, January 2007, pp 92-107 HSN O T H E T E S T S F A L E A D E R 8 H S TS F 1995 ultimate test of a leader no busrness Editors Note: Gulding changemay be the itself' But' human nature betng survives over the long term if it can't reinvent resistedmighttly by the people it most what it is, fundamental changeis often leading change is both affects: thosetn the trenchesof the business'Thus' absotutelyessentialand incredibly difficult change better of organizatronal Perhapsnobody understandsthe anatomY P Kotter'Thisarticle' professorJohn than retiredHarvard Business School prevtewedKotter's1996book Leadtng of spring 1995' in originallypubtished the a factors f rom establishtng sense of ergnt criticalsuccess Change.lt outlines ("lhe wins' to changtngthe culture to e\traordinarY urgencY, creating short-term famitiarwhen vou read it' in pan way we do things around 6srs") lt will feel becauseKotter'svocabularyhasenteredthelexiconandinpartbecauseit containsthekindofhometruthsthatwerecognize,immediately'asifwe'd work on leadtngchange remains alwaysknown them.A decadelater, his definitive. Change Leading Efforts whyTransformati0n Fail theydo them do businesses eightthingsr ight( and y w L e a d e r s h o su cce ssfu l ltra n sfo rm in t h e r i g h to r d e r). by John P.Kofter I L l lt I DECADE,have watched more than loo THEPAST vER try to remake themselvesinto significantly ...
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...meal but cut coupons to save 25 cents on a can of soup? • W h y do we go back for second helpings at the unlimited buffet, even when our stomachs are already full? • And how did we ever start spending $4.15 on a cup of coffee when, just a few years ago, we used to pay less than a dollar? hen it comes to making decisions in our lives, we think we're in control. We think we're making smart, rational choices. But are we? In a series o f illuminating, often surprising experi ments, M I T behavioral economist Dan Ariely refutes the common assumption that we behave in fundamentally rational ways. Blending everyday experience with ground breaking research, Ariely explains how expectations, emotions, social norms, and other invisible, seemingly illogical forces skew our reasoning abilities. N o t only do we make astonishingly simple mistakes every day, but we make the same types of mistakes, Ariely discovers. We consistently overpay, underestimate, and procrastinate. We fail to understand the profound effects of our emotions on what we want, and we overvalue what we already own. Yet these misguided behaviors are neither random nor senseless. They're systematic and predict able—making us predictably irrational. From drinking coffee to losing weight, from buying a car to choosing a romantic partner, Ariely explains how to break through these systematic patterns o f thought to make better decisions. Predictably Irrational will change the way we interact with the world—one small decision...
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...Indian Institute of Management Ahmedabad WANSON (INDIA) PRIVATE LIMITED In A u g u s t 1975, during a session in business policy in one of the Institute's management development programs, the 'casew r i t e r and the participants were involved in a discussion o n t h e role of leadership and ideology in building a business. One of the participants suggested, with some degree of conviction: "If y o u wish to s e e the importance o f ideology in a real life business situation in India, g o to Wanson of Poona. You w i l l see how the personal philosophy of Mr. A.S. Bhathena, its founder and Managing Director, has been at work in creating an enterprise which has come to bear his distinctive v a l u e s . " The participant said that his company had excellent_ business relations with Wanson. He had also recently met Mr. Bhathena in a seminar organized by the B o m b a y Management Association and was greatly impressed by the latter's social conscience which, he felt, was r e f l e c t e d in each of his actions. The participant s a i d t h a t he w a s unusually m o v e d by Mr. Bhathena's remarks at t h i s seminar: "It is not possible for government agencies alone to t a c k l e t h e f o r m i d a b l e nation building problem. It b e h o o v e s men in i n d u s t r y a n d business, along with other professional men, to give a helping hand in uplifting the masses and uprooting mental poverty of the people which is at the root of our national rot. T h i s cannot be achieved...
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