Matching Essays - Medicine, Bone Fractures, Emergency Medicine

Matching Match the following terms with the proper definition or example. _____ 1. Central Sports Medicine Team _____ 2. Peripheral Sports Medicine Team _____ 3. Pediatrician _____ 4. Human Anatomy _____ 5. Biomechanics _____ 6. Negligence _____ 7. Assumption of Risk _____ 8. Proximate Cause _____ 9. Informed Consent _____ 10. Gross Negligence _____ 11. Amphiarthrodial joint _____ 12. Synarthrodial Joint _____ 13. Diarthrodial Joint _____ 14. Epidermis _____ 15. Epiphysis _____ 16. Comminuted Fracture _____ 17. Blowout Fracture _____ 18. Abrasion _____ 19. Contusion _____ 20. Laceration _____ 21. Occipital lobe _____ 22. Cerebrospinal fluid _____ 23. Frontal Lobe _____ 24. Amnesia _____ 25. Tinnitis a. a closed wound that bleeds under the surface of the skin b. a jagged, irregular open wound c. wound characterized by scraping layers of the skin d. a fracture resulting in three or more fragments of bone e. fracture that occurs around the orbit of the eye f. team members that include physical therapists, dentists and chiropractors g. specializes in the medical treatment of children h. refers to the study of bones, joints, muscles and organs i. refers to the science of human movement j. team members that include the athlete, coach, ATC and team physician k. a freely movable joint that has a joint capsule l. essentially an immovable joint that is characterized by bones held together by tough connective tissue m. the most superficial layer of skin n. area of long bone where growth occurs o. a joint of cartilage that links bones, such as where the ribs join the sternum p. failing to provide even a slight amount of care q. close connection between action and resulting injury r. legal w rong when one fails to act as a reasonable person would s. acknowledging the full understanding of dangers in sports t. obtaining permission to treat an athlete u.difficulty remembering things v. bathes the brain for protection w. most posterior lobe of the brain x. ringing in the ears y. the most anterior brain lobe

Job Seekers Do This Before LinkedIns Next Update

Job Seekers Do This Before LinkedIns Next Update Edited and published with permission from Bridget Weide Brooks. In September 2016, LinkedIn announced a redesign of its desktop (non-app) user interface. The announcement noted, â€Å"This is the largest redesign since LinkedIn’s inception.† The design update is expected to bring the desktop experience closer to what users of the LinkedIn mobile app are used to seeing. In the past, when LinkedIn has refreshed its user interface, it has removed features or moved them to be available to paid subscription accounts only. And with a forthcoming redesign imminent, LinkedIn has already announced that the Notes and Tags feature will only be available to people with Sales Navigator. There might be more changes coming as well that could result in a loss of your data, so I recommend that you back up your LinkedIn profile right now! This exercise will take you 5-10 minutes at most. Below is an official email from LinkedIn regarding the removal of the Notes and Tags features: At LinkedIn, were always looking for ways to simplify and improve your experience helping you be more productive and successful. This sometimes means removing features that arent heavily used by most of our members to invest in others that members tell us offer greater value. As such, were removing the Notes and Tags features on the LinkedIn profile, which allowed you to add notes and tags to your connections, to help manage your professional relationships. We apologize for any inconvenience this may cause you, so please know that you can download this information through March 31, 2017. As an active user of Notes and Tags, you will find similar functionality in LinkedIns Sales Navigator. To see if Sales Navigator is right for you, we are offering you a free three-month trial*, which will allow you to transfer and view your existing notes and tags. LinkedIn Sales Navigator is a product we launched a couple of years ago and is targeted at sales professionals it lets you keep track of your existing relationships, research your network, and find new leads with tailored recommendations. Below youll find instructions on how to download and transfer your data as well as information regarding your free Sales Navigator trial. As always, please feel free to contact us with any questions. LinkedIn There are two things to do: (1) Create a PDF of your profile. This will save the content in your profile only (no photos or graphics). Here’s how: Log into your account and click on â€Å"Edit Profile† under the â€Å"Profile† menu. Next, hover over the arrow to the right of the blue â€Å"View profile as† button and it will show a dropdown menu. Choose â€Å"Save to PDF† and it will immediately save a PDF of your LinkedIn profile to the default download location on your computer. You’ll be able to open the PDF and view your content. (2) Archive your LinkedIn data. This will create spreadsheet files (in .csv format) of your LinkedIn account - your connections, contacts, email inbox, positions, and profile. It will also include a â€Å"Rich Media† folder with images included on your profile. In contrast to the PDF of your LinkedIn profile, the spreadsheet files will allow you to copy and paste your data into your LinkedIn profile, should you ever need to. In addition, if LinkedIn removes sections with the user interface redesign, you will be able to add this information back into your profile. You can find the full listing of what is included in the data archives: https://www.linkedin.com/help/linkedin/answer/50191/accessing-your-account-data?lang=en Here’s how to get your data archive. Note: This feature is only available using the desktop version of LinkedIn, not using the mobile app. Also, because your backup may contain private information, do not download your data using a public computer. Click on your profile photo in the upper right hand corner of your LinkedIn profile. On the drop-down menu, click on the blue â€Å"Manage† button next to â€Å"Privacy Settings.† Once on the â€Å"Privacy Settings† page, scroll down to â€Å"Getting an archive of your data.† Click on that link. That will open a drop-down menu. You will be able to choose whether you want a â€Å"fast file,† which includes selected information from your account or the â€Å"fast file with other data,† which includes account activity and history. Choose the option you want and click the blue â€Å"Request archive† button. I recommend getting the full archive (â€Å"Fast file plus other data). Once you’ve made your choice, you will be prompted to enter your password. Once you’ve done that, click the blue â€Å"Done† button. You will receive confirmation that your request has been received. You’ll receive a notification email with a download link. When you click the download link in your email, you will be taken back to your LinkedIn profile, where you will find a blue â€Å"Download† link. You have 72 hours to download the file. LinkedIn will send a second email when the rest of the data file is ready (within 24 hours). Clicking the â€Å"Download† button will create a zip folder. Once you unzip it, you will see the .csv files with your connections, contacts, inbox, positions, profile, and registration information, plus a folder containing your Rich Media. For your first-level connections, you’ll receive a file that contains First Name, Last Name, Email Address, Current Company, Current Position, and Tags. If you get an error when trying to request your data archive, try it again using a different Internet browser, or try it again later. If you use a premium LinkedIn Sales Navigator account, export your notes and tags to Sales Navigator. It is rumored that the notes and tags feature is going away with the user interface update.Log into your Sales Navigator account. Move your cursor over your photo in the top right corner of the Sales Navigator home page and select â€Å"Settings.† Under â€Å"Import LinkedIn.com,† click â€Å"Import to Sales Navigator† next to â€Å"Notes Tags.† Now that you’ve seen how easy this is to do, make it a habit to export your data - once a quarter is probably sufficient if you don’t add a lot of new connections regularly, or once a month if you do. Save Save Save Save

THE CASE OF LinkedIn Study Example | Topics and Well Written Essays - 250 words - 1

THE OF LinkedIn - Case Study Example LinkedIn marketing team needs to conduct market research in the GCC region, especially the culture of the Muslim community. The operations of LinkedIn Company are all about interactions and exchange of ideas. If the market research can identify the specific culture of cooperation in the GCC region, then the company can increase the membership base (Rodrigues, Maccari & Lenzi, 2012). Furthermore, identifying the different groups of potential members such as the CEOs, the business people, the young professionals and many others, may help expand the membership volume. Additionally, the company should adopt a social media platform costumed to the language and lifestyle characteristics of the Asian, especially the Muslim community. Nevertheless, the company will incorporate some of the giant companies in the GCC region in the management team to lure the members from the GCC. The strategy of increasing the membership in the GCC region may not be the same as the ones used in Europe because the two regions have different national cultures. For example, the European market may view LinkedIn connection agenda as healthy, and many people in the area would be willing to participate. On the other hand, GCC region is a reserved culture, which views the interaction as intrusion into their culture and way of life. Therefore, Europe would need a little convincing since they would readily accept. Porter’s five forces analyzes the competitive environment for business firms. The LinkedIn is a professional networking company whose operations depend on the massive wave of social media interaction currently sweeping the globe. The first Porter model force is existing rivalry among competitors. The LinkedIn is facing competition from Facebook, WhatsApp, and Twitter. However, the level of this force is not high on LinkedIn because most of its competitors are more social

Discrimination under Title Vii Civil rights Essay

Discrimination under Title Vii Civil rights - Essay Example ring and firing; 2) compensation, assignment, or classification of employees; 3) transfer, promotion, layoff, or recall; 4) job advertisements; 5) recruitment; 6) testing; 7) use of company facilities; 8) training and apprenticeship programs; 9) fringe benefits; 10) pay, retirement plans, and disability leave; or 11) other terms and conditions of employment.9 Discriminatory practices under these laws also include: a) harassment on the basis of race, color, religion, sex, national origin, disability, genetic information, or age; b) retaliation against an individual for filing a charge of discrimination, participating in an investigation, or opposing discriminatory practices; c) employment decisions based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals with disabilities, or based on myths or assumptions about an individual's genetic information; and d) denying employment oppo rtunities to a person because of marriage to, or association with, an individual of a particular race, religion, national origin, or an individual with a disability. Title VII also prohibits discrimination because of participation in schools or places of worship associated with a particular racial, ethnic, or religious group. 10 The Equal Employment Opportunity Commission is the agency tasked to enforce this law. It is empowered to prevent any person from engaging in any unlawful employment practice as set forth in section 2000e-2 or 2000e-3 of this title [section 703 or 704]. 11 Whenever a charge is filed by or on behalf of a person claiming to be aggrieved, or by a member of the Commission, alleging that an employer, employment agency, labor organization, or joint labor ­-management...Discrimination under Title Vii Civil rights The Title VII Civil Rights Act also makes sexual harassment in the workplace illegal.3 In the simplest terms, Title VII prohibits employers from making employment related decisions where the decision is motivated by a person’s protected trait.   Thus, for example, an employer may be sued for favoring a white employee over a black employee because of race or color.4 Title VII, the federal law that prohibits most workplace harassment and discrimination, covers all private employers, state and local governments, and educational institutions with 15 or more employees. In addition to prohibiting discrimination against workers because of race, color, national origin, religion, and sex, those protections have been extended to include barring against discrimination on the basis of pregnancy, sex stereotyping, and sexual harassment of employees.5 This law protects employees of a company as well as job applicants. 6 Before the Civil Rights Act of 1964 was passed an employer could reje ct a job applicant because of his or her race, religion, sex or national origin. This Law however admits some exception. An employer is allowed to discriminate against an applicant or employee where the decision rests on a â€Å"bona fide occupational qualification† or BFOQ. This means that an employer can favor one person over another where the person’s trait is of essence to the performance of the job duties in question. The most notable example is hiring a female for modeling women’s clothing.

Objective responsibility Essay Example | Topics and Well Written Essays - 250 words

Objective responsibility - Essay Example Moreover, a public administrator should be in a position to make decisions based upon their ethical reflection and analysis of a case. When making such decisions, public administrators need to consider whether to pass their objective responsibility or not. According to Cooper (2010, 72), the objective responsibilities of public administrators are defined by both accountability and imposed obligation, which are "responsibility to someone else for something. Basically these responsibilities externally create a palpable source of obligation, creating some of responsibility. Sources of objective responsibility are characterized by factors such as superiors and subordinates, elected officials, and citizens. The multi-faceted principal responsibility of public administration in a big way complicates a public administrators role as an agent (Cooper 2010, 72). It is however important to note that the balance of objective responsibility is the element role of public administrators. How effectively these administrators apply the balance of objective responsibility to their decision-making processes defines their fundamental preparedness to make ethical decisions. Conflict of interest, Cooper, pages 112 - 121: cooper points out that a conflict of interest occurs when an individual or organization becomes engaged in multiple interests. One of these interests has the probably of corrupting the motivation of an act in another interest. Since the content of a conflict of interest is different from the fulfilment of impropriety, a conflict of interest can be found and voluntarily defused before the happening of a problem. Cooper (2010, 113) notes that, "Conflicts of interest involve collisions between these various kinds of influences and the interests of the public we serve". He states further that the fiduciary role is endangered when people lose trust in professional

Emotional intelligence three schools of thought

Emotional intelligence three schools of thought Emotional intelligence. What is it and what role does it play in work and life effectiveness? Is emotional intelligence just a repackaging of people skills in scientific clothing? Research suggests it is not. Academics and business people alike are intrigued by the possibility that emotional intelligence is a distinctive and measurable form of intelligence that is important to success as a leader. But how important is it to effective leadership? Are there some aspects of emotional intelligence that are more important than others? And, importantly: are there any downsides to having too high an EQ? What is Emotional Intelligence? From the review of the research there is no proper consensus about what actually emotional intelligence constitute.According to the research there are 3 schools of thoughy: 1)First school of thought like Goleman 1998 thinks factors influencing emotions and intelligence as initiative,self confidence and drive for results 2)Second school of thought like Bar-On 1997 view emotional intelligence as a personality dimension, like extroversion, agreeableness, and emotional stability. 3)Third school of thought like Mayor,Dipaolo thinks that emotional intelligence is the set of abilities which constitutes the capacity of the person to understand,reason about and how to use emotions to think and act. All three share a fault in terms of measuring leadership effectiveness. The tests are designed to assess specific aptitudes, traits, abilities, or behaviors thought to relate to emotional intelligence, but without regard as to how those may relate to success in particular situations.This is also the fundamental flaw in how emotional intelligence is being applied to effective leadership: we are beginning with competing constructs of emotional intelligence and attempting to relate them to leadership success, instead of going the other way around. We are, in effect, looking through the wrong end of the telescope at leadership performance. How Effective Leaders Demonstrate Emotional Intelligence At Cambria Consulting, we have taken the approach advocated by McClelland: identify the most effective leaders and study what makes them different from the average. During the past 30 years, we have observed and interviewed over 1000 highly effective senior managers and executives in prominent Fortune 500 companies, federal agencies, nonprofits and the military.. Based on this research, we have noted several critical aspects of emotional intelligence that are highly important to leadership effectiveness, as well as others that can actually be dysfunctional. What follows is a brief summary of our conclusions about what works and what doesnt work based on our observations. 1. Effective leaders are aware of their impact on others and use it to their advantage. Efffective leaders in an organization know that their strong personalities ,their position and even their physical presence makes a strong impact on others.they are also sensitive about hoe they come across to others.They form channels to bring about best in others.Such kind of leaders thinks that they are in perfect control over about their own feelings nad how they express them.But at the same time there is a big risk involved with such kind of leaders that these may come across as overbearing.Perfect balance is being created by the effective leaders. 2. Effective leaders have empathy for others; yet can still make tough decisions. Effective leaders often are best from thinking on placing himself in others position.They place themselves in others shoes and are able to think why and how employees react at the time of personal crisis,any changes may it be transformational or transactional,any prganizational events.But it doesnot prevent them to take tough decisions.They make people acknowledge that the decisions really make sense.The risk attached to it is that its easy to over-identify with others or let empathy be confused with sympathy, and not make the tough decisions as needed. 3. Effective leaders are astute judges of people without being judgmental. Effective leaders are able to judge others in terms of strengths and weaknesses and are able to apply and recognize diverse talents of the organization.The risk is that thay may overly critical about what they perceive about others weakenesses nad may make them feel undervalued or disrespective by dimissing the advice of such people. . 4. Effective leaders are passionate about what they do, and show it. Good leaders are passionate, highly optimistic and believe in the inevitability of success. They encourage others to believe that the most challenging goals can be met and the most daunting obstacles overcome. But it doesnt mean that they are always cheerleaders; their passion may be expressed as persistence in pursuing an objective or a relentless focus on a valued principle. However,theres a fine line between being excited about something and letting too much passion close your mind to other possibilities and ignoring realities that others see. 5. Effective leaders balance feeling and logic in making decisions. Effective leaders are in touch with their gut instincts about the right thing to do in the absence of supporting data. They also recognize their internal warning signs that something might not be the right thing to dodespite the seemingly compelling analysis. They understand that logic and facts are not the only things to consider. Nevertheless, they do not just go with their gut without checking out their instincts with others. The drawbacks are the temptation to rely largely on their feelings about things and bet that they are correct without further investigation. They are essentially gambling with the resources of the organization, and can lose big. 6. Effective leaders are excellent communicators. Effective leaders understands that the information should reach to people on time about the business.though they are not good speakers but still they kknow the hot buttons of the organization.They know that timely information always motivates people and make them connected to the organization.The only problem they face is that they get into the trouble of providing too much or too less information to the people connected with the organization.sometimes information not passed with the fear of people being upset from the truth. As in most things, emotional intelligence as a leadership requirement should be kept in perspective. The key to effectiveness is balance: a strong mix of cognitive capacity (logical, conceptual and creative thinking), people skills (interpersonal astuteness, influence skills, and communication skills), and the wisdom borne of experience and having to make unprecedented decisions based on a strong set of personal values and personal integrity. Taken together, this is what makes for effective leadership.

Comparing Marvell’s To His Coy Mistress and Herrick’s To the Virgins, t

Comparing Andrew Marvell’s To His Coy Mistress and Robert Herrick’s To the Virgins, to Make Much of Time Ever since the beginning of time, love has played an enormous role among humans. Everyone feels a need to love and to be loved. Some attempt to fill this yearning with activities and possessions that will not satisfy – with activities in which they should not participate and possessions they should not own. In Andrew Marvell’s poem, â€Å"To His Coy Mistress,† the speaker encounters an emotion some would call love but fits better under the designation of lust for a woman. In contrast, the speaker of Robert Herrick’s poem, â€Å"To the Virgins, to Make Much of Time,† urges virgins to marry, to make a lasting commitment in which love plays a vital role. Comparing these poems reveals differences between love and lust. Despite the contrasting depictions of love and lust, both poets portray the underlying theme of carpe diem – â€Å"seize the day† – using the sun to show the brevity of any single person’s time on earth, and ut ilizing societal standards to back up their arguments. Though some may argue that the speaker in Marvell’s poem loves his mistress, he comes across as experiencing no emotion aside from lust. The speaker merely mentions the word â€Å"love† three times, all in the first stanza. Nowhere does the speaker connect this so-called love with his girlfriend’s personality traits, but always with her physical appearance. The speaker explains that if he had all the time in the world, he would adore for â€Å"an age at least† all the parts of her body and â€Å"the last age should show your heart† (17-18). The speaker’s overemphasis of his girlfriend’s body in place of concentration on her personality and heart – one’s more important traits – ... ...ilize similar arguments in attempt to persuade the person or people to whom they speak. Specifically, both speakers convey the concept of carpe diem through the analogy of the sun. They address their situation in a skewed manner, though. While they have the opportunity to focus on true love, they fail to seize that opportunity. Instead, the speakers concentrate on society’s definition of love, namely, beauty, requesting a response based on the superficial, outward appearance of a woman. Works Cited Herrick, Robert. â€Å"To The Virgins, To Make Much Of Time." Literature An Introduction to Critical Reading. Lee A. Jacobus. Upper Saddle River, NJ: Prentice Hall, 1996. Marvell, Andrew. "To His Coy Mistress" and Other Poems. New York: Dover Publications, Inc., 1997. New American Standard Bible, The Lockman Foundation, 1995. Available http://www.lockman.org