1. How is culture reflected in television and movies? What relationship does the media have with culture?2. What are some of…

1. How is culture reflected in television and movies? What relationship does the media have with culture? 2. What are some of the controversial issues related to video games? What changes has the gaming industry made to address some of these issues? Don’t use plagiarized sources. Get Your Custom Essay on 1. How is culture reflected in television and movies? What relationship does the media have with culture?2. What are some of… Just from $13/Page Order Essay 3. What are the effects of video games on individuals and society? Summarize the results from at least one academic study on the effects of video games. The results need to be taken from an original study, not a newspaper article, website, encyclopedia, or other secondary source discussing the results. In other words, you will need to use the university library to find an original peer-reviewed journal article on the effects of video games. 4. What responsibilities do the news media have? What challenges do the news media face in meeting these responsibilities? 5. What changes have occurred to the news media in the last century? What effect does the modern news media have on culture? 6. What are the advantages and disadvantages of the changes to the news media? 7. How does the public relations industry impact the news media? What effects can this produce? 8. What is hegemony? Where is hegemony seen in the media? , 9. What are the authoritarian, communist, libertarian, and social responsibility models of journalism? Describe each of these models. 10. What is copyright? What are some of the ethical and legal issues found online?

CHOOSE APPLE AS AN ORGANIZATION Description Don’t use plagiarized sources. Get Your Custom Essay on 1-2 Short Paper: Choosing an
CHOOSE APPLE AS AN ORGANIZATION Description Don’t use plagiarized sources. Get Your Custom Essay on 1-2 Short Paper: Choosing an Organization Just from $13/Page Order Essay Instructions To complete this assignment, review the prompt and grading rubric in the Module One Short Paper Guidelines and Rubric document. When you have finished your work, submit the assignment here for grading and instructor feedback.

Description Human Resource Management Instructions Review the University of Pennsylvania’s Knowledge @ Wharton website and conduct a search about a
Description Human Resource Management Instructions Review the University of Pennsylvania’s Knowledge @ Wharton website and conduct a search about a contemporary human resource topic. Suggested topic areas listed below. From the results, choose an article to read and briefly describe the topic in one or two paragraphs: Don’t use plagiarized sources. Get Your Custom Essay on 1-3 Journal: Human Resource Topic Just from $13/Page Order Essay Global competition for Talent Challenges with a global workforce Diversity Initiatives/Training AI ( Artificial Intelligence) at work People Analytics For additional details, please refer to the Journal Rubric document.

1.A rock is thrown upward with an initial speed of 15 m/s on Earth
a. Make a list of given quantities and quantities to find, labeled with units and appropriate algebraic signs ( ,-) b. what is the acceleration of the rock? Don’t use plagiarized sources. Get Your Custom Essay on 1.A rock is thrown upward with an initial speed of 15 m/s on Earth Just from $13/Page Order Essay c. Calculate the rock’s height after 1 sec d. Calculate the time required to reach an upward speed of 3 m/s e. Calculate the time required to reach a downward speed of 5 m/s

1. Compare and contrast the Spanish, French and English colonization of the western hemisphere. Which
Description Choose one (1) question below and respond to it. You MUST follow the required social science essay writing directions for this course. Essays that are focused on addressing the question and contain analysis that is supported by specific examples will earn the most points. Essay responses that contain a strong BECAUSE thesis and are supported by at least 3 subtopics that are carried through the body and lead to a rational conclusion will earn the highest scores. Essays that do not follow the social science methodology, are vague, or awkwardly address the question, will not receive significant points. Don’t use plagiarized sources. Get Your Custom Essay on 1. Compare and contrast the Spanish, French and English colonization of the western hemisphere. Which empire was most successful in achieving its goals in what Europeans referred to as the “New World”? Just from $13/Page Order Essay

Description you will have 2 attached files but you only have to write review on (Corinthians 7: 17- 24). Please
Description you will have 2 attached files but you only have to write review on (Corinthians 7: 17- 24). Please do single space and fount size 12, and give a brief review on the article, – the argument of author in this article – and give your insights and thoughts on the article. Don’t use plagiarized sources. Get Your Custom Essay on 1 Corinthians 7:17-24 Just from $13/Page Order Essay

1. Develop an IT planning process for ModMeters to accomplish the demands as set out above.
refer thisBrian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business opportunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded. Brian mentally calculated the impact these new initiatives would have on his organization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were technically doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know. The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the company. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said. But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled. “In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously. “Oh, this is just great,” thought Brian. “Now I have to go into every single application and every single document this company produces and change our name!” Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the company had gradually automated almost every aspect of its business from finance and accounting to supply chain management. About the only thing it didn’t have was a fancy Web site for consumers, although even that was about to change. ModMeters currently had systems reflecting just about every era of computers from punch cards to PCs. Unfortunately, the company never seemed to have the resources to invest in reengineering its existing systems. It just layered more systems on top of the others. A diagram of all the interactions among systems looked like a plate of spaghetti. There was no way they were going to be able to support two new strategic thrusts with their current budget levels, he thought as he applauded the new design along with the others. “Next week’s IT budget meeting is going to be a doozy!” Sure enough, the following week found them all, except for the CEO, back in the same meeting room, ready to do battle. Holding his fire, Brian waited until all the VPs had presented their essential IT initiatives. In addition to what needed to be done to support the new business strategies, each division had a full laundry list of essentials for maintaining the current business of the firm. Even Abrams had gotten into the act this year because of new legislation that gave the firm’s outside auditors immense scope to peer into the inner workings of every financial and governance process the organization had. After listening carefully to each speaker in turn, Brian stood up. “As many of you know, we have always been cautious about how we spend our IT budget. We have been given a budget that is equal to 2 percent of revenues, which seriously limits what we in IT have been able to do for the company. Every year we spend a lot of time paring our project list down to bare bones, and every year we make do with a patchwork of infrastructure investments. We are now at the point where 80 percent of our budget in IT is fixed. Here’s how we spend our money.” Brian clicked on a PowerPoint presentation showing a multicolored pie chart. “This large chunk in blue is just about half our budget,” he stated. “This is simply the cost of keeping the lights on—running our systems and replacing a bare minimum of equipment. The red chunk is about 30 percent of the pie. This is the stuff we have to do—fixing errors, dealing with changes mandated by government and our own industry, and providing essential services like the help desk. How we divide up the remainder of the pie is what this meeting is all about.” Brian clicked to a second slide showing a second pie chart. “As you know, we have typically divided up the remaining IT budget proportionately, according to who has the biggest overall operating budget. This large pink chunk is you, Fred.” Brian gestured at Fred Tompkins, head of manufacturing and the most powerful executive in the room. It was his division that made the firm’s profit. The pink chunk easily took up more than half of the pie. Tompkins smiled. Brian went on, pointing out the slice that each part of the firm had been allotted in the previous year. “Finally, we come to Harriet and Brenda,” he said with a smile. Harriet Simpson and Brenda Barnes were the VPs of human resources and marketing, respectively. Their tiny slivers were barely visible— just a few percent of the total budget. “This approach to divvying up our IT budget may have served us well over the years”—Brian didn’t think it had, but he wasn’t going to fight past battles—“however, we all heard what John said last week, and this approach to budgeting doesn’t give us any room to develop our new strategies or cover our new infrastructure or staffing needs. Although we might get a little more money to obtain some new applications and buy some more computers”—Abrams nodded slightly—“it won’t get us where we need to go in the future.” A third graph went up on the screen, showing the next five years. “If we don’t do something now to address our IT challenges, within five years our entire IT budget will be eaten up by just operations and maintenance. In the past we have paid minimal attention to our infrastructure or our information and technology architecture or to reengineering our existing systems and processes.” A diagram of the “spaghetti” flashed on. “This is what you’re asking me to manage in a cost-effective manner. It isn’t pretty. We need a better plan for making our systems more robust and flexible. If we are going to be moving in new directions with this firm, the foundation just isn’t there. Stan, you should be worried that we won’t be able to give our auditors what they ask for. But you should also be worried about our risk exposure if one of these systems fails and about how we are going to integrate two new business ventures into this mess.” Tompkins looked up from his papers. It was clear he wasn’t pleased with where this presentation was headed. “Well, I, for one, need everything I’ve asked for on my list,” he stated flatly. “You can’t expect me to be the cash cow of the organization and not enable me to make the money we need to invest elsewhere.” Brian was conciliatory. “I’m not saying that you don’t, Fred. I’m just saying that we’ve been given a new strategic direction from the top and that some things are going to have to change to enable IT to support the whole enterprise better. For example, until now, we have always prioritized divisional IT projects on the basis of ROI. How should we prioritize these new strategic initiatives? Furthermore, these new ventures will require a lot of additional infrastructure, so we need to figure out a way to afford this. And right now our systems don’t ‘talk’ to the ones running in other divisions because they don’t use the same terminology. But in the future, if we’re going to have systems that won’t cost increasing amounts of our budget, we are going to have to simplify and integrate them better.” Tompkins clearly hadn’t considered the enterprise’s needs at all. He scowled but said nothing. Brian continued, “We are being asked to do some new things in the company. Obviously, John hopes there’s going to be a payback, but it may take a while. New strategies don’t always bear fruit right away.” Now looking at Abrams, he said pointedly, “There’s more to IT value than short-term profit. Part of our business strategy is to make new markets for our company. That requires investment, not only in equipment and product but also in the underlying processes and information we need to manage and monitor that investment.” Harriet Simpson spoke for the first time. “It’s like when we hire someone new in R