Gotowe bibliografie tematyczne / Foresman and Company Scott

Gotowa bibliografia na temat „Foresman and Company Scott”

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Data publikacji: 26 lipca 2024

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Artykuły w czasopismach na temat "Foresman and Company Scott"

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Lantos, Geoffrey P. "Consumer Behavior, Robertson, Thomas S., Joan Zielinski and Scott Ward. Glenview, IL: Scott, Foresman and Company, 1984. 640 pp. $24.95". Journal of Advertising 14, nr 2 (czerwiec 1985): 63–64. http://dx.doi.org/10.1080/00913367.1985.10672949.

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Wheaton, G. "Book Reviews : Strategic Organization Design by David Nadler and Michael Tushman (1988). Scott, Foresman and Company". Asia Pacific Journal of Human Resources 27, nr 2 (1.05.1989): 111. http://dx.doi.org/10.1177/103841118902700214.

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Kogen, M. "Book Reviews : Writing for Success. Allan A. Glatthorn. Glenview, IL: Scott, Foresman and Company, 1985. 134 pages". Journal of Business Communication 23, nr 3 (1.07.1986): 75–77. http://dx.doi.org/10.1177/002194368602300312.

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Carrell, Bob. "Influence: Science and Practice. Cialdini, Robert B. Glenview, IL: Scott, Foresman and Company, 264 Pp. $9.95 (P)". Journal of Advertising 15, nr 3 (październik 1986): 57. http://dx.doi.org/10.1080/00913367.1986.10673021.

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Dukes, T. "Book Reviews : Business Communication: Process and Practice. Arthur H. Bell. Glenview, IL: Scott, Foresman and Company, 1987. 601 pages". Journal of Business Communication 25, nr 1 (1.01.1988): 104–6. http://dx.doi.org/10.1177/002194368802500115.

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Kaye, J. H. "Book Reviews : Organisational Behaviour -- Understanding Life at Work (2nd Edition) by Gary Johns, (1988). Scott, Foresman and Company, U.S.A". Asia Pacific Journal of Human Resources 27, nr 2 (1.05.1989): 108–9. http://dx.doi.org/10.1177/103841118902700212.

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Beaulieu, Paul. "J.A. Jr. WALL : Negotiation : Theory and Practice. Glenview, Scott, Foresman and Company, 1985, 182 pp., ISBN 0-673-15865-9". Relations industrielles 42, nr 2 (1987): 435. http://dx.doi.org/10.7202/050320ar.

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Schweiger, David M. "Surviving Merger and AcquisitionSurviving Merger and Acquisition. By McManusMichael L. and HegertMichael L.. Glenview, IL: Scott, Foresman and Company, 1988. $18.95." Academy of Management Perspectives 3, nr 2 (maj 1989): 164–66. http://dx.doi.org/10.5465/ame.1989.4274772.

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Mangin, Rene-Marc. "Book Reviews : Robbms, Harvey. Turf Wars Moving From Competition to Collaboration Glenview, Illinois: Scott, Foresman and Company, 1990. 224 pages. ($24.95". Review of Public Personnel Administration 10, nr 2 (kwiecień 1990): 77–78. http://dx.doi.org/10.1177/0734371x9001000206.

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Rodina, Herta. "Valdman, Albert, Guy MacMillan, Marcel LaVergne, and Estella Gahala. Son et Sens. Troisième Edition. Glenview, IL: Scott, Foresman and Company, 1986Valdman, Albert, Guy MacMillan, Marcel LaVergne, and Estella Gahala. Son et Sens. Troisième Edition. Glenview, IL: Scott, Foresman and Company, 1986. Première Partie Pp. xxxvi, 188; Deuxième Partie Pp. vii, 248." Canadian Modern Language Review 47, nr 2 (styczeń 1991): 383–84. http://dx.doi.org/10.3138/cmlr.47.2.383.

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Rozprawy doktorskie na temat "Foresman and Company Scott"

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Brinda, Amy. "The effectiveness of the Scott Foresman reading intervention with urban kindergarten students identified by Dibels as needing intervention". The Ohio State University, 2005. http://rave.ohiolink.edu/etdc/view?acc_num=osu1412938236.

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Samanich, Tracy Tucker. "The effectiveness of the Scott Foresman early reading intervention program on improvement of phonemic awareness and decoding skills for a sample of at-risk kindergarten students". Columbus, Ohio : Ohio State University, 2003. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1061399562.

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Thesis (Ph. D.)--Ohio State University, 2003.
Title from first page of PDF file. Document formatted into pages; contains viii, 93 p.; also includes graphics. Includes abstract and vita. Advisor: Antoinette Miranda, College of Education. Includes bibliographical references (p. 89-93).
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Harris, Eleanor M. "The Episcopal congregation of Charlotte Chapel, Edinburgh, 1794-1818". Thesis, University of Stirling, 2013. http://hdl.handle.net/1893/19991.

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This thesis reassesses the nature and importance of the Scottish Episcopal Church in Edinburgh and more widely. Based on a microstudy of one chapel community over a twenty-four year period, it addresses a series of questions of religion, identity, gender, culture and civic society in late Enlightenment Edinburgh, Scotland, and Britain, combining ecclesiastical, social and economic history. The study examines the congregation of Charlotte Episcopal Chapel, Rose Street, Edinburgh, from its foundation by English clergyman Daniel Sandford in 1794 to its move to the new Gothic chapel of St John's in 1818. Initially an independent chapel, Daniel Sandford's congregation joined the Scottish Episcopal Church in 1805 and the following year he was made Bishop of Edinburgh, although he contined to combine this role with that of rector to the chapel until his death in 1830. Methodologically, the thesis combines a detailed reassessment of Daniel Sandford's thought and ministry (Chapter Two) with a prosopographical study of 431 individuals connected with the congregation as officials or in the in the chapel registers (Chapter Three). Biography of the leader and prosopography of the community are brought to illuminate and enrich one another to understand the wealth and business networks of the congregation (Chapter Four) and their attitudes to politics, piety and gender (Chapter Five). The thesis argues that Daniel Sandford's Evangelical Episcopalianism was both original in Scotland, and one of the most successful in appealing to educated and influential members of Edinburgh society. The congregation, drawn largely from the newly-built West End of Edinburgh, were bourgeois and British in their composition. The core membership of privileged Scots, rooted in land and law, led, but were also challenged by and forced to adapt to a broad social spread who brought new wealth and influence into the West End through India and the consumer boom. The discussion opens up many avenues for further research including the connections between Scottish Episcopalianism and romanticism, the importance of India and social mobility within the consumer economy in the development of Edinburgh, and Scottish female intellectual culture and its engagement with religion and enlightenment. Understanding the role of enlightened, evangelical Episcopalianism, which is the contribution of this study, will form an important context for these enquiries.
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Maunder, Paul Allan. "The Rebellious Mirror,Before and after 1984:Community-based theatre in Aotearoa". Thesis, University of Canterbury. Theatre and Film Studies, 2010. http://hdl.handle.net/10092/5381.

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In this thesis I outline the contribution Community-based theatre has made to New Zealand theatre. This involves a defining of theatre production as a material practice. Community-based theatre was a tendency from the 1930s, a promise of the left theatre movement and, I argue, was being searched for as a form of practice by the avant-garde, experimental practitioners of the 1970s. At the same time, early Māori theatre began as a Community-based practice before moving into the mainstream. With the arrival of neo-liberalism to Aotearoa in 1984, community groups and Community-based theatre could become official providers within the political system. This led to a flowering of practices, which I describe, together with the tensions that arise from being a part of that system. However, neo-liberalism introduced managerial practices into state contracting and patronage policy, which effectively denied this flowering the sustenance deserved. At the same time, these policies commodified mainstream theatre production. In conclusion, I argue that in the current situation of global crisis, Community-based theatre practice has a continuing role to play in giving voice to the multitude and by being a practice of the Common.
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Książki na temat "Foresman and Company Scott"

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Peter, Afflerbach, i Scott Foresman and Company, red. Scott Foresman reading. Glenview, IL: Scott, Foresman and Co., 2000.

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M, Blanco George, i Scott Foresman and Company, red. Lectura Scott Foresman. Glenview, Ill: Scott Foresman, 2000.

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Peter, Afflerbach, i Scott Foresman and Company, red. Scott Foresman reading. Glenview, IL: Scott, Foresman and Co., 2000.

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Turner, Robyn. Scott Foresman art. Glenview, Ill: Pearson Education, 2005.

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Ruszkiewicz, John J. Scott Foresman writer. Wyd. 4. Upper Saddle River, N.J: Pearson/Prentice Hall, 2008.

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Peter, Afflerbach, i Scott Foresman and Company, red. Scott, Foresman reading. Glenview, IL: Scott, Foresman and Co., 2000.

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Brooks, Rebecca. Scott Foresman art. Glenview, Ill: Pearson/Scott Foresman, 2005.

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Peter, Afflerbach, i Scott Foresman and Company, red. Scott Foresman reading. Glenview, IL: Scott, Foresman and Company, 2000.

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Company, Scott Foresman and, red. Scott Foresman reading. Glenview, IL: Scott, Foresman and Company, 2000.

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Peter, Afflerbach, i Scott Foresman and Company, red. Scott Foresman reading. Glenview, IL: Scott, Foresman and Co., 2000.

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Części książek na temat "Foresman and Company Scott"

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Orel, Harold. "Sir Arthur Conan Doyle and The White Company (1891)". W The Historical Novel from Scott to Sabatini, 87–101. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1057/9780230371491_10.

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"Scott Foresman. P4RP-6532 (GP)". W Listeners' Guide to Medieval English, 104–6. Routledge, 2015. http://dx.doi.org/10.4324/9781315688336-32.

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"Scott Paper Company". W Creating Value through Corporate Restructuring, 713–46. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119204589.ch23.

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Johnman, Lewis, i Hugh Murphy. "Russell and Company to Lithgows Limited, 1874-1945". W Scott Lithgow, 29–80. Liverpool University Press, 2005. http://dx.doi.org/10.5949/liverpool/9780973893403.003.0002.

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This chapter outlines the founding of Russell and Company, which would later become Lithgows Limited, from its origins in 1874 through to the end of the Second World War. It documents the company’s major accomplishments, business developments, finances, ownerships, and technical developments throughout the period before the postwar expansion. Topics considered include the acquisition of rivals; the ‘labour question’; the shipbuilding conference and James Lithgow’s involvement with it; the warship market; the Scottish steel industry; and the demands of the Second World War.
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Johnman, Lewis, i Hugh Murphy. "Lithgows Limited, 1945-1965". W Scott Lithgow, 116–56. Liverpool University Press, 2005. http://dx.doi.org/10.5949/liverpool/9780973893403.003.0004.

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This chapter returns to Lithgows Limited and details the company history between 1945 and 1965. It follows the company’s decision-making capabilities over the period and weighs them against the wider global shipping industry. With the deaths of both Lithgow brothers occurring shortly after World War II, the toll on the ambition and experience of the company becomes apparent, and is explored through the continuation of contracts with Norway; modernisation attempts; and the management of small companies under the ownership of Lithgows. The chapter ends with the collapse of two major firms under the company’s helm, demonstrating a lack of control, direction, and initiative on the part of the company.
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Johnman, Lewis, i Hugh Murphy. "The Road to Nationalisation, 1970-1977". W Scott Lithgow, 207–56. Liverpool University Press, 2005. http://dx.doi.org/10.5949/liverpool/9780973893403.003.0006.

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This chapter charts the process of nationalisation that followed on the heels of the Scott Lithgow merger. It examines the history of the newly merged company in order to identify its increasing inability to compete globally; the move into giant tanker construction, which failed to deliver what it intended; the necessity of entering into sophisticated offshore markets; inherited losses; the actions of the 1970 Conservative Government; the shift in Scott Lithgows’ interest to the oil trade; and the financially disastrous submarine cable fault - where Scott Lithgows’ cable insulation failed catastrophically on Chilean submarines. It concludes by summarising the poor situation Scott Lithgow had ended up in over the course of the century so far, and considers the nationalisation efforts a small injection of life into an otherwise struggling company.
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Velde, Lea Vander. "1849: Trial by Pestilence, Trial by Fire". W Mrs. Dred Scott, 267–75. Oxford University PressNew York, NY, 2009. http://dx.doi.org/10.1093/oso/9780195366563.003.0029.

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Abstract On new year’s day, 1849, the city engaged in the usual holiday entertainments, and a traveling circus company, driven from New Orleans by a cholera panic, came to town to add to the festivities. The circus was in town, but the cholera was trailing not far behind.
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Harris, Donal. "Making Modernism Big". W On Company Time. Columbia University Press, 2016. http://dx.doi.org/10.7312/columbia/9780231177726.003.0001.

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FRESH ON THE HEELS OF COMPILING FLAPPERS AND PHILOSOPHERS (1920), a short-story collection mostly culled from fiction previously published in the Saturday Evening Post, F. Scott Fitzgerald momentarily paused to imagine how popular magazines might occupy themselves when no one is reading them. The resulting short play, “This Is a Magazine,” published in ...
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Johnman, Lewis, i Hugh Murphy. "Nationalisation to Privatisation, 1977-1984". W Scott Lithgow, 257–304. Liverpool University Press, 2005. http://dx.doi.org/10.5949/liverpool/9780973893403.003.0007.

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This chapter tracks the movement of Scott Lithgows from nationalisation to privatisation between 1977 and 1984. It follows the company’s losses and industrial distresses; the move into the British Shipbuilders (BS) Offshire Division; the effect of Scott Lithgows on employment levels in Port Glasgow; and the Scottish Affairs Committee Report that investigated the potential economic and social impact of Scott Lithgows closures. It introduces and examines the Trafalgar House company - owners of the Cunard line, the Daily Express, and supporters the Conservative Party - and documents their takeover of Scott Lithgows and motives for doing so. It concludes with the completion of privatisation in 1984, following a takeover deal that included no compulsory redundancies, and various financial rewards for employees. It notes that optimism surrounding the takeover was high, due to the belief that a better system of management would prevent shipyard closures.
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Johnman, Lewis, i Hugh Murphy. "Scotts of Greenock, 1711-1945". W Scott Lithgow, 1–28. Liverpool University Press, 2005. http://dx.doi.org/10.5949/liverpool/9780973893403.003.0001.

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This initial chapter outlines the founding of the Scotts Shipyard of Greenock in 1711, and follows the history of the company through to the end of the Second World War. It documents the company’s major accomplishments, business developments, finances, ownerships, and technical developments throughout the period before the postwar expansion. Events considered include the 1794 construction of the timber vessel, Caledonia, the largest Scottish vessel of the period; an association with the Admiralty; links with Liverpool shipyards; trade links with China and Hong Kong; the quick transition to steam technology; naval contracts; the twentieth century increase in naval demand; and secretive membership in the ‘Warship Group’ of private shipbuilders - a ring that aimed to protect prices from competition. The chapter concludes in 1945, noting that though the forward-thinking Scotts took advantage of wartime inflation and a boom in ship prices for financial stability, no one could predict the size of the postwar maritime expansion that would follow.
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Streszczenia konferencji na temat "Foresman and Company Scott"

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Cheng, Tao, Pat Moore, Dean Samara-Rubio i Seongwoo Lee. "Universal Wellpad Control: An Open Automation and Control Platform with Zero-Trust and Zero-Touch Provisioning System". W ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211801-ms.

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Abstract The oil and gas companies generally design and engineering their capital intensive assets for the goal of multi-decades operations. Thus the technology screening and selection has never been taken lightly because the company is relying on these technologies for the considerable life of the asset. Historically, the oil and gas industry has selected automation and control solutions from large system providers for reliable service which leads to limited service operations and technology obsolescence challenge through the asset management lifetime. Oil and gas operators, through venues such as the Open Group's OPAFTM and OSDUTM Forums (OSDU), have an opportunity to define the next generation of automation and control systems that break the conventional paradigm of reliance on proprietary systems, with their associated "vendor lock-in", limited availability of new features and innovation, and the costs of managing supply chain for single-source products and product obsolescence. The adoption of the information technologies (IT) into the next generation operational technologies (OT) solutions must eliminate the barriers to scaling by delivering fit-for-purpose, reliable, long-lived, secure, and interoperable systems. The approach being pursued by ExxonMobil, Intel, Red Hat, and our partners is to break the hardware and software inter-dependency that has been inherent to closed proprietary process control systems by, (1) leveraging advances in open architecture framework design concepts for software development and integration, (2) enabling interoperability in application software with defined functions including machine learning and analytic techniques, (3) hardening the zero-trust security model (Scott Rose, 2020) with zero-touch device management (Reeves, 2019), and (4) ensuring secure robust channels for control applications to communicate from the edge systems to control centers and/or cloud. This paper describes the open automation and control platform for upstream oil and gas operators enabling their field controls, optimization, and analytics with a secure zero-trust and zero-touch multi-vendor solution. The proposed open automation architecture has evolved through a sequence of evaluations described in this paper and validated through a field trial by ExxonMobil where the commercial edge device was loaded with a Linux operating system with fully pre-emptible real time kernel (preempt-RT) (Linux Foundation, n.d.), the Open Edge Insights (OEI) middleware (Intel Corporation, n.d.), and a plunger lift well control application from Naonworks. This software stack controlled the well with 100 millisecond response time. The system operated the plunger lift well continuously for 6-months powered only by a solar panel and lead acid battery. The well production process was not only controlled locally but had remote access for supervisory monitoring and control. In parallel with the extended field trial, the team has ported the solution to work with the Red Hat operating system, security, and system management infrastructure as well as the integration of secure device onboarding (FIDO Alliance, n.d.). The objective is to demonstrate a complete chain of trust from device manufacture through application deployment, application runtime, and lifecycle management. Currently, the technologies are being presented and validated to OSDUTM member companies in the OSDU Edge lab.
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Ebaugh, Helen Rose, i Dogan Koc. "FUNDING GÜLEN-INSPIRED GOOD WORKS: DEMONSTRATING AND GENERATING COMMITMENT TO THE MOVEMENT". W Muslim World in Transition: Contributions of the Gülen Movement. Leeds Metropolitan University Press, 2007. http://dx.doi.org/10.55207/mvcf2951.

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The projects sponsored by the Gülen-inspired movement are numerous, international and costly in terms of human and financial capital. Critics of the movement often question the fi- nancing of these initiatives – with some convinced of collusion with Middle Eastern govern- ments, others (within Turkey) suspicious that Western governments are financially backing the projects. Aware of these criticisms, in a recent comment to a group of visiting follow- ers, Fethullah Gülen indicated greater financial transparency must become a priority for the movement. This paper addresses the financing of Gülen-inspired projects, based on interviews with busi- ness leaders in Turkey, as well as local businessmen throughout Turkey who constitute the financial infrastructure of the movement. In addition, the paper presents data from one local Gülen movement organisation in Houston, Texas, that collects thousands of dollars annually from local members, mostly students on small educational stipends. The paper is framed sociologically in terms of organisational theories of commitment. Beginning with Kanter (1972;1977) and including subsequent major figures in the organi- sational field (e.g. Reichers 1985; Meyer and Allen 1991; Hall 2002; Scott 2003), scholars have demonstrated a positive correlation between sacrifices asked of members and degree of commitment to the goals of the organisation. Using this perspective, the paper argues that the financial contributions made by members in the Gülen movement both demonstrate commit- ment to the ideals espoused by Fethullah Gülen and generate commitment to the movement. The paper presents empirical evidence, based on interviews with financial supporters both in Turkey and the U.S., of how financial resources are generated, the initiatives being supported and the impact of financial giving on the commitment of supporters. The Gülen movement is a civil society movement that arose in the late 1960s in Turkey, initially composed of a loose network of individuals who were inspired by M. Fethullah Gülen. As a state-approved mosque preacher, Gülen delivered sermons in cities throughout Turkey, beginning with a handful of listeners and gradually drawing tens of thousands of people. His sermons focused not only on religious texts but included a broad array of such topics as religion and science, social justice, human rights, moral values and the importance of education. Gülen repeatedly stressed the importance of educating the youth of society by establishing first-rate schools that expose students to the latest scientific knowledge in an at- mosphere of moral values. The projects sponsored by Gülen-inspired followers today number in the thousands, span international borders and are costly in terms of human and financial capital (Woodhall 2005). These initiatives include over 2000 schools and seven universities in more than ninety countries in five continents (Yavuz and Esposito 2003; Baskan 2004; Tekalan 2005), two modern hospitals, the Zaman newspaper (now in both a Turkish and English edition), a television channel (Samanyolu), a radio channel (Burc FM), CHA (a ma- jor Turkish news agency), Aksiyon (a leading weekly news magazine), national and interna- tional Gülen conferences, Ramadan interfaith dinners, interfaith dialog trips to Turkey from countries around the globe and the many programs sponsored by the Journalists and Writers Foundation. In addition, the Isik insurance company and Bank Asya, an Islamic bank, are af- filiated with the Gülen community. In 1993 the community also established the Business Life Cooperation Association (ISHAD) which has 470 members (Baskan 2004). Questions regarding the financing of these numerous and expensive projects are periodically raised by both critics of the Gülen Movement and newcomers to the movement who are invited to Gülen related events. Because of the large amounts of money involved in these projects, on occasion people have raised the possibility of a collusion between the movement and various governments, especially Saudi Arabia and/or Iran, and including the Turkish government. There has even been suspicion that the American CIA may be a financial partner behind the projects (Kalyoncu, forthcoming). Aware of these criticisms, in a recent comment to a group of visiting followers, Fethullah Gülen indicated that a priority must be proactive financial transparency. In this paper, we address directly the issue of the financing of Gülen inspired projects based on the little that is available in published sources, including an interview with Gülen himself, and supplementing that information with interviews with business leaders in Turkey who constitute the infrastructure of the movement. In addition, we present data from one local Gülen organization in Houston, Texas, that regularly collects over half a million dollars from local members, mostly students on small educational stipends. Our analysis is framed socio- logically in terms of organizational theories of commitment. We argue that the contributions made by rank and file movement members, as well as by wealthier sponsors, both demon- strate commitment to the ideals of the movement and simultaneously generate commitment to the movement. An analysis of Gülen-inspired financial contributions must include the ideological and reli- gious motivations inherent in the concepts of hizmet, himmet, sohbet, istisare, and mutevelli. For an understanding of these concepts, we are most indebted to the superb work of Mehmet Kalyoncu whose study of the Gülen movement in Mardin, a city in southeastern Turkey, was very helpful both in understanding these ideas and in demonstrating their applicability to the financing of local projects in the city.
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Raporty organizacyjne na temat "Foresman and Company Scott"

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Oens, M. A., i G. E. Spanner. Impact evaluation of a slush stock chest bypass installed at Scott Paper Company under the energy $avings plan. Office of Scientific and Technical Information (OSTI), luty 1995. http://dx.doi.org/10.2172/79063.

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Health hazard evaluation report: HETA-89-352-L2037, Scott Paper Company, Chester, Pennsylvania. U.S. Department of Health and Human Services, Public Health Service, Centers for Disease Control, National Institute for Occupational Safety and Health, kwiecień 1990. http://dx.doi.org/10.26616/nioshheta89352l2037.

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