student led spanish

Rent a Llama When Marcos slept, he dreamed. He dreamed of Ecuador. He dreamed of riding among sheep and llamas. When Marcos woke, he worried. Life was so different in America. Would it ever feel like home? Marcos's mother worried, too. She wanted him to be happy. "Marcos, today is your class trip to a ranch," she said one morning. Marcos said, "We used to live on a ranch, Mamá." "An American ranch will be different," she said. "Yes, just like everything else here," Marcos sighed. When Marcos got to school, he saw students excited about the trip. Mr. Perkins chose seat partners for the bus ride. Marcos sat with a boy named Ben. "Have you ever been to a ranch?" asked Ben. "Only in Ecuador," Marcos replied. "I go to this ranch every week to care for Mabel," said Ben. Marcos asked, "Who is Mabel?" "You'll see," said Ben. Soon they arrived at the ranch. The class met Ms. Vega, the owner. "Hello, everyone," said Ms. Vega. "And hi there, Ben," she added. Everyone looked at Ben. How did Ms. Vega know him? "Ben takes care of Mabel, one of our cows," said Ms. Vega. "I am in City to Farm," Ben explained. "It is a club where grownups help city kids learn about farms," he added. Ben continued, "I want to learn about cows, but I live in an apartment." "I can't keep a cow there," he joked. The class laughed. Ben added, "Ms. Vega rents Mabel to me for free, and I care for her." "Let's meet Mabel," said Ms. Vega. Ben led the class into a large barn with many stalls. When Marcos looked around, he got a surprise. In the second stall was a llama. Marcos spoke softly to the animal in Spanish. The llama stretched its long neck toward Marcos as if it understood. Marcos stroked its fur. Ms. Vega watched Marcos. "Do you like Ilamas?" she asked. Marcos nodded. "Sí. I mean, yes," he replied shyly. "My grandfather had llamas in Ecuador," he added. "Расо сame from Ecuador, too," said Ms. Vega. She smiled and asked, "Would you like to help care for him?" "Like Ben takes care of Mabel?" Marcos asked. Ms. Vega said, "Exactly." Marcos's heart sang. Ranches were different herebut llamas were the same!

Student Led Chapter

اللّغة العربيّة Student Led Conference Arabic A1 Group A

1. [Force] Part A: A student wants to test how friction affects a toy car. She rolls the car across a sheet of sandpaper and then across a sheet of wax paper. Which is the independent (changing) variable? A. The speed of the car B. The type of surface C. The distance traveled D. The size of the car Part B: On which surface will the car likely stop the SOONEST? A. The wax paper B. The sandpaper C. Both will be the same D. Neither surface has friction 2. [Magnets] Which of these is a measurable question for a magnet experiment? A. Are magnets more fun than springs? B. What is the prettiest color for a magnet? C. How many steel paperclips can a bar magnet lift? D. Why were magnets invented? 3. [Earth's Changes] A student observes a statue in a park that has lost its nose and has smooth edges after many years of rain and wind. What process caused this? A. Erosion B. Deposition C. Weathering D. Evaporation 4. [Earth's Changes] When a river reaches the ocean, it slows down and creates a landform called a delta by dropping sand and silt. This "dropping off" is called: A. Weathering B. Deposition C. Condensation D. Friction 5. [Resources] Why is coal considered a nonrenewable resource? A. It can be burned to make electricity. B. It is found deep underground. C. It takes millions of years to form and cannot be replaced quickly. D. It is made from ancient plants. 6. [Conservation] A school replaces all its old lightbulbs with energy-efficient LED bulbs. This is an example of: A. Weathering a resource B. Conserving a resource C. Deposition of energy D. Creating a renewable resource 7. [Aquifers] An aquifer is like a giant underground sponge. What characteristic of the rocks allows them to hold water? A. The rocks are solid and water-proof. B. The rocks are porous, with tiny spaces for water to sit. C. The rocks are magnetic and pull water toward them. D. The rocks are melted into a liquid state. 8. [Water Cycle] On a humid morning, you see dew on the grass even though it didn't rain overnight. Which part of the water cycle formed the dew? A. Evaporation B. Precipitation C. Condensation D. Transpiration 9. [Climate] Which of the following is a description of CLIMATE? A. "It is currently 85 degrees in McAllen." B. "There is a 40% chance of rain this afternoon." C. "South Texas typically has mild winters and very hot summers." D. "The wind is blowing from the North at 10 mph today." 10. [Weather/Climate] A scientist is looking at a chart that shows the total annual rainfall in a city from 1990 to 2020. What is the scientist most likely studying? A. The daily weather forecast B. The climate of the region C. The water cycle of a single pond D. The rate of erosion on a local hill

Chapter 7 - Review Data and Decision Making *Glow bus due at midnight, name and student number: answer questions using content in class People have created wonderful things for centuries, and management Management can be traced as far back as 500 bc when the ancient Sumerians used written records to improve government and business activities Why is it important to lean from the past Not to repeat our mistakes Classical management approaches Scientific management Administrative Principles Bureaucratic organisation Behavioural Management Approaches Follett’s Organizations as communities The Hawthorne studies Maslow’s theory of human needs Mcgregor’s Theory x and Theory Y Argyris Personality and organisation Modern Management foundations Organises as systems Contingency thinking Quality management Quantitative and analysis and tools Evidence-based management Contributions Frederick Taylor - Father of Scientific management He noticed that workers often did their jobs with wasted motions and without a constant approach. His resulted in inefficiency and low performance He believed the problem could be fixed if workers were taught to do their jobs in the best ways and ten were helped and guided by supervisors Four guiding principles of scientific management Rules of motion, standardized work and proper working conditions Select workers with the right abilities Train workers and give them incentives Support workers by planning and smoothing the way as they do their work Frank and Lillian Gilbreth Pioneered use of motitono studies as a management tool In one famous case, the gilbreaths cut down the number of motions used by bricklayers adn tripled their productivity Contributions from scientific management Make results-based compensation a performance incentive Carefully design jobs with efficient work methods Carefully select workers with the ability to perform the job Trian workers to execute activities to the best of their abilities Train supervisors to support workers so they can perform jobs to the best of their abilities Classical Management Adiminstative principle (Henro Fayol) 1919, after a career in French industry, Henri F published “adminisration Industrielle et Generale” (General and industrial management) in which we out like his views on the management of organiztion and workers Rules and duties in management Foresight - to complete a plan of action for the future Organization - To provide and mobilize resources to implement the plan Common- to lead, select and evaluate workers to get the best work toward the plan Coordination- to fit diverse efforts together and ensure information is shared and problems solved Control- to make sure things happen according to plan and to take necessary corrective action Classical management Bureacratic organiztion (Max Weber) Max weber (Bureaucrativ organization) - late 19th century German political economist who had a major impact in the fields of management and sociology Bureaucratic Organization An ideal, intentionally rational adn very efficient form of organization Based on the principles of logic, order and legitimate authority Characteristics of BO Clear division of labour Clear hierarchy of authority Formal rules and procedure Impersonality Careers based on merit What are some disadvantages of bureaucracy Takes a long time for problems to become solved bec there are procedures and there is a chain of people in command Having the power Rules have to follow Excessive paperwork or “red tape” Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy Behavioural Management Approaches (focus on understanding the elements that affect human behaviour in organisations) Follett’s Organizations as communites Mary park follett contributed to the transition from classical thinking inot behavioural management Groups and human cooperation Groups allow individuales too combine their talents for a greater good Organizations are cooperating “communites” of managers adn workers Managers job is to help people copperate and achive an integration of goals and intrests Forward-looking managment insight: Making every emploee an owner creates a sense of collective responsibility Prescursor of employrr ownership, profit sharing and gain sharing Buniess problems invovle a varity of inter realted factors Prescursor of systems thinking Private profits realtive to public good Precursor of managerial ethics and social respinsibility Hawthorne studies Took place at western electric chicago plan, a tran led by Harvards Elton Mayo set out to learn how econmic incentives and workplace conditions affected workers output Maing objective Intial study examined how ecomoin incentives adn physical conditions affected worker output (productivity) No consistent relationship found During experientmetn they had 2 groups The expertiant groups (impoved wokring ocnditions ) The control group ( no changes to original working conidtions) No consitant relationship found, perfomance in both groups increased even after removing incentives Social setting and human relations Concluded New “social setting” led workers to do good job Good “Human relations” = higher productivity The contect - The Great Depression (1929-1940) Employee attitudes and groups processes Osme thinsf satisifed some workers but not others People resticited output to adhere to groups norms (Avoid layoffs) Lessons from he hawthrone stufirs Social and human concerns are keys to prductivity Hawthrone effect - People who are singled out for special attention perform as expected Maslow’s Theory of human needs Human needs The work of psychologist Abraham Maslow in the area if human “needs,” also has had a major impact in the behavioual apporach to management Maslow’s hierarchy of human needs Self actualization needs Higherst level: need foe self fulfillment to grow and use abilites to fullest and most creative extent Esteem needs Needs fro esteem in eyes of others need for respect, prestige, recognition; need for self esteem, personal sense of competence, mastery Social needs Need for love, affection, sense of belongingness in ones relationship either other people Safett needs Need for security, protection and stability in teh events of day to day life Physiological needs Most basic of all human needs: need for biological maintence; food, water and phydical well being Principles Defict principle: A satidifed need is not a motivator of behaviour Progress principles: A need becomes a motivator once the preceding lower-level need is satisfied Both principles cease to operate at self actulilzation level McGregor’s Theories Thepry x assumes that workers; Dislike work Lack ambition Are irresponsible Resist change Prefer to be led Theoyry y assumes that workers are Willing to work Willing to accept responsibility Capable of self control Capable of self direction Imaginative and creative According to McGregor, Managers create: Self fulfilling prophecies Implications of Theory x and y Theory x managers: Create situations where workers become dependent, passive and reluctant Theory y managers create situations where workers respond with initiative and high performance Central to notions of empowerment and self management Argyris’s theory of adult personality Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality Management practices should accommodate the mature personality: Increasing task responsibility Increasing task variety Using participative decision making Modern Management Foundation Quantitative analysis and Tools Analytics: the use of large data bases and mathematics to solve problems and make informed decision using systematic analysis Organization as systems System Collection of interrelated parts that function together to achieve a common purpose Subsystem A smaller component of a larger system Open systems Organisations that interact with their environment Contingency thinking Tires to maths managerial responses with problem (situation) No “one best way” to manage The “appropriate way to to manage depends on the situations Quality management Qality anc competitive advantafe are linked Total quality managment (TQM) Comprehensive approach to contiou impovment on teh entire organization ISO certification Gloval quality management standards Refine and upgrade quality to meet ISO requirments Evidednce Based Managment Making management decision on “hard facts” about what really works

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