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What is an "eye catcher" statement that your employees will want to read on the title/subject confidentiality? (I'm creating a confidentiality policy for employees at work
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Eye catcher statement can be done by the use of photo.A photo will attract the interst of the interviewer.
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Case Study - Hyundai: Leading the way in the global car industry
Case
Study - Hyundai: Leading the way in the global car industry
The
global car industry is one of the largest and most ...
Case Study - Hyundai: Leading the way in the global car industry
Case
Study - Hyundai: Leading the way in the global car industry
The
global car industry is one of the largest and most internationalised business
sectors. There are 17 major global car companies, each of which produces over 1
million cars a year. The Hyundai Motor Company (Hyundai) is South Korea's
number one car maker and the 10th largest in the world. It sells vehicles in
over 190 countries producing about a dozen car and minivan models, plus trucks,
buses and other commercial vehicles. Popular exported models in the United
States are the Accent and Sonata, while exports to Europe and Asia include the
GRT and Equus. During the global recession in 2008, while most car companies
suffered steep sales declines, Hyundai managed to earn US$1.3 billion - putting
it among the best performers in the global car industry.
The industry
In
2009 global car sales fell to near-record lows due to the global recession,
which started in late 2008. Industry car profit has suffered due to significant
excess production capacity. Although there is a capacity to produce 80 million
cars worldwide, total global demand has been only 60 million a year. There have
been some acquisitions throughout the industry with Jaguar and Land Rover being
acquired by India's Tata Motors, and Volvo being purchased by China's Geely
Motors. Consistent with new trade theory, the requisite scale compels car
makers to target world markets, where they can achieve economies of scale and
maximise sales.
The industry in
South Korea
Korea
is the largest emerging market in the Asia-Pacific region. Yet the car maker
market in Korea is too small to sustain indigenous carmakers such as Hyundai and
Kia. Thus, Korean car makers sell aggressively in foreign markets. Fortunately,
Korea holds numerous competitive advantages in the car industry. The country is
a world centre of new technology development. It has abundant, cost-effective
knowledge workers who drive innovations in design, features, products and
product quality. The country also has a high savings rate, with massive inward
foreign direct investment, which ensures a ready supply of capital for car
makers to fund R&D and other ventures. Collectively, Korea's abundance of
production factors - cost-effective labour, knowledge workers, high-technology
and capital - represents key location specific advantages.
Korean
consumers are very demanding, so car makers take great pains to produce superior
products. Intense rivalry in the domestic car industry ensures that car makers
and car parts producers improve products continuously. The Korean economy is
dominated by several conglomerates called chaebol.
They include Hyundai, Samsung, Daewoo, LG and SK, and account for about 40 per
cent of Korea's GDP and exports. These large firms have expanded by borrowing
from their own banks.
The
Asian financial crisis of 1997 resulted in the Korean government imposing
stringent accounting controls on many of these firms. In particular, the manner
in which the Daewoo group collapsed and the subsequent takeover of Daewoo
Motors’ operations by General Motors (GM) has resulted in a rethink in terms of
strategy and regulatory control in the car sector. The government cooperates
closely with the business sector, protecting some industries, ensuring funds
for others and sponsoring still others. The government promoted imports of raw
materials and technology at the expense of consumer goods and encouraged
savings and investment over consumption. Partly due to these efforts, Korea is
home to a substantial industrial cluster for the production of cars and car
parts. Accordingly the nation benefits from the presence of numerous suppliers
and manufacturers in the global car industry.
In
years past, Hyundai also benefited from a weak Korean won, making the prices
for home and cars cheaper for customers in Australia, Europe and the United
States who buy imported cars in their local currencies. Hyundai owes much of
its success to favourable international exchange rates.
Background on
Hyundai
Hyundai
was founded in 1947 as a construction company by Chung Ju-yung, a visionary
entrepreneur from a peasant background. By the 1970s the firm had become a car
company and began an aggressive effort to develop engineering capabilities and
new designs. In the 1980s Hyundai began exporting the Excel, an economy car
with a US$4995 price tag, to the United States. This car was an instant
success, and Excel exports grew to 250,000 units per year. But problems
occurred and the car fell from favour. The Excel suffered from quality issues
and had a weak dealer network, which did little to dispel negative imagery or
generate substantial new sales. Buyer confidence waned in the late 1990s.
Hyundai’s brand equity weakened. In response to these quality complaints,
Hyundai initiated major quality improvement programes and introduced a ten-year
power-train warranty program, unprecedented in the car industry. The strategy
was a major turning point for Hyundai.
Geographical
diversification
In
1997 Hyundai built a factory in Turkey, giving the firm convenient access to
the Middle East and Europe. Next, Hyundai opened a plant in India and within a
few years became the country's best-selling brand of imported cars. In 2002
Hyundai launched a factory in China, doubling production. Hyundai is aiming for
20 per cent share of the Chinese car market. The firm also partnered with
Guangzhou Motor Group, winning entry to China's huge commercial-vehicle market.
In addition to gaining access to low-cost, high-quality labour in emerging
markets, Hyundai hopes its presence in the local showrooms will improve
consumer awareness and drive sales in new markets.
Hyundai
uses FDI to develop key operations around the world. Management chooses
locations based on the advantages they bring to the firm. By 2006 have
established plants in Iran, Taiwan, Vietnam, Venezuela, and numerous other
countries around the world. The firm also has R&D centres in Europe, Japan
and North America. It has distribution centres and marketing subsidiaries at
various locations that deliver parts to its expanding base of car dealers
worldwide. Hyundai also has regional headquarters in Asia, Europe and North
America. To guarantee control over production and marketing, Hyundai has
internalised many of its own operations.
To
remain competitive, Hyundai employs inexpensive labour and sources imports -
engines, tyres, electronics - from low-cost suppliers. The firm has entered
various collaborative ventures to cooperate in R&D, design, manufacturing
and other value-adding activities. These allow Hyundai access to foreign
partners’ know-how, capital, distribution channels, marketing assets and the
ability to overcome government-imposed obstacles. For example, Hyundai
partnered with Daimler-Chrysler to develop new technologies and improve supply
chain management. Compared to Japanese or Western rivals, Hyundai has superior
cost advantages in the acquisition of high-quality inputs.
While
Japanese car giants such as Toyota and Honda rely heavily on US sales for their
profits, Hyundai is more diversified. In 2008 the US market accounted for only
14 per cent of Hyundai’s total sales, while China, India, Russia and Latin
America represented a combined 35 per cent of its sales.
Hyundai
recently launched its first luxury model, the Genesis. The Genesis was named
‘North American Car of the Year’ at the 2009 Detroit Auto Show, trumping
industry favourites such as Audi A4, Jaguar XF and Cadillac CTS-V. The Genesis
was noted for its luxury touches, smooth ride, high-quality and US$33,000
price.
A
recent marketing innovation is the ‘Assurance Program’, under which a buyer can
return a recently purchased car if he or she loses their job within one year of
purchase. The program even pays the customer’s lease payments for up to 90 days
while they search for a new job. Owners who elect to keep their cars are not
required to reimburse Hyundai.
Recent events
Like
other car makers, Hyundai has also experienced problems with excess capacity.
In 2009, due to unwanted inventory, the firm slowed production of its Alabama
plant in the United States and laid off hundreds of employees at regional
headquarters in the United States. It also cut production by some 25 per cent
at plants in Korea. But the firm continues to launch new marketing campaigns,
and replaced General Motors as the official car sponsor of the Academy Awards.
Hyundai
has pursued internationalisation aggressively. While many local firms struggle
to stay afloat during a crisis, Hyundai is seeking to expand. Hyundai sees the
crisis as an opportunity, with plans to emerge even stronger. Hyundai has
improved quality and increased sales against all odds. Given its focus on
quality, energy efficiency, cost-control and customer satisfaction, perhaps
Hyundai is the new standard bearer in the global car industry.
Source:This
case was adapted from Cavusgil et al (2012, pp.171-73)
Case Study Questions
1.
What are the roles of comparative and
competitive advantages in Hyundai’s success? Illustrate your answers by
providing specific examples of natural and acquired advantages that Hyundai
employs to succeed in the global car industry.
2.
In terms of factor proportions theory, what
abundant factors does Hyundai leverage in its worldwide operations? Provide
examples and explain how Hyundai exemplifies the theory.
3.
Discuss higher Hyundai and its position in the
global car industry in terms of Porter's Diamond model. What is the role of
firm strategy, structure and rivalry, factor conditions, demand conditions and
related and supporting industries to Hyundai’s international success?
4.
Consistent with Dunning’s eclectic paradigm,
described the ownership-specific advantages, location-specific advantages and
internalisation advantages held by Hyundai. Which of these advantages do you
believe has been most instrumental in the firm's success? Justify your answereach answer has to be for around 500 words
6 pages
HSM101 Ashford Week 2 Intelligence and Law Enforcement Communities Quiz
Which of the following serves as a link between the Intelligence The answer can be found in Chapter 5 – Page 218 - The F ...
HSM101 Ashford Week 2 Intelligence and Law Enforcement Communities Quiz
Which of the following serves as a link between the Intelligence The answer can be found in Chapter 5 – Page 218 - The FBI serves as a
Global Talent Mangement
Discussion 1: Global versus National Talent Managemento Differentiate between talent management for global versus natio ...
Global Talent Mangement
Discussion 1: Global versus National Talent Managemento Differentiate between talent management for global versus national efforts and how your organization would address the creation of a global effort if one is not already in existence.
Discussion 2: The Talent Management Process From the e-Activity, the article “Learning a Key Piece in Talent Management Process” suggests that a global taxonomy is a worthwhile initiative to assist in managing talent in large multinational organizations. Also, the article “Diving into Learning and Talent Management” highlights a company that has a competency and certification learning program in place for talent management. Using Google as a company needing a global taxonomy, competencies identified, as well as certification requirements, develop a rationale for a global taxonomy and certification for three key positions for which Google would likely need to develop talent. Explain why this type of talent development would be necessary and beneficial to Google.
Romeo and Juliet Questions
1. Sc. 1, Lines 1–11: Why does
Shakespeare open this scene with Romeo in a joyful mood?
2. Sc. 1, Li ...
Romeo and Juliet Questions
1. Sc. 1, Lines 1–11: Why does
Shakespeare open this scene with Romeo in a joyful mood?
2. Sc. 1, Lines 12–32: Why must Romeo
repeat his request for news of Juliet twice? What does Balthasar’s response
suggest that he is doing? How did Balthasar come by this news? Note the
description of Romeo as “pale and wild.” What might be foreshadowed by these
details?
3. Sc. 1, Lines 34–57: Explain what
Romeo means in line 34. Does he consider his options or plunge immediately into
action? Is his approach consistent with the way he has acted in the past?
Explain. What does Romeo want from the apothecary? Explain what Romeo thinks
will motivate the apothecary to help him.
4. Sc. 1, Lines 66–71: Explain how
Romeo uses irony to persuade the apothecary to sell him what he needs.
5. Sc. 1, Lines 75–86: Why does Romeo
refer to the poison as a “cordial”?
6. Sc. 2, Lines 1–20: Why did Friar
John fail to deliver the letter? How does Friar John’s news affect Friar
Laurence? Why?
7. Sc. 2, Lines 23–29: Explain the
irony of Friar Laurence’s fear of what might happen as a result of Friar John’s
news.
8. Sc. 3, Lines 1–11: What can you
infer about the reason that Paris is in the graveyard? What does this motive
reveal about his character?
9. Sc. 3, Lines 22–39: Explain the two
reasons that Romeo states for entering the tomb. What is the third reason that
he implies? Is Balthasar convinced by Romeo’s explanation? Why or why not?
10. Sc. 3, Lines 49–70: Explain Paris’s
perception of Romeo and his presence at the graveyard. For what does Paris
blame Romeo?
11. Sc. 3, Lines 61–63: What does Romeo
mean in these lines when he says, “I beseech thee, youth,/ Put not another sin
upon my head/ By urging me to fury”? What qualities do his words in this speech
show?
12. Sc. 3, Lines 88–120: What part of
the speech reminds the audience what they know about Juliet’s death? Recall the
specifications that Romeo gave the apothecary for what kind of poison he
wanted. What is the irony of Romeo having received what he requested? Why are
Romeo’s last words also ironic?
13. Sc. 3, Lines 128–136: Infer Friar
Laurence’s feelings as he approaches the vault.
14. Sc. 3, Lines 148–154: What does the
friar want Juliet to do and why?
15. Sc. 3, Lines 155–159: Why is the
friar so anxious to leave the vault? How might his hasty departure reflect his
state of mind?
16. Sc. 3, Lines 174–205: Summarize how
the feud between the two families determined the outcome of the relationship
between Romeo and Juliet. Who else suffered as a result of this hostility
between the families?
17. Sc. 3, Lines 198–201: The onlookers
describe this scene as one of hate. In what ironic sense is it a scene of love?
18. Sc. 3, Lines 210–227: Why does the
friar step forward to explain the deaths of Romeo and Juliet?
19. Sc. 3, Lines 265–272: How does the
friar redeem himself at the end of his speech? What does Prince Escalus say
that shows his reaction to the friar’s words?
20. Sc. 3, Lines 291–304: How does the
outcome of the play relate to the friar’s earlier observations about nature?
Cite evidence from the friar’s speech in Act II to support your response.
Launch Attack
Task 1 (6 - 7 Pages) Not too informativeOnce you have sufficiently carried out reconnaissance and footprinting, you are re ...
Launch Attack
Task 1 (6 - 7 Pages) Not too informativeOnce you have sufficiently carried out reconnaissance and footprinting, you are ready to launch your attack.In this module you will learn about lauching a penetration test, practice WhiteHat hacking and then attempt a penetration.Carrying out the attack has multiple parts in order to test each part of the system.You should learn about each test first and then practice.First, Learn about ethical hacking of systems.Read Chapter 3 and 4, and 6 and 7 in The Basics of Hacking and Penetration Testing: Ethical Hacking and Penetration Testing Made Easy, Second Editionhttp://library.books24x7.com.ezp-02.lirn.net/toc.aspx?bookid=56577Work through chapters 1 – 9 in Hacking and Penetration Testing with Low Power Devices http://library.books24x7.com.ezp-02.lirn.net/toc.aspx?bookid=78669Read Chapter 6 – 12 in Ethical Hacking and Penetration Testing Guide http://library.books24x7.com.ezp-02.lirn.net/toc.aspx?bookid=61791Second, work through each penetration in iLab.Certified Ethical Hacker v9 CEH CEHv9, Module 06 Malware ThreatsCertified Ethical Hacker v9 CEH CEHv9, Module 07 SniffingCertified Ethical Hacker v9 CEH CEHv9, Module 9 Denial of ServiceCertified Ethical Hacker v9 CEH CEHv9, Module 10 Session HijackingTask : Now you should be ready to carry out a thorough penetration test on a system in the sandbox in iLabs.Set up the lab so that you can complete penetration of the operating system, looking or backdoors, viruses, and other vulnerabilities and attacks. Take screen shots of the process and write a report of the findings. Task 2 (2 - 3 Pages)PLEASE SUMMARIZE THE VIDEO BELOW;https://www.lynda.com/Linux-tutorials/Ethical-Hacking-Footprinting-Reconnaissance/455717-2.htmlTask 3 (2 Discussions Reply 200 Words each)find discussions in attachment below
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Case Study - Hyundai: Leading the way in the global car industry
Case
Study - Hyundai: Leading the way in the global car industry
The
global car industry is one of the largest and most ...
Case Study - Hyundai: Leading the way in the global car industry
Case
Study - Hyundai: Leading the way in the global car industry
The
global car industry is one of the largest and most internationalised business
sectors. There are 17 major global car companies, each of which produces over 1
million cars a year. The Hyundai Motor Company (Hyundai) is South Korea's
number one car maker and the 10th largest in the world. It sells vehicles in
over 190 countries producing about a dozen car and minivan models, plus trucks,
buses and other commercial vehicles. Popular exported models in the United
States are the Accent and Sonata, while exports to Europe and Asia include the
GRT and Equus. During the global recession in 2008, while most car companies
suffered steep sales declines, Hyundai managed to earn US$1.3 billion - putting
it among the best performers in the global car industry.
The industry
In
2009 global car sales fell to near-record lows due to the global recession,
which started in late 2008. Industry car profit has suffered due to significant
excess production capacity. Although there is a capacity to produce 80 million
cars worldwide, total global demand has been only 60 million a year. There have
been some acquisitions throughout the industry with Jaguar and Land Rover being
acquired by India's Tata Motors, and Volvo being purchased by China's Geely
Motors. Consistent with new trade theory, the requisite scale compels car
makers to target world markets, where they can achieve economies of scale and
maximise sales.
The industry in
South Korea
Korea
is the largest emerging market in the Asia-Pacific region. Yet the car maker
market in Korea is too small to sustain indigenous carmakers such as Hyundai and
Kia. Thus, Korean car makers sell aggressively in foreign markets. Fortunately,
Korea holds numerous competitive advantages in the car industry. The country is
a world centre of new technology development. It has abundant, cost-effective
knowledge workers who drive innovations in design, features, products and
product quality. The country also has a high savings rate, with massive inward
foreign direct investment, which ensures a ready supply of capital for car
makers to fund R&D and other ventures. Collectively, Korea's abundance of
production factors - cost-effective labour, knowledge workers, high-technology
and capital - represents key location specific advantages.
Korean
consumers are very demanding, so car makers take great pains to produce superior
products. Intense rivalry in the domestic car industry ensures that car makers
and car parts producers improve products continuously. The Korean economy is
dominated by several conglomerates called chaebol.
They include Hyundai, Samsung, Daewoo, LG and SK, and account for about 40 per
cent of Korea's GDP and exports. These large firms have expanded by borrowing
from their own banks.
The
Asian financial crisis of 1997 resulted in the Korean government imposing
stringent accounting controls on many of these firms. In particular, the manner
in which the Daewoo group collapsed and the subsequent takeover of Daewoo
Motors’ operations by General Motors (GM) has resulted in a rethink in terms of
strategy and regulatory control in the car sector. The government cooperates
closely with the business sector, protecting some industries, ensuring funds
for others and sponsoring still others. The government promoted imports of raw
materials and technology at the expense of consumer goods and encouraged
savings and investment over consumption. Partly due to these efforts, Korea is
home to a substantial industrial cluster for the production of cars and car
parts. Accordingly the nation benefits from the presence of numerous suppliers
and manufacturers in the global car industry.
In
years past, Hyundai also benefited from a weak Korean won, making the prices
for home and cars cheaper for customers in Australia, Europe and the United
States who buy imported cars in their local currencies. Hyundai owes much of
its success to favourable international exchange rates.
Background on
Hyundai
Hyundai
was founded in 1947 as a construction company by Chung Ju-yung, a visionary
entrepreneur from a peasant background. By the 1970s the firm had become a car
company and began an aggressive effort to develop engineering capabilities and
new designs. In the 1980s Hyundai began exporting the Excel, an economy car
with a US$4995 price tag, to the United States. This car was an instant
success, and Excel exports grew to 250,000 units per year. But problems
occurred and the car fell from favour. The Excel suffered from quality issues
and had a weak dealer network, which did little to dispel negative imagery or
generate substantial new sales. Buyer confidence waned in the late 1990s.
Hyundai’s brand equity weakened. In response to these quality complaints,
Hyundai initiated major quality improvement programes and introduced a ten-year
power-train warranty program, unprecedented in the car industry. The strategy
was a major turning point for Hyundai.
Geographical
diversification
In
1997 Hyundai built a factory in Turkey, giving the firm convenient access to
the Middle East and Europe. Next, Hyundai opened a plant in India and within a
few years became the country's best-selling brand of imported cars. In 2002
Hyundai launched a factory in China, doubling production. Hyundai is aiming for
20 per cent share of the Chinese car market. The firm also partnered with
Guangzhou Motor Group, winning entry to China's huge commercial-vehicle market.
In addition to gaining access to low-cost, high-quality labour in emerging
markets, Hyundai hopes its presence in the local showrooms will improve
consumer awareness and drive sales in new markets.
Hyundai
uses FDI to develop key operations around the world. Management chooses
locations based on the advantages they bring to the firm. By 2006 have
established plants in Iran, Taiwan, Vietnam, Venezuela, and numerous other
countries around the world. The firm also has R&D centres in Europe, Japan
and North America. It has distribution centres and marketing subsidiaries at
various locations that deliver parts to its expanding base of car dealers
worldwide. Hyundai also has regional headquarters in Asia, Europe and North
America. To guarantee control over production and marketing, Hyundai has
internalised many of its own operations.
To
remain competitive, Hyundai employs inexpensive labour and sources imports -
engines, tyres, electronics - from low-cost suppliers. The firm has entered
various collaborative ventures to cooperate in R&D, design, manufacturing
and other value-adding activities. These allow Hyundai access to foreign
partners’ know-how, capital, distribution channels, marketing assets and the
ability to overcome government-imposed obstacles. For example, Hyundai
partnered with Daimler-Chrysler to develop new technologies and improve supply
chain management. Compared to Japanese or Western rivals, Hyundai has superior
cost advantages in the acquisition of high-quality inputs.
While
Japanese car giants such as Toyota and Honda rely heavily on US sales for their
profits, Hyundai is more diversified. In 2008 the US market accounted for only
14 per cent of Hyundai’s total sales, while China, India, Russia and Latin
America represented a combined 35 per cent of its sales.
Hyundai
recently launched its first luxury model, the Genesis. The Genesis was named
‘North American Car of the Year’ at the 2009 Detroit Auto Show, trumping
industry favourites such as Audi A4, Jaguar XF and Cadillac CTS-V. The Genesis
was noted for its luxury touches, smooth ride, high-quality and US$33,000
price.
A
recent marketing innovation is the ‘Assurance Program’, under which a buyer can
return a recently purchased car if he or she loses their job within one year of
purchase. The program even pays the customer’s lease payments for up to 90 days
while they search for a new job. Owners who elect to keep their cars are not
required to reimburse Hyundai.
Recent events
Like
other car makers, Hyundai has also experienced problems with excess capacity.
In 2009, due to unwanted inventory, the firm slowed production of its Alabama
plant in the United States and laid off hundreds of employees at regional
headquarters in the United States. It also cut production by some 25 per cent
at plants in Korea. But the firm continues to launch new marketing campaigns,
and replaced General Motors as the official car sponsor of the Academy Awards.
Hyundai
has pursued internationalisation aggressively. While many local firms struggle
to stay afloat during a crisis, Hyundai is seeking to expand. Hyundai sees the
crisis as an opportunity, with plans to emerge even stronger. Hyundai has
improved quality and increased sales against all odds. Given its focus on
quality, energy efficiency, cost-control and customer satisfaction, perhaps
Hyundai is the new standard bearer in the global car industry.
Source:This
case was adapted from Cavusgil et al (2012, pp.171-73)
Case Study Questions
1.
What are the roles of comparative and
competitive advantages in Hyundai’s success? Illustrate your answers by
providing specific examples of natural and acquired advantages that Hyundai
employs to succeed in the global car industry.
2.
In terms of factor proportions theory, what
abundant factors does Hyundai leverage in its worldwide operations? Provide
examples and explain how Hyundai exemplifies the theory.
3.
Discuss higher Hyundai and its position in the
global car industry in terms of Porter's Diamond model. What is the role of
firm strategy, structure and rivalry, factor conditions, demand conditions and
related and supporting industries to Hyundai’s international success?
4.
Consistent with Dunning’s eclectic paradigm,
described the ownership-specific advantages, location-specific advantages and
internalisation advantages held by Hyundai. Which of these advantages do you
believe has been most instrumental in the firm's success? Justify your answereach answer has to be for around 500 words
6 pages
HSM101 Ashford Week 2 Intelligence and Law Enforcement Communities Quiz
Which of the following serves as a link between the Intelligence The answer can be found in Chapter 5 – Page 218 - The F ...
HSM101 Ashford Week 2 Intelligence and Law Enforcement Communities Quiz
Which of the following serves as a link between the Intelligence The answer can be found in Chapter 5 – Page 218 - The FBI serves as a
Global Talent Mangement
Discussion 1: Global versus National Talent Managemento Differentiate between talent management for global versus natio ...
Global Talent Mangement
Discussion 1: Global versus National Talent Managemento Differentiate between talent management for global versus national efforts and how your organization would address the creation of a global effort if one is not already in existence.
Discussion 2: The Talent Management Process From the e-Activity, the article “Learning a Key Piece in Talent Management Process” suggests that a global taxonomy is a worthwhile initiative to assist in managing talent in large multinational organizations. Also, the article “Diving into Learning and Talent Management” highlights a company that has a competency and certification learning program in place for talent management. Using Google as a company needing a global taxonomy, competencies identified, as well as certification requirements, develop a rationale for a global taxonomy and certification for three key positions for which Google would likely need to develop talent. Explain why this type of talent development would be necessary and beneficial to Google.
Romeo and Juliet Questions
1. Sc. 1, Lines 1–11: Why does
Shakespeare open this scene with Romeo in a joyful mood?
2. Sc. 1, Li ...
Romeo and Juliet Questions
1. Sc. 1, Lines 1–11: Why does
Shakespeare open this scene with Romeo in a joyful mood?
2. Sc. 1, Lines 12–32: Why must Romeo
repeat his request for news of Juliet twice? What does Balthasar’s response
suggest that he is doing? How did Balthasar come by this news? Note the
description of Romeo as “pale and wild.” What might be foreshadowed by these
details?
3. Sc. 1, Lines 34–57: Explain what
Romeo means in line 34. Does he consider his options or plunge immediately into
action? Is his approach consistent with the way he has acted in the past?
Explain. What does Romeo want from the apothecary? Explain what Romeo thinks
will motivate the apothecary to help him.
4. Sc. 1, Lines 66–71: Explain how
Romeo uses irony to persuade the apothecary to sell him what he needs.
5. Sc. 1, Lines 75–86: Why does Romeo
refer to the poison as a “cordial”?
6. Sc. 2, Lines 1–20: Why did Friar
John fail to deliver the letter? How does Friar John’s news affect Friar
Laurence? Why?
7. Sc. 2, Lines 23–29: Explain the
irony of Friar Laurence’s fear of what might happen as a result of Friar John’s
news.
8. Sc. 3, Lines 1–11: What can you
infer about the reason that Paris is in the graveyard? What does this motive
reveal about his character?
9. Sc. 3, Lines 22–39: Explain the two
reasons that Romeo states for entering the tomb. What is the third reason that
he implies? Is Balthasar convinced by Romeo’s explanation? Why or why not?
10. Sc. 3, Lines 49–70: Explain Paris’s
perception of Romeo and his presence at the graveyard. For what does Paris
blame Romeo?
11. Sc. 3, Lines 61–63: What does Romeo
mean in these lines when he says, “I beseech thee, youth,/ Put not another sin
upon my head/ By urging me to fury”? What qualities do his words in this speech
show?
12. Sc. 3, Lines 88–120: What part of
the speech reminds the audience what they know about Juliet’s death? Recall the
specifications that Romeo gave the apothecary for what kind of poison he
wanted. What is the irony of Romeo having received what he requested? Why are
Romeo’s last words also ironic?
13. Sc. 3, Lines 128–136: Infer Friar
Laurence’s feelings as he approaches the vault.
14. Sc. 3, Lines 148–154: What does the
friar want Juliet to do and why?
15. Sc. 3, Lines 155–159: Why is the
friar so anxious to leave the vault? How might his hasty departure reflect his
state of mind?
16. Sc. 3, Lines 174–205: Summarize how
the feud between the two families determined the outcome of the relationship
between Romeo and Juliet. Who else suffered as a result of this hostility
between the families?
17. Sc. 3, Lines 198–201: The onlookers
describe this scene as one of hate. In what ironic sense is it a scene of love?
18. Sc. 3, Lines 210–227: Why does the
friar step forward to explain the deaths of Romeo and Juliet?
19. Sc. 3, Lines 265–272: How does the
friar redeem himself at the end of his speech? What does Prince Escalus say
that shows his reaction to the friar’s words?
20. Sc. 3, Lines 291–304: How does the
outcome of the play relate to the friar’s earlier observations about nature?
Cite evidence from the friar’s speech in Act II to support your response.
Launch Attack
Task 1 (6 - 7 Pages) Not too informativeOnce you have sufficiently carried out reconnaissance and footprinting, you are re ...
Launch Attack
Task 1 (6 - 7 Pages) Not too informativeOnce you have sufficiently carried out reconnaissance and footprinting, you are ready to launch your attack.In this module you will learn about lauching a penetration test, practice WhiteHat hacking and then attempt a penetration.Carrying out the attack has multiple parts in order to test each part of the system.You should learn about each test first and then practice.First, Learn about ethical hacking of systems.Read Chapter 3 and 4, and 6 and 7 in The Basics of Hacking and Penetration Testing: Ethical Hacking and Penetration Testing Made Easy, Second Editionhttp://library.books24x7.com.ezp-02.lirn.net/toc.aspx?bookid=56577Work through chapters 1 – 9 in Hacking and Penetration Testing with Low Power Devices http://library.books24x7.com.ezp-02.lirn.net/toc.aspx?bookid=78669Read Chapter 6 – 12 in Ethical Hacking and Penetration Testing Guide http://library.books24x7.com.ezp-02.lirn.net/toc.aspx?bookid=61791Second, work through each penetration in iLab.Certified Ethical Hacker v9 CEH CEHv9, Module 06 Malware ThreatsCertified Ethical Hacker v9 CEH CEHv9, Module 07 SniffingCertified Ethical Hacker v9 CEH CEHv9, Module 9 Denial of ServiceCertified Ethical Hacker v9 CEH CEHv9, Module 10 Session HijackingTask : Now you should be ready to carry out a thorough penetration test on a system in the sandbox in iLabs.Set up the lab so that you can complete penetration of the operating system, looking or backdoors, viruses, and other vulnerabilities and attacks. Take screen shots of the process and write a report of the findings. Task 2 (2 - 3 Pages)PLEASE SUMMARIZE THE VIDEO BELOW;https://www.lynda.com/Linux-tutorials/Ethical-Hacking-Footprinting-Reconnaissance/455717-2.htmlTask 3 (2 Discussions Reply 200 Words each)find discussions in attachment below
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