First Response Emergency Care – Component 3

QA Level 4 Certificate in First Response Emergency Care (RQF)

Workbook: Component 3

Question 1: Describe (400-500 words) the physical and psychosocial development of a child, including:
• Brain and nervous system
• Heart
• Head
• Chest and lungs
• Abdomen
• Neck and airway

• Communication
• Comprehension
• Musculoskeletal system
• Emotions

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 Question 2: Complete the table below by providing the ranges for normal respiratory rates and normal heart rates for children.

Age Respiratory Range Age Heart rate range (from deep sleep to awake)
<1   0-3 months  
1-2   3 months -2 years  
2-5   2-10 years  
5-12   >10 years  
>12      

Question 3: (a) Describe your assessment of a child showing signs of respiratory failure (b) Describe your assessment of a child showing signs of circulatory failure (c)Describe how you can differentiate between the two. (200-300 words)

Question 4: Choose three common childhood illnesses (from the list below), summarise the illnesses and describe their recognition features.

 • Bronchiolitis
• Croup
• Epiglottitis
• Sepsis
• Meningococcal septicaemia
• Viral wheeze

Illness

Description of Illness

Recognition features (min of 3)

 Question 5: Describe how to manage the 3 childhood illnesses not used in question 4.

Question 6: Explain each component of the paediatric assessment triangle: Appearance, Work of Breathing & Circulation

 

 

 

 

 

 

Question 7: You are called to a 5-year-old child alone at home. Describe your safeguarding considerations and your actions. (250-300 words)

 Question 8: Identify the key signs of a potential mental health crisis in a patient or colleague and your management of the crisis within national or local guidelines. (200-300 words)

Question 9: Describe the pathophysiology, recognition and management of the disorders listed below:

Respiratory disorder/infection

Pathophysiology

Recognition features (differentiate between adult and child where appropriate)

Patient assessment/management

Asthma

Pneumonia

3. COPD
a. Emphysema
b. Bronchitis

 

 

 

Question 10: Use the diagram below to label the key components of the digestive system then briefly summarise their function in the table below. Function of the Liver, Stomach, Gall bladder, Oesophagus, colon, small intestines

Question 11: Describe (250-300 words) 3 common digestive system conditions from the list below:
• Crohn’s disease
• Appendicitis
• Gall stones
• Ulcer
• Cirrhosis of the liver
• Hepatitis C

 Question 12: Describe the recognition features and pathophysiology of sepsis, septic shock and Multiple Organ

Dysfunction Syndrome (MODS).
You are called to a patient displaying signs of sepsis explain: –
• Your assessment of the patient
• Your management of the patient

Question 13: You are called to a heavily pregnant patient who states they are having contractions. Using the table below identify the stages of labour and the care that you would offer at each stage. Conclude by briefly explaining the management of mother and baby following delivery. Stage 1, Stage 2, Stage 3.

Question 14: Listed below are four complications of childbirth. Define them using a paragraph for each: Shoulder dystocia, Multiple births, Prolapsed cord, Post-partum haemorrhage.

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First Response Emergency Care – Component 2

QA Level 4 Certificate in First Response Emergency Care (RQF)

Workbook: Component 2

Question 1: Using the table below, explain the functions of each component of respiratory system and then explain the ‘cycle of breathing’.

Lung, Diaphragm, Intercostal muscles, Accessory muscles, Visceral pleura, Parietal pleura, Pleural cavity, The cycle of breathing.

Functions of components of the respiratory system

Question 2: Short answer question: Explain the following terms and the effects they have on the lungs when reduced. Elasticity, Compliance, Airway resistance.

Question 3: You are called to a male patient who has been struck by a car. He appears to be unconscious and breathing with a weak radial pulse. You note that the left side of his chest is not rising and falling equally; no sign of catastrophic haemorrhage; snoring sound coming from his airway; breathing is fast and shallow; circulation is compromised. Develop a treatment plan for this patient incorporating:

  • Scene consideration and additional resources
  • Patient assessment
  • Patient management
  • Transport to definitive care

Question 4: Label the bones on the diagram (human skeleton):

Describe the functions of the following: Bone, muscle, Tendon, joints, Ligament

Question 5: On the diagram identify the components of the nervous system (central nervous system diagram). Describe the functions of the: a) Central nervous system and b) Peripheral nervous system

Question 6: You are called to a patient who has been assaulted and alleges to have been sexually assaulted too. Define sexual assault.

Question 7: If a patient has been sexually assaulted, it may be noted that they suffer from the following signs, symptoms and issues: flashbacks; depression; bruising around their genitals; substance misuse; body memories; bite marks; bleeding; disassociation; discharge from orifices; anxiety; pain; insomnia; self-harm. Which would be classed as psychological and which would be physiological?

Question 8: You are dealing with a female patient who appears to have been sexually assaulted. Highlight the considerations needed in order to care for the patient including:

  • Assessing for time critical injuries
  • Approach and communications with the patient
  • Forensic considerations
  • Patient’s wishes on contacting the police
  • Care pathways – Sexual Assault Referral Centre (SARC)

Question 9: You are working at an event where there are 2,500 people in attendance. There is an explosion in a refreshment zone and the Senior Officer on scene declares a major incident. Define a ‘major incident’ and explain its 4 stages.

Question 10: As part of a major incident identify the roles of:

  • First responder on scene
  • First crew on scene
  • Driver
  • Attendant

Explain triage, including:

  • Treatment of patients
  • Recording findings
  • Special consideration for children

Question 11: Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) incidents can result in a multitude of effects. Using the table below, describe the routes of entry and a number of possible effects that need to be considered: Chemical, biological, radiological, nuclear, explosive.

Question 12. You are called to a heavily populated public area where a member of the public informs you that a rucksack has been left unattended for about an hour. Summarise your initial actions dealing with the package and your actions when this is defined as a terrorist incident. Then detail your ‘METHANE’ report in the table below (including what METHANE stands for):

  • Initial actions (package)
  • Initial actions (terrorist incident)

Question 13: In no more than two paragraphs, describe the management of a patient with traumatic chest injuries, including:
• Open chest wound
• Pneumothorax
• Tension pneumothorax
• Haemothorax
• Flail chest

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First Response Emergency Care – Component 1

QA Level 4 Certificate in First Response Emergency Care (RQF)

Workbook: Component 1

Question 1. As a First Responder, you are called to a responsive female at a noisy house party who is slumped over on a sofa outside in the garden. Bystanders are giving you disjointed and confusing information. In no more than 500 words, rationalise why a <C>ABCDE method is used for primary patient assessment and briefly explain each element of the assessment in the context of this patient, including airway stepwise approach.

Question 2. You attend a scene where there are four casualties to deal with. Using the triage sieve below, offer a classification for each of them: Please state which triage sieve used – (NARU or MPTT-24)

Triage sieve

  • a) Patient is alert and mobile, no catastrophic haemorrhage, clear airway, breathing rate of 12 respirations per minute, pulse rate of 94 beats per minute.
  • b) Patient is found lying on the floor but is able to walk, is confused, no catastrophic haemorrhage, clear airway, breathing rate of 18 respirations per minute, pulse rate of 100 beats per minute.
  • c) Patient is unconscious, no catastrophic bleeding from a cut arm and leg, noisy breathing with a breathing rate of 10 respirations per minute, pulse of 110 beats per minute.
  • d) Patient is alert but immobile, catastrophic haemorrhage from an amputated hand, clear airway, breathing at 18 respirations per minute, pulse of 144 beats per minute.

Question 3. List the components of the heart on the diagram below:

Question 4: In no more than 500 words, explain the electrical conduction system of the heart, its nervous control and the effect of conduction on the cardiac cycle.

Question 5: Short answer question: Define the following terms: atheroma; arteriosclerosis; myocardial infarction and then explain their connection as part of the development of Coronary Artery Disease (CAD):  Atheroma, Arteriosclerosis, Myocardial Infarction. 

Question 6: Explain in no more than 200 words, how the function of the heart is affected by: Arrhythmias and Heart failure.

Question 7: Label the following 3 lead electrocardiogram (ECG) diagram and in no more than 200 words describe what an ECG is and what it measures.

Question 8: You are dealing with an unconscious casualty following a collapse in the workplace. You are considering managing their airway as it has become ‘noisy’. You decide to use a Supraglottic Airway Device (SAD). List five contraindications or cautions in relation to its use. 

Question 9: In relation to managing a patient using medical gases, complete the table below (Patient, medical gas, administration method/dosage, cautions, contraindications:

  • Pregnant, having regular contractions, pain score of 8
  • COPD, oxygen saturations of 72%, difficulty breathing
  • Traumatised patient, bleeding heavily, oxygen saturations of 95%
  • Football injury, pain score of 10
  • Cardiac arrest, oxygen saturations of 52%

List the health and safety principles for medical gases:

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Aberdeen Harbour Baseline Survey

Aberdeen Harbour Baseline Survey for Environmental Status

Baseline studies are important in assessing the health of an environment. An environment is considered healthy when it is devoid of pollutants or has low doses of pollutants and has an ecosystem that is both successful and actively functioning. A baseline study was conducted in July 2009 and its results presented. The results of the Aberdeen Harbour Baseline Survey for Environmental Status were recorded and stored. These results should be viewed in the context of a single temporal interpretation. Before the study was conducted, its objectives and design were discussed with stakeholders and in the same manner, its results have been passed to them.

Twenty-nine sites were collected along a transect extending from the inner bay towards its mouth, using a Van Veen grab and three samples taken at each site. From the samples taken, a range of parameters were measured relating to the nutrient status of the water and the presence of enteric bacteria. In addition, the concentrations of several chemicals/elements including arsenic, chromium, cobalt, copper, iron, lead, manganese, nickel zinc and oil were measured from sediments. A number of data sets have been provided containing the data obtained from the study.

Using one of the datasets provided, you can focus your work on addressing research you will develop based on the dataset of your choice. You can ask any question relevant to your dataset. You should aim to address at least two questions in your report. Your report (roughly 2000 words) should include a graphical abstract, short introduction with researcher questions and hypotheses, methodology (only on the statistics used) findings, discussion, references, and appendices. Support your findings with appropriate figures and tables. Part of one dataset is presented below. Continue

 

 

 

 

 

 

 

 

 

35-61.

Harley Davidson Resources Capabilities

This article attempts to answer the following questions:
Q1. What are the resources and capabilities of Harley-Davidson? And how do they grant the firm competitive advantage to compete in the motorcycle industry? -Harley-Davidson Resources Capabilities
Q2/ How effectively Harley Davidson’s strategy is implemented and how the firm exploit its key strengths while protecting itself from its key weaknesses?
Q3. What threats to its continuing success does Harley Davidson face, and how should it respond to current & future challenges?

Case study source: Robert M. Grant.  Contemporary Strategy Analysis.
Preview:

Harley Davidson’s Resources, Capabilities, Strategy and Threats

Resources have been defined as inputs into the production process (Grant, 1991) and as the productive assets owned by the firm (Grant, 2016). Based on these definitions, resources are basically what the firm has and that it can use to create value. Resources can be tangible, intangible, or human as noted by Grant (2016). Tangible resources are resources that can be touched, such as financial resources (like cash, securities, and borrowing capacity) and physical items (like land, plant, equipment and mineral reserves). Intangible resources are resources that cannot be touched and include such things as reputation (brand and relationships), position, technology (such as patents and copyrights) and culture. Human resources include skills or know-how and productive effort offered by the firm’s employees (Grant, 2016). It also includes motivation and capacity for communication. It is worth noting that the firm does not own its workers but it purchases their services through employment contracts. On their own, or in combination with other resources to form capabilities, resources can be sources of competitive advantage (Edwards, 2014).

An analysis of the internal environment of Harley-Davidson reveals that the firm has numerous resources. One of the resources the company has is its brand. In this regard, Harley-Davidson has a good reputation which has greatly contributed to its success in the market (Grant, 2016) … continue

According to Grant (2016), strategy is concerned with matching company’s resources and capabilities to the opportunities that emerge in the external environment. While in agreement with this notion, David (2011) notes that although a strategy can be good or effective, its implementation can be poor or ineffective. Harley-Davidson sought to achieve competitive advantage and higher sales by developing and implementing several strategies. One of Harley’s key strategies was that it sold a unique Harley-Davidson experience rather than motorcycles (Grant, 2016). … continue

Based on Porter’s five forces model, factors such as bargaining power of supplies, bargaining power of buyers, threat of substitutes, and the threat of new entrants can threaten the success and profitability of a business (Mille, et al. 2011; Porter, 2017). Harley faces the threat of new entrants such as witnessed in the entry of Excelsior, Polaris (Victory), and Indian into the motorcycles market. These and other new entrants have the potential to eat into Harley’s market share in different markets, thereby reducing the company’s sales and profitability. … continue

Harley Davidson Resources Capabilities

Harwell Zest Energy Drink

Assignment Brief:
Harwell group expresses their gratitude for the last advice you provided when they were venturing into the food and drinks business. Most of the useful advice given were taken on board and they are glad to announce that ‘Zest’, the canned energy drink is performing well in the market and gaining considerable market share within the competition. Again, Lewis and Rebecca have asked for your advice regarding their current investments going forward. Apart from the energy drink business, the other businesses (fashion, sports, events and fitness) have been in existence over 10 years and sales figures are beginning to fluctuate and perhaps dwindle. Particularly, the fashion business has been rescued twice by the sports business which appears to still be doing very well compared to others. In line with current trends, sales and marketing process systems for the entire group are about to be changed to a more responsive system which the IT department claims would enhance processing and delivery. Finally, on the new business (Zest), although, so far, market share has been increasing based on increasing sales figures, there is a need to sustain, and in fact increase this figure if the business would remain sustainable over the coming years – Harwell Zest Energy Drink.

Based on this information, Harwell group has asked for some thoughts and advice on the followings. Meanwhile, they also request that you reflect on your past advice as this may be useful in providing some fresh advice based on their current circumstances.
1. What stage of the product life cycle do you think the fashion business is currently at, based on its present circumstance? Please provide convincing justifications for your thoughts. Can you also advice on next steps?
2. Based on the strategic choices available to Harwell group, critically review a minimum of three strategic management models.
3. Advice on how consumers can become attached and remain loyal to ‘Zest’ over other energy drinks.
4. Provide three clear recommendations on how Harwell group can change its system and manage the change management process as effectively as possible and avoid disruptions to its current sales and marketing during the change process.
You are allowed to make reasonable assumptions stating clear reasons for these if you need to do so. 

Harwell Group Business Strategy

Introduction

Harwell Group is a company based in Scotland that so far has four businesses (sports, events, fitness, and fashion). Considering that it is experiencing reduced profits in these business areas and especially fashion, the business considered the option of entering the energy drinks market by offering a canned energy drink, zest, as its product and sought advice on this matter. To come up with sound advice for the company regarding its proposed investment in the manufacture and marketing of energy drink, a PESTLE analysis of the energy drinks industry was done. Based on the results of the pestle analysis, it was recommended that the Harwell Group proceeds with its proposal to venture into the energy drinks business. This recommendation was made considering that the UK is politically and economically stable, and the energy drinks market in the nation is huge and growing. The technological, legal, and environmental conditions prevailing in the country in relation to the energy drinks industry were also found to be generally favourable. The competitive market was evaluated by applying Porters’ five forces model (Porter, 1998) and based on the results of an analysis using the Ansoff matrix (Pierce, 2009), diversification was recommended as an appropriate growth strategy for the business. This strategy option was settled on considering that the company seeks to introduce a new product in a new market. …

The Lifecycle Stage of the Fashion Business

One of the businesses that Harwell Group engages in is fashion. To establish what is ailing the fashion industry, it is vital to consider the business and its products in light of product life cycle. Stark (2015) notes that the product life cycle is an essential concept in marketing. Product life cycle basically describes the stages that a product undergoes from the time it is first conceived to when it is eventually removed from the market. Not all products reach the final stage; while some rise and fall, others continue on the growth path. The product life cycle has four main stages … including introduction, growth, maturity, and decline as can be seen in figure 1. …

Strategic Choices for Harwell Group

With several brands and businesses, including fashion, in its portfolio, Harwell Group is probably faced with the challenge of how to allocate its limited resources for investment across its businesses. It may decide to close the unprofitable fashion business altogether or continue operating it. One model that can help the company decide whether or not to close the fashion business is the Boston Group Consulting Matrix. Commonly known as the Boston matrix, the model analyses a portfolio of products or businesses based on market share and market growth (Marci, 2017). Based on these two factors, the Boston matrix categorises products into one of four areas; stars, cash cows, question marks, and dogs (Marci, 2017), as can be seen in figure 2. continue reading

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Contents:

  • Executive Summary
  • Introduction
  • The Lifecycle Stage of the Fashion Business
  • Strategic Choices for Harwell Group
  • How to Attract Customer Loyalty to Zest
  • Management of Change Relating to the New IT System
  • Summary and Conclusion
  • References

Harwell Zest Energy Drink

Harwell Energy Drink Business

Prompt: Harwell ltd. was established in 1974 in Scotland by Lewis and Rebecca Harwell. Their vision is to build a chain of companies within the Harwell group. Currently they have established four different companies which are up and running in various industries, they include: fashion, sports, events and fitness. Their most recent investment was in the IT industry but this eventually became unsuccessful. Lewis and Rebecca are now set to take on a new investment and the group’s net worth has recently been valued at £6.7 million. They plan to venture into the food and drinks industry particularly focusing on the production of canned energy drinks. Although this is a highly competitive sector of the food industry, they have both chosen this because of the increase in demand for energy drinks. Based on your knowledge of strategic position, Lewis and Rebecca have requested you carry out a thorough analysis on their new investment carefully considering the followings:

  1. The external business environment and how this may influence the new investment
  2. Competitive/market forces that would impact this business both positively and negatively
  3. What marketing/penetration strategies do you think can be implemented to boost the market share of this product, hence increasing sales and profit margins
  4. Critically analyse the marketing mix and suggest the most appropriate marketing mix for this product.

Hint: Your advice should be mainly based on key strategic theories and frameworks. You are allowed to make reasonable assumptions stating clear reasons for these if you need to do so –  Harwell energy drink business –Harwell Group Investment in Energy Drink Business (below).  

Harwell Group Investment in Energy Drink Business

Introduction

Deciding on whether or not to venture into a particular business is an important strategic decision. Careful consideration guided by a thorough analysis of different factors should be done before making such a decision. An analysis of the internal and external business environments should be done to help decide whether or not it is worth venturing into the new business (Pal, 2000). The external business environment greatly affects the chances of a company succeeding in a given industry or market (Thilakasiri, 2018). It is also crucial for business owners and managers to evaluate the competitive forces, penetration strategies, and market mix to be applied by their business as these also significantly affect the chances of the business’ success. Against this background, Harwell Group, which is considering the option of venturing into the energy drinks business in the United Kingdom, should analyse the external business environment and competitive forces in relation to the energy drinks market before deciding on whether or not to invest in this business.

This paper analyses the external business environment in relation to the energy drinks market in the UK through a pestle analysis. A pestle analysis evaluates the political, economic, social, technological, legal, and environmental factors that make up the business environment (Kayumi, 2014). A pestle analysis has been chosen in this case, considering its capacity to assess the prevailing business environment and changes that can potentially affect it (Kayumi, 2014). In addition, the paper will analyse the competitive environment in relation to the energy drinks market. Based on the results of these analyses, recommendations will be made on whether Harwell Group should go ahead and invest in the energy drinks business, the most appropriate penetration strategy, and the best marketing mix to apply.

External Business Environment

Political Factors

Political factors touch on how and the extent to which government intervenes in the economy. Given that Harwell Group is based in Scotland, it is subject to the political environment of the United Kingdom. The UK has enjoyed political stability for a long time, is governed by the rule of law, and is based on democracy (Trading Economics, 2021). The political environment of the nation is such that doing legal business is encouraged. Recently, there have been growing calls for Scotland to break away from the UK, which could have far-reaching effects on the political, economic, social, and legal environments, and by extension, the business environment in Scotland and the rest of the UK (Milligan, 2021). From the outlook, there is little chance that such a change can occur within the next five years, which possibly implies the continued political stability of the UK in the next ten or so years. The UK government constantly monitors the inflation level and takes appropriate measures to see that the annual rate averages 2% (Bank of England, 2021).

Continue …

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Contents
Executive Summary
Introduction
External Business Environment
Political Factors
Economic
Social
Technological
Legal Factors
Environmental
Competitive/ Market Forces
Buyer Power
Supplier Power
Competitive Rivalry
Threat of Substitution
Threat of New Entry
Marketing/Penetration Strategies
Marketing Mix
Conclusion
References
Appendix 1: Prompt

Keywords: Harwell external business environment, Harwell Competitive forces, Harwell  market forces, Harwell Marketing Strategies, Harwell Penetration Strategies, Harwell Marketing Mix, Harwell Energy Drinks. 

Harwell Energy Drinks Business

Nike Supply Chain Time-Based Competition (TBC)

Nike Supply Chain Time-Based Competition (TBC)

Introduction

Nike is multinational company that designs, develops, manufactures, and markets sports equipment, footwear, clothes, and accessories. The company was established in 1964 and has over the years grown to into a strong international brand (Success Story 2019). Nike’s success in the last couple of years has, in part, been linked to the changes it has made to its systems and its revolutionary approach to manufacturing and product distribution. Some of the changes made to the company’s manufacturing processes, systems, and supply chain management have enabled Nike achieve time-based competitiveness. Dempsey et al. (2014) define time-based competition (TBC) as the strategic advantage gained from making the order-to-delivery cycle more compact, efficient, and cost effective for both the supplier and the consumer.

Nike Supply Chain Time-Based Competition

In other words, time based competition seeks to reduce the time required to propose, design, develop, manufacture and deliver products (Blackburn 2012). As noted by Olah et al. (2018), time-based competition (TBC) essentially involves the use of time (vis-a-vis cost) as the main factor for achieving and maintaining competitive advantage – Nike Supply Chain Time-Based Competition.

Nike and Time-Based Competition

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p style=”text-align: justify;”>With respect to time-based competition, Nike has succeeded in significantly lowering the amount of time it needs to manufacture its shoe products from as much as 18 weeks to only a few days. According to Bain (2017), this it has achieved by reducing the number of steps ordinarily involved in manufacturing shoes from design to prototype development ready for production. Ordinarily, the company would have to develop or produce several patterns, moulds, samples, and prototypes before commencing actual production. However, the company has reduced these numbers by relying on technologies such as Computer Aided Design (CAD), 3-dimensional imaging, and simulation. These technologies enable the company bypass some of these time consuming stages in the process of developing products (Huang 2016; Bain 2017). In addition, the company applies several innovative technologies as part of its manufacturing processes, which enable it produce several products within a much shorter duration. Read more

Change Management at General Electric

Prompt: Present an analysis of General Electric, focusing upon the structural, cultural, leadership and change management issues associated with any significant change experienced in the recent past (or anticipated in the near future) and to present practical recommendations. The following should be covered in your assignment: (a) Background: Identification of management of change situation and the context; this will include only a very brief background to the organization, its product/service, location, employment, business strategy and goals being pursued (b) Analysis and discussion of change management, structure, culture and leadership issues. This is the most important part of the assignment. You will need here to blend in relevant concepts and frameworks from the course. However, do not ‘mechanically’ outline and apply them: try to draw upon ideas from the course as you develop and progress your analysis (c) Conclusions and any recommendations for change, improvement and/or learning that follow from your analysis and discussion. Your answer should focus upon one or more particular change initiatives. 

Change Management at General Electric

Introduction

General Electric (GE) has experienced a lot of changes in its structure and in the way it operates over the past several years. Many of the changes that the company applied in some way affected its employees, culture, and structure. This paper focuses on change management at General Electric during the tenure of Jeff Immelt as the company’s CEO and chairman. The paper first provides a brief background about GE before discussing leadership, culture, structure, and change management issues. The paper concludes by presenting recommendations for future action.

Background

General Electric is a multinational company established in 1892 with its headquarters in Boston, Massachusetts. The company involves in different industries including automotive, research, energy, transportation, engineering, aviation, healthcare, information technology, and finance (General Electric 2016).  In 2017, the company was ranked the thirteenth largest company in the U.S. based on gross revenue. Some of the products and services offered by the company include lighting, drug discovery, medical imaging devices, providing digital solutions, energy connections, liquefied natural gas, and aircraft engines (Google Finance 2017). The mission of General Electric is to build, power, move and cure the world by transforming industry with software-defined machines and solutions that are not only connected but also predictive and responsive (General Electric 2016).  

The company boasts of operating in 130 countries, has a presence in all the six continents, and has a workforce estimated at 304,000 employees (General Electric 2017). Among several other countries, the company operates in Canada, the United States, Australia, UAE, the UK, South Africa, Nigeria, China, Russia, Malaysia, Thailand and India. Ever since its establishment, GE has enjoyed significant growth to become the global force it is today, investing in and divesting different businesses in line with its strategic goals …

Rees and Hall (2013) note that change management involves defining, adopting corporate strategies, technologies, procedures and structures to deal with changes in the external business environment. Several theories on change management have been postulated by different experts. One such theory is Lewin’s Change Management Model . Continue …

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Contents:

  • Introduction
  • Changes and Change Management at General Electric
  • Conclusion

Change Management at General Electric

 

 

 

 

 

 

 

 

We throw a ball upwards. Its height h (in meters)

Applied Calculus Questions and Solutions

We throw a ball upwards. Its height h (in meters), t seconds after its launch is given by the following equation

h(t) = –t2 +50t+1

  • Find the initial height of the ball. Round your answer to 4 decimals if needed and show your calculations. Use the correct notation.
  • Find at what time the speed of the ball is zero and find the height of the ball at this moment. Round your answer to 4 decimals if needed and show your calculations. Use the correct notation.
  • Use the derivative to find the speed of the ball precisely when it will touch the ground after its launch. Round your answer to 4 decimals if needed and show your calculations. Use the correct notation.
  • Calculate the speed and the acceleration of the ball 3 seconds after its launch. Round your answer to 4 decimals if needed and show your calculations. Use the correct notation.
  • Interpret the results of c in the context of the problem. You must write an interpretation ….

We throw a ball upwards. Its height h (in meters)

Throw a ball upwards …

Solutions

a) Initial height of the ball

Initial height is when time t = 0

h(t) = –t2 +50t+1

h = -02 +50 x 0+1 = 1

h = 1 meter

b) Time at which speed of the ball is zero, and height of the ball at this moment

Speed s = …..

Solutions: t = 25 seconds, h = 626 meters

 to the above questions. 

(e): Interpretation for question c:

In this case, time cannot be negative and so the negative root of the quadratic equation does not apply. Negative speed indicates the ball is moving downwards (and not upwards as was the case when the ball started moving). The acceleration of the ball is constant from start to finish. 

Find all worked out (well explained) solutions 

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