1. Many organisms that can reproduce both sexually and asexually share a reproductive pattern. When the

1. Many organisms that can reproduce both sexually and asexually share a reproductive pattern. When the

environment is favorable for growth, reproduction is asexual. When the environment deteriorates, sex occurs. Sexually produced offspring remain dormant until better conditions occur. Which of the theoretical ideas about the function of sex is supported by this observation? And which of the disadvantages of sex are less of a problem?

2. From the point of view of development, how does the life cycle of a bacterium resemble the life cycle of an elephant? How does it differ?

3. If a trait is not well adapted to current local conditions, what might be the reasons why it is not, and how might one check to see which of those reason(s) is correct?

4. In many old texts and in some recent popular articles sex is seen as necessary to provide the genetic variability that will keep species from going extinct when the environment changes significantly. What do you think of this explanation?

5. Do ideas, agricultural practices, or computers evolve in response to natural selection? What then corresponds to reproductive success and to inheritance? How does cultural change connect to biological evolution? Neither reproduction nor inheritance can be as precisely defined for cultural change as they can for biological evolution, but the analogy is worth exploring.

no set word count for each question just make sure the entire question is answered. If references are used please provide them. Thanks 

Question1The theoretical idea about sex that is being supported by this observation is Darwin’sSexual Selection (Gibson & Gibson, 2009). To leave behind evolutionary legacy, survivaldoes…

 

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writing for the workplace case

1. Gathering More Information

Write a one-page document to Techniks managers E. F. Black and J. St. Cloud that will be attached to an email message that explains your situation and need for information.

Maggie pokes her head into your office at 2 p.m. and asks, “How are you coming?”

You explain the fact that you are waiting to hear back from Techniks and show her the email attachment you sent. “Well, I was hoping to have a rundown of all of these folks by tonight so we could maybe have all of the information we gather in some sort of decipherable table before tomorrow morning’s meeting. I won’t really be able to read long memos during the meeting, so give me the information in a format that is easy to digest so I can present it in a coherent fashion to our group. But if you don’t hear back from these folks by 5, why don’t we just scratch them off our list?”

Luckily, you receive a phone call from James St. Cloud in New York at 4 P.M. Because he is between meetings and you are facing a deadline, the conversation is brief but cordial. You are convinced, based on his genuine enthusiasm on the phone, that St. Cloud is indeed interested in the potential for teamwork on this project. St. Cloud gives you the following information:

● His firm was established in 1984 and employs 22 full-time engineers; 20 architects (five of whom are contract employees who come on for specific projects); seven city planning/participation experts; and six management staff with professional backgrounds in engineering, architecture, and city planning.

● St. Cloud believes that the firm’s specialties lie in downtown development and urban planning. He cited several successful redesign projects in cities like Stratford, Ontario; Vancouver; Park City, Utah; and Reno, Nevada.

● Techniks has successfully teamed up with a wide variety of firms on different projects including numerous public walkways and three suspension bridge projects. St. Cloud noted that several engineers employed with Techniks had a “moderate to considerable” experience with suspension techniques. In fact, he noted, one employee had been called in by the Kansas City Star to consult on the failure of the Hyatt Regency suspension walkway in 1981.

● If Lowe & Company is interested in meeting to discuss a team approach, Techniks could send representatives no sooner than late next week, because the firm is tightly booked at the moment with pressing jobs.

Your general sense from the phone conversation is that St. Cloud is amiable and interested in the project. However, your concerns are twofold. First, you worry that such a large firm could easily “swallow” Lowe & Company in a project such as this. While you need their expertise, Lowe & Company cannot afford to lose the high-profile potential for this job. Therefore, Lowe & Company needs to team up with an organization willing to share responsibility. You cannot discern from your brief conversation with St. Cloud whether this is possible with Techniks. Second, Techniks seems to be established or at least in particularly high demand at the moment. You worry a little about the firm’s availability.

2. Summary Task

Write a memo to Maggie Lowe detailing the information you gained from James St. Cloud as well as your assessment of the phone conversation. Because Maggie has told you she wants to draw this information together in some sort of readable format such as a table for the morning’s meeting, pay special attention to designing the memo so that she may easily extract the particulars and details during the meeting without having to read a great deal of text.

3. Formal Correspondence

After a discussion at your morning meeting, Lowe & Company employees agree that the best plan, at least tentatively, is to pursue the team approach with one of the firms you and your colleagues have contacted. Bids for the city project are due in City Hall in three weeks. Maggie has agreed to fly James St. Cloud and an associate to Milwaukee to discuss the partnership further. Write a letter to Techniks (attn: James St. Cloud, Manager) explaining the importance of a face-to-face meeting and the urgency of the impending deadline. Explain the offer to fly St. Cloud and an associate to Milwaukee. You may make up street addresses for your formal correspondence, though do be mindful as to the cities in which the firms are located.

 

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Five Life Skills for Graduates Aims and Summary This module aims to support the student in their move from Coventry…

Five Life Skills for Graduates Aims and Summary This module aims to support the student in their move from Coventry University to the “outside world” of employee or self–employment, Certain key skills are required in order to make the transition successful. By now you will have gained such skills as Time Management, Project Management and Team Building , as part of the process of successfully passing through your stages at University. Amongst the most important skills that the successful graduate needs are: · Managing and taking part in Meetings · Communicating complex and difficult information · Conflict resolution · Negotiation · Decision Making This module will replicate a “tough day at the office” – how will you come through it? This is a hands-on course – you will be expected to utilise the skills gained with immediate effect, and to be able to reflect upon their impact upon your working day. Whether or not you have already taken part in a Five Life Skills module in the past years, this module offers you new insights into yourself and your potential colleagues. 1 Module Induction and Managing Meetings • State the basic components of effective meetings • Explain best practice for managing meetings • Identify the different problem people and situations that may be encountered in meetings • Develop a range of approaches to deal with meeting difficulties 2 Managing Meetings – Simulated Activity/Exercise 3 Influencing Decision Making • To examine different decision making models • To maximise creativity and logic in decision making • To acquire decision making tips and techniques that accelerate and improve results •To provide a variety of perspectives for the decision making process 4 Influencing Decision Making – Simulated Activity/Exercise 5 Negotiation and Persuasion • Define negotiation and persuausion • State the different types of negotiation • Explain the basic components of negotiation • State the approach for successful influencing 6 Negotiation and Persuasion– Simulated Activity/Exercise 7 Conflict Resolution • Explain the different views on conflict • State the indicators to conflict • Understand the different strategies for dealing with conflict •Reflect on skills required for resolving conflict 8 Conflict Resolution – Simulated Activity/Exercise 9 Communicating Complex Information • Explain the preparation required to deliver a professional presentation • Demonstrate effective verbal and non verbal communication • Apply a range of strategies to control nerves • Deliver an excellent presentation 10 Practical Assessment – Presentation

 

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discuss the civil rights movement for african american americans from 1955 to 1965

  1. Discuss the civil rights movement for African American Americans from 1955 to 1965. Describe the challenges to Martin Luther King’s leadership faced, and explain how and why these problems evolved. What success did the Civil Rights Movement enjoy under President Johnson? What happened to the unity of the Movement in 1965? In your opinion, why did this occur?

write an essay containing at least 1200 words using the MLA format.

B. Include at least three references, do not use Wikipedia

 

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