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Regular exercise, balanced nutrition, and adequate rest all contribute to good health. People receive medical treatment to maintain the balance, when necessary. Physical well-being involves pursuing a healthful lifestyle to decrease the risk of disease.
Good health depends on a wide range of factors.
Genetic factors
A person is born with a variety of genes. In some people, an unusual genetic pattern or change can lead to a less-than-optimum level of health. People may inherit genes from their parents that increase their risk for certain health conditions.
Environmental factors
Environmental factors play a role in health. Sometimes, the environment alone is enough to impact health. Other times, an environmental trigger can cause illness in a person who has an increased genetic risk of a particular disease.
Access to healthcare plays a role, but the WHO suggests that the following factors may have a more significant impact on health than this:

where a person lives
the state of the surrounding environment
genetics
their income
their level of education
employment status

It is possible to categorize these as follows:

The social and economic environment: This may include the financial status of a family or community, as well as the social culture and quality of relationships.
The physical environment: This includes which germs exist in an area, as well as pollution levels.
A person’s characteristics and behaviors: A person’s genetic makeup and lifestyle choices can affect their overall health.

Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals.
 
When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently.

Before spectroscopic analysis (IR, NMR) became commonplace in the organic chemistry lab, chemical tests were heavily relied upon to support compound identification. A chemical test is typically a fast reaction performed in a test tube that gives a dramatic visual clue (a color change, precipitate, or gas formation) as evidence for a chemical reaction. For example, addition of an orange chromic acid reagent to some compounds causes the chromium reagent to change to a blue-green color (Figure 6.37a). This is considered a "positive" test result, and in this case indicates the presence of a functional group that can be oxidized (alcohol or aldehyde). A negative test result is retention of the original color of the reagent, in this case the orange color
 
https://chem.libretexts.org/Bookshelves/Organic_Chemistry/Book%3A_Organic_Chemistry_Lab_Techniques_(Nichols)/06%3A_Miscellaneous_Techniques/6.04%3A_Chemical_Tests/6.4A%3A_Overview_of_Chemical_Tests
 

Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals. When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently. By understanding management theory, basic assumptions about management styles and goals can be assumed and can save time during daily interactions and meetings within an organization.
Theories can only reach so far, and management theories are no exception. There is no such thing as a one-size-fits-all management theory. What may work for one organization may not be relevant for another. Therefore, when one theory does not fit a particular situation, it is important to explore the option of developing a new theory that would lead in a new, more applicable direction. While some theories can stand the test of time, other theories may grow to be irrelevant and new theories will develop in their place.
We can find  many management theories introduced on : 

Scientific Management Theory
Administrative Management Theory
Bureaucratic Management Theory
Human Relations Management Theory
X&Y Management Theory


REF: https://courses.lumenlearning.com/wmopen-organizationalbehavior/chapter/management-theory-and-organizational-behavior/
 

Checking Your Course Materials & Resources
In anticipation of starting a new semester it is always a good idea to check the materials you plan on using for your course. Here are a couple of pitfalls that could happen, and how you might protect yourself. 
 
1)    Where did that go?
Sometimes we link to library resources such as journal articles, books, or media and we expect that the link will be ‘good’ in perpetuity. However, over time things shift and change. It is a good idea to use stable links to ensure that your resources will be available to students when they select the link you have provided. Here is the library resource on using stable links in your course - https://libguides.lib.msu.edu/stablelinks
 
2)    It’s not the limits we set…
Some resources have a limit to the number of individuals who can access the resource at one time. It’s kind of like the olden days when there were only a few copies of a book in the library for hundreds of students. The same occurs in some digital resources. It is a good idea to ensure that your resources don’t have any restrictions, and if they do, that you are aware of these prior to adding these to your final syllabus or course reading list. Here is a library article to help with these situations - https://libguides.lib.msu.edu/c.php?g=917727&p=6913084
 
3)    Deadlines and other support help
If you are experiencing an issue with access or availability to course resources from the library, you should contact them as soon as possible in the planning process. MSU librarians are very skilled and knowledgeable about the availability of resources and suggestions for alternatives when necessary. Here is a link to help with course materials - https://libguides.lib.msu.edu/c.php?g=917727&p=6913084
 
 The aforementioned points are related to resources and materials available through the MSU library. It is always a good idea to check your links and access to third-party resources and materials that you have ‘used in the past’. Over time open and free resources can become fee-for-access (e.g., you will receive a 401 Unauthorized error), as well as being removed from the web entirely (e.g., the dreaded 404 ‘Not Found’ error). Checking these resources early can help you avoid last minute panic and scramble to find alternatives for your course.

THEORY OF CULTURAL DETERMINISM

The position that the ideas, meanings, beliefs and values people learn as members of society determines human nature. People are what they learn. Optimistic version of cultural determinism place no limits on the abilities of human beings to do or to be whatever they want. Some anthropologists suggest that there is no universal "right way" of being human. "Right way" is almost always "our way"; that "our way" in one society almost never corresponds to "our way" in any other society. Proper attitude of an informed human being could only be that of tolerance.
The optimistic version of this theory postulates that human nature being infinitely malleable, human being can choose the ways of life they prefer.
The pessimistic version maintains that people are what they are conditioned to be; this is something over which they have no control. Human beings are passive creatures and do whatever their culture tells them to do. This explanation leads to behaviorism that locates the causes of human behavior in a realm that is totally beyond human control.

A class is a user-defined blueprint or prototype from which objects are created. It represents the set of properties or methods that are common to all objects of one type. Using classes, you can create multiple objects with the same behavior instead of writing their code multiple times. This includes classes for objects occurring more than once in your code. https://www.javatpoint.com/microprocessor-introduction In general, class declarations can include these components in order: 

Modifiers: A class can be public or have default access (Refer to this for details).
Class name: The class name should begin with the initial letter capitalized by convention.
Superclass (if any): The name of the class’s parent (superclass), if any, preceded by the keyword extends. A class can only extend (subclass) one parent.
Interfaces (if any): A comma-separated list of interfaces implemented by the class, if any, preceded by the keyword implements. A class can implement more than one interface.
Body: The class body is surrounded by braces, { }.

An object is a basic unit of Object-Oriented Programming that represents real-life entities. A typical Java program creates many objects, which as you know, interact by invoking methods. The objects are what perform your code, they are the part of your code visible to the viewer/user. An object mainly consists of: 

State: It is represented by the attributes of an object. It also reflects the properties of an object.
Behavior: It is represented by the methods of an object. It also reflects the response of an object to other objects.
Identity: It is a unique name given to an object that enables it to interact with other objects.
Method: A method is a collection of statements that perform some specific task and return the result to the caller. A method can perform some specific task without returning anything. Methods allow us to reuse the code without retyping it, which is why they are considered time savers. In Java, every method must be part of some class, which is different from languages like C, C++, and Python. 

https://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formatshttps://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formatshttps://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formatshttps://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formats
 

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.
 

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.
 

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.