1. Provide a command to create a prompt dialog box with the message Enter Account Number and the…

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1.       Provide a command to create a prompt dialog box with the message Enter Account Number and the default text nn-nnn-n. Store the user’s response in the accountNum variable.

2.       Create an object collection named moveable for elements in the canMove class, and then provide the code to change the mouse cursor style to move for every object in that collection.

Provide the code to create two ul list elements—one nested inside of the other. Use the variable.

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Provide the code to create two ul list elements—one nested inside of the other. Use the variable name top List for the upper list element and the variable name bottom List for the bottom list element.

2.       Why are attribute nodes not part of the document node tree?

Provide the command to create an input element with the variable name CBox and a type attribute..

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1.       Provide the command to create an input element with the variable name CBox and a type attribute value of checkbox. Use an attribute node method in your answer.

2.       What expression would you use in the previous question to determine whether the CBox input element has a type attribute?

 

. Provide the command to create an input element with the variable name CBox and a type attribute..

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.       Provide the command to create an input element with the variable name CBox and a type attribute value of checkbox. Use an attribute node method in your answer.

2.       What expression would you use in the previous question to determine whether the CBox input element has a type attribute?

What are preferred and alternate style sheets? What is a persistent style sheet? 2. What is the..

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1.       What are preferred and alternate style sheets? What is a persistent style sheet?

2.       What is the object reference to the third style sheet loaded by the browser for the current document?

3.       Provide a JavaScript command to disable the third style sheet.

Provide an expression to reference the second style rule from the document’s third style sheet..

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1.       Provide an expression to reference the second style rule from the document’s third style sheet.

2.       Provide commands to access the calculated styles for the document’s first article element. Store the style declarations in a variable named articleStyles.

Create a 3 pages page paper that discusses motivating and rewarding employees. There are certain criteria by which employees decide whether their jobs are on the level or not. Anyone of these criteria

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Create a 3 pages page paper that discusses motivating and rewarding employees. There are certain criteria by which employees decide whether their jobs are on the level or not. Anyone of these criteria can derail the employer’s efforts to motivate employees if it isn’t right. The evaluative criteria of concern to employees are:

(1) Security – The majority of employees feel insecure, and these insecurities and fears can get in the way of their buying into motivational efforts. Industrial Psychologist Andrew DuBrin divides these fears and concerns into following broad categories:

(2) Commitment – To employees, most managers seem to lack commitment. The constant shifts of direction and reshuffling of priorities send an unintended signal that today’s priority will be forgotten tomorrow. Some employees learn to ‘wait it out’ when they get instruction.

(3) Fairness – Employees are keenly aware that their managers have more authority than they do. Lacking the power to stick up for themselves, they are quick to perceive unfairness in the treatment they receive from those who do hold power.

(4) Respect – Employees feel respected only when they feel that their superiors take them seriously and have a genuine concern for the employee’s desires. Supervisors who treat employees without respect hurt their self-respect. Self-respect is a prerequisite for self-awareness and self-awareness is the most important thing towards being a champion.

(1) Build (5) Development Opportunities – People have a very natural and healthy urge to accomplish things, to grow and develop. Sometimes their desires seem to be at odds with the goals of the organization.

(Hiam Alexander (1999) Motivating and Rewarding Employees, p.74 – 89)

Keeping in view the employee’s criteria as discussed above, an employer may consider the following tips to constantly motivate the employees:

(1) Build a solid foundation for the employees so that they feel invested in the company. Tell them about the history of the company as well as its vision for the future and ask them about their expectations and career goals.

(2) Create a positive office environment that makes all employees feel worthwhile and important. Avoid playing favorites with the staff.

(3) Work with each of them to develop a career growth plan. If employees become excited about what’s down the road, they will engage themselves better with the present work.

(4) Help employees improve their professional skills by providing training and in-house career development. Encourage them to attend seminars, workshops and educational classes paid for by the company. Employees may appreciate the fact that the company is investing in them.

(5) Acknowledge employee’s contributions and boost their morale.

(6) Provide Incentives.

(7) Honor the promises made. Failure to do so will result in a loss of trust.

(8) Match tasks to talents. Assign individuals with tasks they would enjoy or are particularly good at. This would help improve an employee’s confidence level.

(9) Don’t forget the fun. Once in a while, put work aside and do something nice for the employees.

(10) Set an example.

I need help creating a thesis and an outline on Free Trade vs. Protectionism: The Great Corn-Laws Debate. Prepare this assignment according to the guidelines found in the APA Style Guide. An abstract

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I need help creating a thesis and an outline on Free Trade vs. Protectionism: The Great Corn-Laws Debate. Prepare this assignment according to the guidelines found in the APA Style Guide. An abstract is required. Especially once it had abandoned its deplorable agricultural protection (the Corn Laws) and other remnants of old mercantilist protectionist measures in 1846, it was able to play the role of the architect and hegemony of a new “liberal” world economic order.

The famous economist, Ricardo presented the theory of comparative advantage, which stated that comparative advantages enable economies to maximize the production of goods which they specialize in making. This maximization inevitably makes maximum utilization of Economies of scale, which is beneficial for the economy in the short and long run. However, this comparative advantage is supplemented by free trade, which can let economies import goods that it does not produce. Britain’s Corn Laws were an attempt to limit free trade and encourage protectionism.

The economic theory can be illustrated by the agriculture example. In agriculture, most price fluctuations are caused neither by exchange rate movements nor relative labor costs, but by Mother Nature. Hence, in societies such as the United States where farming is highly capital intensive, governments must protect their farmers’ investments against poor harvests or, more damagingly, against good harvests in other parts of the world that produce temporary gluts of produce and prices too low to cover the farmer’s fixed costs. In the United States, Europe, and Japan, the solution to this since the 1930s has been to subsidize the farmer, often paying him for acreage taken out of production or dumping exports on other countries at subsidized prices. This is incredibly wasteful, an unfair barrier to imports from the Third World and destabilizing to the incomes of Third World farmers. However, objectives of farm subsidies (other than simply diverting wealth to the pockets of agribusiness) can be achieved much more elegantly by a mechanism that has been wrongly derided since it was abolished in 1846: the 1815 British Corn Laws, or rather their 1827-28 modification. The problem of unemployment and the low standard of living was expected to be shifted from the home market sector of the economy. Furthermore, the country would have suffered from misallocation of resources because it was producing goods when there is no comparative advantage and which can be imported more cheaply from other countries.

This knowledge of economics helps us determine the world’s supply of coal, iron ore, petroleum and other such natural resources will not only affect the economic well-being of a nation nut of the whole world. Oil, for example, is an irreplaceable fuel. The faster it is allowed to be used up, the shorter the time available for the development of a substitute. Furthermore, unskilled workers are straggling in the face of unemployment, job insecurity, and rising income inequality. Of all these developments, rising income inequality is of special concern to many scholars not only because of its political implications for the free trade agenda but also because of its possible economic consequence in terms of lower growth rates in the future.

Create a 3 pages page paper that discusses motivating and rewarding employees. There are certain criteria by which employees decide whether their jobs are on the level or not. Anyone of these criteria

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Create a 3 pages page paper that discusses motivating and rewarding employees. There are certain criteria by which employees decide whether their jobs are on the level or not. Anyone of these criteria can derail the employer’s efforts to motivate employees if it isn’t right. The evaluative criteria of concern to employees are:

(1) Security – The majority of employees feel insecure, and these insecurities and fears can get in the way of their buying into motivational efforts. Industrial Psychologist Andrew DuBrin divides these fears and concerns into following broad categories:

(2) Commitment – To employees, most managers seem to lack commitment. The constant shifts of direction and reshuffling of priorities send an unintended signal that today’s priority will be forgotten tomorrow. Some employees learn to ‘wait it out’ when they get instruction.

(3) Fairness – Employees are keenly aware that their managers have more authority than they do. Lacking the power to stick up for themselves, they are quick to perceive unfairness in the treatment they receive from those who do hold power.

(4) Respect – Employees feel respected only when they feel that their superiors take them seriously and have a genuine concern for the employee’s desires. Supervisors who treat employees without respect hurt their self-respect. Self-respect is a prerequisite for self-awareness and self-awareness is the most important thing towards being a champion.

(1) Build (5) Development Opportunities – People have a very natural and healthy urge to accomplish things, to grow and develop. Sometimes their desires seem to be at odds with the goals of the organization.

(Hiam Alexander (1999) Motivating and Rewarding Employees, p.74 – 89)

Keeping in view the employee’s criteria as discussed above, an employer may consider the following tips to constantly motivate the employees:

(1) Build a solid foundation for the employees so that they feel invested in the company. Tell them about the history of the company as well as its vision for the future and ask them about their expectations and career goals.

(2) Create a positive office environment that makes all employees feel worthwhile and important. Avoid playing favorites with the staff.

(3) Work with each of them to develop a career growth plan. If employees become excited about what’s down the road, they will engage themselves better with the present work.

(4) Help employees improve their professional skills by providing training and in-house career development. Encourage them to attend seminars, workshops and educational classes paid for by the company. Employees may appreciate the fact that the company is investing in them.

(5) Acknowledge employee’s contributions and boost their morale.

(6) Provide Incentives.

(7) Honor the promises made. Failure to do so will result in a loss of trust.

(8) Match tasks to talents. Assign individuals with tasks they would enjoy or are particularly good at. This would help improve an employee’s confidence level.

(9) Don’t forget the fun. Once in a while, put work aside and do something nice for the employees.

(10) Set an example.