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Question: How to install Python 3.x in Ubuntu, Fedora & Centos? Answer: 1- To be able to compile Python Source, you will need few packages. Open terminal and execute. I want to install pip. It should support Python 3, but it requires setuptools, which is available only for Python 2. How can I install pip with Python 3? How to install pip with Python 3? Manual installation and use of setuptools is not the standard process anymore. If you're running Python 2. Python 3. 4+Congrats, you should already have pip installed. If you do not, read onward. Presented by Linux Academy, access the main Linux Academy website to. If you built the RPMS you may wonder why we check for TLS support. This section also applies for NON-RPM configuration and people that might just jump in on this HOWTO. If you're running a Unix- like System. You can usually install the package for pip through your package manager if your version of Python is older than 2. Instructions for some of the more common distros follow. Installing on Debian (Wheezy and newer) and Ubuntu (Trusty Tahr and newer) for Python 2. Run the following command from a terminal: sudo apt- get install python- pip. Installing on Debian (Wheezy and newer) and Ubuntu (Trusty Tahr and newer) for Python 3. Run the following command from a terminal: sudo apt- get install python. Installing pip on Cent. OS 7 for Python 2. On Cent. OS 7, you have to install setup tools first, and then use that to install pip, as there is no direct package for it. The Causes And Costs Of Absenteeism. Absenteeism is an employee's intentional or habitual absence from work. While employers expect workers to miss a certain number of workdays each year, excessive absences can equate to decreased productivity and can have a major effect on company finances, morale and other factors. This article looks at the causes of absenteeism, the costs of lost productivity and what employers can do to reduce absenteeism rates in the workplace. Causes of Absenteeism.
A whistleblower (also written as whistle-blower or whistle blower) is a person who exposes any kind of information or activity that is deemed illegal, unethical, or. A WIN FOR POULTRY WORKERS! Nearly two years since we launched this interactive report, we’re welcoming a landmark announcement from Tyson Foods about commitments to. People miss work for a variety of reasons, many of which are legitimate and others less so. Some of the common causes of absenteeism include (but are not limited to): Burnout, stress and low morale - Heavy workloads, stressful meetings/presentations and feelings of being unappreciated can cause employees to avoid going into work. Personal stress (outside of work) can lead to absenteeism. Childcare and eldercare - Employees may be forced to miss work in order to stay home and take care of a child/elder when normal arrangements have fallen through (for example, a sick caregiver or a snow day at school) or if a child/elder is sick. Depression - According to the National Institute of Mental Health, the leading cause of absenteeism in the United States is depression. Depression can lead to substance abuse if people turn to drugs or alcohol to self- medicate their pain or anxiety. Disengagement - Employees who are not committed to their jobs, coworkers and/or the company are more likely to miss work simply because they have no motivation to go. Illness - Injuries, illness and medical appointments are the most commonly reported reasons for missing work (though not always the actual reason). Not surprisingly, each year during the cold and flu season, there is a dramatic spike in absenteeism rates for both full- time and part- time employees. Injuries - Accidents can occur on the job or outside of work, resulting in absences. In addition to acute injuries, chronic injuries such as back and neck problems are a common cause of absenteeism. Partial shifts - Arriving late, leaving early and taking longer breaks than allowed are considered forms of absenteeism and can affect productivity and workplace morale. Costs of Lost Productivity. The Gallup- Healthways Well- Being Indexsurveyed 9. U. S. Of the 7. 7% of workers who fit the survey's definition of having a chronic health condition (asthma, cancer, depression, diabetes, heart attack, high blood pressure, high cholesterol or obesity), the total annual costs related to lost productivity totaled $8. According to the survey, the annual costs associated with absenteeism vary by industry, with the greatest loss occurring in professional occupations (excluding nurses, physicians and teachers); the 1. Figure 1. Occupation. Annual cost of lost productivity due to absenteeism (in billions) Professional (excluding nurses, physicians and teachers) $2. Managers/executives $1. Service workers $8. Clerical/office $8. Sales $6. 8 School teachers (K- 1. Nurses $3. 6 Transportation $3. Manufacturing/production $2. Business owners $2. Installation/repair $1. Construction/mining $1. Physicians $0. Farmers/foresters/fishers $0. Figure 1: Annual cost of lost productivity by major U. S. The costs can be attributed to many factors including: Wages paid to absent employees High- cost replacement workers (overtime pay for other employees and/or temporary workers) Administrative costs of managing absenteeism. Other indirect costs and effects of absenteeism include: Poor quality of goods/services resulting from overtime fatigue or understaffing Reduced productivity Excess manager time (dealing with discipline and finding suitable employee replacements) Safety issues (inadequately trained employees filling in for others, rushing to catch up after arriving as a replacement, etc) Poor morale among employees who have to . Unless a company requires a written excuse from a doctor, for example, it can be difficult to determine if an employee is actually sick when missing work. At the same time, however, it is important for employers to consider the added costs associated with a sick employee who spreads an illness that gets the whole division - or a lot of customers - sick. To address problems like this, some companies, cities and states have moved toward a mandatory paid sick leave policy, where each employee receives a specified number of days each year to use when sick. Opponents of mandatory sick leave argue that it will ultimately cost businesses more money and lead to increased layoffs. In addition, opponents have concerns that employees will use all their sick days whether or not they need them. Advocates of such a move, however, argue that paid sick leave makes economic sense because it will help stop the spread of communicable diseases in the workplace and in schools - resulting in fewer instances of absenteeism in the long run - and that sick employees will be able to recover sooner. The Centers for Disease Control, for example, states that paid sick leave could have an especially significant impact in the food service industry, where it estimate that sick food handlers are responsible for 5. Unfortunately, workers often either need the money or are worried about being terminated for calling in sick - even if it's unpaid leave - so they go to work even if they know they are contagious. In an effort to reduce absenteeism, some companies offer incentives for going to work, such as earned time off or lotteries for workers who do not have any unexcused absences within a certain period. Other firms might try a more proactive approach, putting policies in place to focus on responses to employee health concerns, including: Physical health Psychological health Work- home balance Environmental health Economic health. The logic with this approach is that healthier, happier employees will be more able and motivated to go to work each day, resulting in increased productivity and higher morale for the individual workers as well as the entire team. Although these employee wellness strategies may be expensive to implement and maintain, they can have a net positive effect on a company's bottom line - and that's good for business. The Bottom Line. Absenteeism costs U. S. In addition, the employees who do show up to work are often burdened with extra duties and responsibilities to fill in for absent employees, which can lead to feelings of frustration and a decline in morale. Occasional absences from work are inevitable - people get sick or injured, have to take care of others, or need time during business hours to handle personal business. It is the habitual absences that are most challenging to employers, and that can have the greatest negative effect on coworkers. Because missed work days have a profound financial effect on a company's bottom line, it is beneficial for most businesses to implement strategies to equitably monitor, reduce and respond to absenteeism. State of the American Workplace. SOMETIMES PEOPLE ASK WHY THE 1. Gallup's employee engagement survey haven't been modified or updated over the years. The workplace has changed, so why not the questions? We agree - - the workplace has changed. The workplace is being reshaped and redefined by the modern workforce and an evolving mindset that prioritizes life before job, coach before boss, strengths before weaknesses, development before satisfaction and ongoing conversations before annual reviews. Add to that all of the technologies that enable - - or impede - - productivity, collaboration and interaction, and it becomes clear that the nature of the workplace is shifting. Yet, underneath these changes are basic workplace needs - - human needs. Over the course of nearly 2. Gallup has continually reviewed the 1. When employees' needs are met, they don't just become . The end goal of any employee engagement strategy should be improved performance, not inspiring a certain feeling in employees or hitting a specific number in a survey. For organizations, the 1. And they haven't changed because they continue to improve individual, team and organizational performance. When employees' needs are met, they don't just become . Engagement can only really be improved when leaders and managers focus on these elements and approach them in ways that create stronger agreement with the elements. For organizations, the 1. In the forthcoming sections, Gallup has included an in- depth overview of the elements, grouped by the four levels of employees' performance development needs. For each engagement element, we've highlighted the most current U. S. We also have provided a brief description of the element's meaning and recommendations based on our clients' best practices. BASIC NEEDS: WHAT DO I GET? Q0. 1. I know what is expected of me at work. Six in 1. 0 U. S. By moving that ratio to eight in 1. Clear expectations are the most basic and fundamental employee need. Employees who strongly agree that their job description aligns with the work they are asked to do are 2. But the greatest pitfall of the first element is that managers assume the simplicity of the statement means they have a simple solution when their employees disagree with this element: . They need to understand the fundamentals of their work, which include, but are not limited to, their job description. Unfortunately, less than half of employees (4. Employees become even more dissatisfied with this element of engagement when leaders fail to articulate a clear strategy for managers and employees to build expectations around. In many cases, employees are being held accountable for work that may or may not align with the work they are being evaluated on. WHAT THE BEST DOTo optimize performance, organizations and managers must get this element right. The most effective managers: define and discuss both the explicit and implicit expectations for the employee's role and the teampaint a picture of outstanding performancehelp employees understand how their work aligns with the work of their team members, business area and organizationpartner with their employees to set expectationsfrequently provide formal and informal feedback to help employees reach their goals. As priorities, roles and circumstances change, great managers continually assess and fine- tune expectations. BASIC NEEDS: WHAT DO I GET? Q0. 2. I have the materials and equipment I need to do my work right. Three in 1. 0 U. S. By moving that ratio to six in 1. Of the 1. 2 elements, a person having the materials and equipment to do their work well is the strongest indicator of job stress. Despite the functional nature of a question about . Employees get frustrated with their manager or organization if they face goals and expectations that seem impossible to achieve. But like expectations, materials and equipment is not a checklist of tools parsed out to employees. Instead, it includes both tangible and intangible necessities for job performance. In today's workforce, information and empowerment are often as necessary to a job as technology and office supplies. Of the 1. 2 elements, a person having the materials and equipment to do their work well is the strongest indicator of job stress. WHAT THE BEST DOBehind the connection between equipment and stress lies an encouraging fact: People want to do their jobs well. They want to be productive. The secret to improving in this element lies in the involvement, judgment and actions of managers. The most effective managers don't assume. Instead, they: ask for and listen to their employees' needsadvocate for those needs when organizational funds are requiredcommunicate transparently about what can and cannot be provided. Successful managers are also resourceful. The best managers find ways to use their team's ingenuity and talents when employee requests cannot be fully funded. From carving out time to learn from free educational sources to asking the best performers to create job guides to share with others, the best managers work with their employees and leaders in creative ways to find solutions for meeting equipment and material needs. INDIVIDUAL NEEDS: WHAT DO I GIVE? Q0. 3. At work, I have the opportunity to do what I do best every day. Four in 1. 0 U. S. By moving that ratio to eight in 1. One of the most powerful strategies a manager and organization can implement is providing employees with opportunities to apply the best of their natural selves - - their talents - - as well as their skills and knowledge. The third element of engagement is the most important factor to employees when considering whether to take a job with a different organization, and it is one of the main reasons they choose to leave a job. When organizations and managers focus on giving people an opportunity to do what they do best, they can better attract, engage and retain employees. Unfortunately, organizations can put too little emphasis on any individual's abilities or accomplishments for fear others will feel hurt or left out. But meaningful differences present opportunities not only to advance business interests but also to improve the careers and lives of employees. One of the most powerful strategies a manager and organization can implement is providing employees with opportunities to apply the best of their natural selves - - their talents - - as well as their skills and knowledge. WHAT THE BEST DOMatching the right person with the right job is a complicated responsibility. Successful managers start by understanding what a job requires and getting to know their employees as individuals. With that foundation in place, they more effectively can: build a performance development environment where there is ongoing dialogue, awareness and recognition of strengthstalk to each employee about the unique value they provide to their team and organizationmake regular adjustments to align work, when possible, with team members' strengths. Successful managers understand that, realistically, employees will have tasks and responsibilities that don't quite fall into the . Ultimately, the best managers know in which areas their employees excel and position them in the organization so they are individually engaged while providing value to the organization. INDIVIDUAL NEEDS: WHAT DO I GIVE? Q0. 4. In the last seven days, I have received recognition or praise for doing good work. Three in 1. 0 U. S. By moving that ratio to six in 1. Top performers are hard to find, and once an organization has hired them, managers need to ensure that employees feel valued for their work and contributions, or they could be at risk of losing these talented team members. Employees who do not feel adequately recognized are twice as likely as those who do feel adequately recognized to say they'll quit in the next year. And given the low number of employees who strongly agree with this element, it may be one of the greatest missed opportunities for leaders and managers to improve engagement and performance. Programming Windows, 6th edition (Microsoft Press, 2012) New edition of the classic book completely updated for for Windows 8. Learn how to program new Windows. Gain access to resources, tools and information to help you grow your business through a deeper relationship with Adobe. Choose the partner program that’s right for. Oregon Department of Transportation : Oregon Department of Transportation : State of Oregon. 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Books by Charles Petzold. Programming Microsoft Windows with Microsoft Visual Basic . NET(Microsoft Press, 2. A tutorial for programmers wishing to write applications. Windows using Visual Basic . NET and the Windows Forms. This book is a translation of my book. Programming Microsoft Windows with C#. C# programming language to Visual Basic . Public Key Infrastructure Power. Computer Security Research - Secunia. Below shows a complete listing of current Secunia Research Advisories. Behzad Najjarpour Jabbari. Found vulnerabilities: 2. Company Name Secunia Research at Flexera. Laurent Delosieres. Found vulnerabilities: 1. Company Name Secunia Research at Flexera Software. Hossein Lotfi. Found vulnerabilities: 6. Company Name Secunia Research at Flexera Software Behzad Najjarpour Jabbari. Found vulnerabilities: 1. Company Name Secunia Research at Flexera Software. How to Validate Public Key Infrastructure for Windows Hello for Business. 2.5.29.19 - Basic Constraints Submitted by j.onions at nexor.co.uk from host trident.nexor.co.uk (128.243.9.9) on Fri Mar 21 10:59: using a WWW entry form.
Jakub Jirasek. Found vulnerabilities: 5. Company Name Secunia Research at Flexera Software. Behzad Najjarpour Jabbari. Found vulnerabilities: 1. Company Name Secunia Research at Flexera Software. Dmitry Janushkevich. Found vulnerabilities: 6. Company Name Secunia Research at Flexera Software. Kasper Leigh Haabb. Found vulnerabilities: 1. Company Name Secunia Research at Flexera Software. Hossein Lotfi. Found vulnerabilities: 3. Company Name Secunia Research (now part of Flexera Software)Behzad Najjarpour Jabbari. Found vulnerabilities: 1. Company Name Secunia Research (now part of Flexera Software)Dmitry Janushkevich. Found vulnerabilities: 5. Company Name Secunia Research. Hossein Lotfi. Found vulnerabilities: 2. Company Name Secunia Research. Emilio Pinna. Found vulnerabilities: 1. Company Name Secunia Research. Egidio Romano. Found vulnerabilities: 9. Company Name Secunia Research. Hossen Lotfi. Found vulnerabilities: 1. Company Name Secunia Research. Krystian Kloskowski (h. Secunia Research. Found vulnerabilities: 1. Christopher Gabriel. Found vulnerabilities: 1. Company Name Telos. Juan Pablo Lopez Yacubian. ADLab. Found vulnerabilities: 5. Company Name Venus. Tech. Zhao Liang. Found vulnerabilities: 1. Company Name Beijing Leadsec Technology. Francis Provencher. Found vulnerabilities: 3. Company Name Protek Research Lab's. Dmitriy Pletnev. Found vulnerabilities: 2. Company Name Secunia Research. Luca Carettoni and Claudio Criscione. Kevin Biloski and Charlie Eriksen. Carsten Eiram. Found vulnerabilities: 1. Company Name Secunia Research. Lufeng Li. Found vulnerabilities: 1. Company Name Neusoft Corporation. Stefan Cornelius. Found vulnerabilities: 4. Company Name Secunia Research. Morten Bartvig. Found vulnerabilities: 9. Company Name Secunia. Joshua Tiago. Found vulnerabilities: 2. Company Name Cirosec. Kasper Lindgaard. Found vulnerabilities: 1. Company Name Secunia Research. Alin Rad Pop. Found vulnerabilities: 5. Company Name Secunia Research. Dyon Balding. Found vulnerabilities: 6. Company Name Secunia Research. Carsten Eiram. Found vulnerabilities: 1. Company Name Secunia Research. Jakob Balle and Sven Krewitt. Found vulnerabilities: 1. Company Name Secunia Researchby Alin Rad Pop. Found vulnerabilities: 1. Company Name Secunia Research. Jakob Balle and Carsten Eiram. Found vulnerabilities: 3. Company Name Secunia Research. Carsten Eiram and Dyon Balding. Found vulnerabilities: 1. Company Name Secunia Research. Chaitanya Sharma. Found vulnerabilities: 1. Company Name Secunia Research. JJ Reyes. Found vulnerabilities: 1. Company Name Secunia Research. Sarid Harper. Found vulnerabilities: 1. Company Name Secunia. Ulf Harnhammar. Found vulnerabilities: 7. Company Name Secunia Research. Sven Krewitt. Found vulnerabilities: 8. Company Name Secunia Research. Jakob Balle. Found vulnerabilities: 2. Company Name Secunia. JJ Reyes and Carsten Eiram. Found vulnerabilities: 1. Company Name Secunia Research. Tan Chew Keong. Found vulnerabilities: 5. Company Name Secunia Research. Jakob Balle and Tan Chew Keong. Found vulnerabilities: 1. Company Name Secunia Research. Andreas Sandblad. Found vulnerabilities: 2. Company Name Secunia Research. Tan Chew Keong and Carsten Eiram. Found vulnerabilities: 1. Company Name Secunia Research. Carsten Eiram and Tan Chew Keong. Found vulnerabilities: 1. Company Name Secunia Research. GAMEBOY- ADVANCE. Download GBA ROMs. VBALink.info. VBA Link by denopqrihg is a modified version of GBA Emulator VisualBoy Advance. VBALink now supports GBA/SP multiplayer. Nintendo Game Boy Advance. These titles were originally released for use on the Game Boy Advance, which was launched in 2001. Like the initial NES Virtual Console.
How you ever wondered how it would be if you could play. GAMEBOY for free? Well now you can! You have a choice to buy 3 or 4 original Nintendo. OR you can buy Flash. Advance Linker SET for about $9. USD and play ALL the gba roms. FREE. On the flash card you can put any gba roms that you download from. Depending on the size of the card and the game you. Want to know more about. Flash Cards work - view. With. Flash Advance Cards you can also use on Game. Boy Programs. and Emulators of NES roms. Spectrum, Chip. 8. Famico and programmers are working on Super. NES roms emulator for. Flash Advance Cards. You have to note that Nintendo doesn't support Flash Cards, because. Gameboy without. paying Nintendo license fees. Also Nintendo has never supported. Dark side of having a backup tool. Free. Discounted. Books. com – Daily Free e. Best eBook Creator software prefectly formatted MOBI and EPUB eBooks for Amazon Kindle, iBookstore, Barnes and Noble, Smashwords, LULU. Easily embedd AUDIO and VIDEO.Books for Kindle from Free. Discounted. Books. A bullet slams into a wall just past Shelby’s head. A drug dealer offers him $1. The local sheriff has Shelby in his sights. It’s just another day in the small town of Serenity. Readers of David Archer, John Sandford, Dustin Stevens, and Robert B. Parker will love this new series of suspense thrillers. Reviewers call Serenity “fast- paced,” “masterful,” “fantastic,” and “superb.”Set in Serenity, Michigan, the Shelby Alexander Thriller Series stars an aging ex- boxer and retired fixer whose activities flirt with the wrong side of the law. Alfa Ebooks Manager is a program that allows to organize your electronic and paper books in a single e-Library. Download full-featured trial version. Online shopping for Free Popular Classics from a great selection at Kindle Store Store. The Millionaire Fastlane: Crack the Code to Wealth and Live Rich for a Lifetime. Is the financial. Shelby moved to Serenity, his boyhood hometown, looking for a slower pace of life. But trouble follows men like Shelby, and he finds himself embroiled in an underworld of drugs and violence that may prove to be his undoing. The first book in the new Shelby Alexander Thriller Series, Serenity is an action- packed read with a lovingly rendered cast, witty dialogue, and a main character who doesn’t know when to quit. Links to download free book – Always double check the price before you download – sometimes there are price glitches or unexpected price changes. This book is free from 0. Download Book at Amazon. Now that you have the reader installed, you need to fill your bookshelves with books to read. Here are some methods that you can use to put your digital books into an. Daily Free eBooks for Kindle from FreeDiscountedBooks.com. About the Author. Craig A. Hart is the stay- at- home father of twin boys, a writer, and editor. He served as editor- in- chief for The Rusty Nail literary magazine and as manager for Sweatshoppe Media. He also served as director for Northern Illinois Radio Information Service, an outreach that brought daily news and information to the visually impaired. A native of Grand Rapids, Michigan, Craig lives in Iowa City, Iowa with his wife, sons, and two cats. Is this book no longer free? Let us know in the comments so we can remove it from our site. Tell us what you thought about it in the comments! |
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