text:
Find Employment/Cover Letters

The Cover Letter
A cover letter is sent with a résumé or application form, as a way of introducing yourself to prospective employers. As with your résumé, it may be helpful to look for examples on the Internet or in books at your local library or bookstore, but be sure not to copy letters directly from other sources. Your cover letter should be original, capture the employer's attention, follow a business letter format, and usually should include the following information:

 * Name and address of the specific person to whom the letter is addressed.
 * Reason for your interest in the company or position.
 * Your main qualifications for the position.
 * Request for an interview.
 * Your home and work telephone numbers.

If you send a scannable résumé, you should also include a scannable cover letter, which is created similarly to a scannable résumé, by avoiding graphics, fancy fonts, italics, and underlines.

Different employers use cover letters in different manners. It is quite common for an employer to first sort through a stack of applicants by reading the résumé and making sure potential employees have the correct qualifications, and after filtering out non-qualified applicants, to then read the cover letters to determine who will get interviews.

Content
In essence, the cover letter says all the things that the résumé can't (or shouldn't) say. The cover letter also provides a forum for discussing some of the issues that are present on your resume. For instance a cover letter allows you to address:

 * Prolonged period of missing time in your work history
 * Connecting items listed on your resume that may look unrelated to the job at hand (transferable skills)
 * A deep passion or dream you have of working in the field you are applying for
 * Other selling points that are not addressed well in the résumé

Opportunity
The cover letter also is a good opportunity to request an interview, and mention that you will be making a follow-up telephone call (and you will make this call, if you want the job).

Style of the Letter
The letter should augment information that cannot be deduced from the attachments. A cover letter creates a “bridge” between credentials and the vacancy. Therefore the cover letter never repeats any hard facts that can easily be obtained from other documents unless they are paired with supplemental information.

Register
The résumé is a listing of (buzz‑)words and partial phrases suitable for quick scanning, but the cover letter must be a formal, business‐style letter. You can tone it down a bit if the company uses a very informal style, too, but do not get too cozy. Contractions like it’d are still taboo.

Structure
The cover letter is broken up into short paragraphs. Each paragraph is associated with a purpose. The paragraphs are meant to form an “arc” between Here are two “recipes” that are by no means set in stone.
 * 1) recruiter assessing your application, and
 * 2) recruiter inviting you to the next stage (job interview, appointment at assessment center).

An unsolicited application may warrant a brief introduction as to why you are writing, so a blueprint may look like this:
 * 1) Establish a relationship to the recipient (and his company). Some possible points of contact are:
 * 2) * user of products produced by company
 * 3) * company’s booth at trade fair
 * 4) * you read an article (authored by an employee) published in specialist publication
 * 5) * you made a “are you hiring” phone call
 * 6) Express intent. Sketch the prospect of “intensifying” this existing relationship. What kind of position do you have in mind? Outline how your future relationship will look like, especially what the employer’s benefits are. Follow the less is more principle: You need to spark an interest, while still maintaining some “mystery” so do not give it all away.
 * 7) Make a deal. Suggest a “date” (i. e. interview) and supply the technical details: Clarify your availability, and point out you will provide a full dossier.

A solicited application that is clearly marked as such (via a subject line) usually adopts a different style. The AIDA – attention, interest, desire, action – pattern known from marketing can serve as a blueprint:
 * 1) “Woo” your recipient and start with a big bang. You do not want to lose the recipient’s attention, so put your unique selling propositions right in the first sentence. You have a signature ability, whimsical interest, or unconventional quality? You may hold your horses on extremes, but a strong statement can set the mood for what is to come.
 * 2) Maintain interest and tell a story if you can. This is edutainment: On the one hand you still convey useful information, on the other hand it is packaged as a moderately captivating story. What events in your life led you to your career path? Increase desire by highlighting how the employer could benefit from your unique story, your life experience.
 * 3) Now it is time for action: Be a little bit pretentious and presume the recruiter is about to invite you. Be assertive and say “Yes! I’m looking forward to our meeting.” instead of the tentative “I’d be glad if we met.”

Again, these are suggestions. Creating an abstract paragraph layout first may, however, counter a writer’s block. If you do not know what to write, remember the paragraph’s purpose.

In some circumstances a proper cover letter may be even harmful and should therefore consist of a single boring paragraph. Appearing like an intellectual making an effort at obtaining a position in scrubbing toilets or other menial tasks does not bond well.

Grammar
The letter should contain well‐formed sentences and you should check and double‐check your spelling. Running spell‐check is not enough for this letter, because the spell‐check will not pick up some errors such as they’re vs. their vs. there. It is generally considered a good idea to use the active voice (as opposed to the passive voice).

Wording
Especially people who have received substantial college or university education tend to write long sentences containing deeply nested clauses. This requires careful reading, a condition not necessarily met upon the initial quick assessment. Many resources recommend that sentences be kept short and direct, for example use 12 words or so, at maximum.

title: Find Employment/Cover Letters


text:
Find Employment/Applying Online

Applying Online
Many companies offer online or email-based application methods. This can be a tempting idea, but there are a number of factors to consider. First off, many online applications don't allow for uploading your resume or coverletters directly, but instead ask that you copy+paste the text into an available plain-text edit box. This can be very frustrating, considering that you have (or should have) spent a lot of time and effort formatting your resume and cover letters to look stylish and eye-catching. Note that when you copy+paste a heavily formatted document into a plain-text edit box, you lose more than just the fancy look: your text can be out of order, you can be missing important line-breaks, and you may also wind up with annoying control characters or blank characters in your edit box.

Plain-Text Resume
If you are applying to many places that accept resumes in this way, it may be a good idea to take the time to prepare a second, plain-text resume before hand. You can create one in notepad or a similar editor, and you can ensure that everything looks as nice as is possible in such a simple format.

Email
Also, be sure to look for options where you can email a resume instead of uploading a plain-text one. If you are going to be emailing a large number of resumes, it might be worthwhile to invest the time (and money) to convert your resume to PDF format, to look more professional. Certain word processing programs such as OpenOffice.org can easily (and freely) produce PDF documents, and can also be used to convert pre-existing documents to PDF.

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/

title: Find Employment/Applying Online


text:
Find Employment/Follow Up

Follow Up
After you mail in your resume, many people feel that you must now sit and wait for a response. However, this is not the best action, because you should always follow up your application with additional communications. Oftentimes the best method is to obtain the phone number of the hiring manager, and call him on a regular basis to find out what the status of the application is, and to help keep you on the front of everybody's mind. Persistance can be the key in these situations. Follow-Up emails can also be used, although they are not always as effective. A hybrid strategy combining emails and phone conversations however, could prove to be very effective.

title: Find Employment/Follow Up


text:
Find Employment/Interviewing

The Interview
Most of us face employment interviews in our careers. While there are no foolproof methods to "pass" the interview, there are some things that will help you on your way. If the interview allows preparation, read and understand the many publications that can help you. Rehearsing an interview with friend(s) can be useful, particularly if your rehearsals are done as close as possible to the real situation: with aids, games, unprepared expectations that may be required just before the main interview, etc.

Find out the interview situation if you can: how many are on the interview panel, whether this interview will be one of several this time, how long will the session be. Also, do your homework about travel to the interview site so you know exact travel time. If you are going to an unfamiliar area, it is good to drive the route the day before – preferably at the same time of day.

Make a Good Impression
This is crucial. Be psychologically prepared, like an athlete at peak performance: not sleepy nor too-relaxed, but not over-aroused. Properly finish with your food/drink/toiletry-needs. Exercise your face, mouth, body and voice before the interview session, to get yourself in peak readiness.

Dress appropriately for the type of job you applying to. Wear sensible shoes, and carry a suitable handbag or briefcase. It is important to look professional, and to give the impression that you will fit in to the work atmosphere. If you look out of place, people will assume you are out of place, and form a negative opinion of you. Wearing heavy colognes or perfume is a no-no. Many people are sensitive or allergic to perfumes and are distracted when exposed to them. Introduce yourself before sitting down and be sure to shake the interviewer's hand if he or she extends it. There will be generally less than three interviewers in a panel. Remember their names and use them along the course of the interview. This would reflect well on your ability to get along with people. Avoid flirting, or being too serious, or too playful.

The outfit that you wear to an interview at a garage is certainly different from what you would wear to a business office. No matter where you are applying, however, it is important to remember that as a new applicant, you should definitely be dressed just as well or better than any of the current employees. You should dress well to set yourself apart. The better you appear, the better the hiring manager's opinion of you will be.

Ask Questions
The interview is an opportunity for the hiring manager to learn about you, but it is also a good opportunity for you to learn more about the company. Do not hesitate to ask questions that you are unsure of. Do ask what the salary is like. Do ask about the benefits. Do ask about the environment, and the management, and even the food (if they serve food on the premises). At the interview, you might realize that you do not want to work for this company in the first place.

Communicate effectively
Answer all questions honestly and precisely. Avoid rambling or guessing. If you do not know the answer to a question, say so. Do not short-sell yourself. If the employer asks you about your own positive and negative qualities, do not go overboard while describing the negative qualities. One negative quality is enough per interview session. Avoid cracking jokes, unless you are auditioning to be a stand-up comedian. If you have done your homework well, answering questions will be a breeze.

Keep your answers short and engaging.

Practice answering all kinds of interview questions. Every answer should be no shorter than 5 seconds and no longer than 30 seconds unless it includes a story. If it does include a story, try to keep the answer to less than 2 minutes. The only exception is a question that asks you to set up a scenario and how you dealt with it. E.g. “Tell me about a time you led a team and overcame internal obstacles.” This will take more time, but keep it entertaining and focussed on the core of the question.

Structure of a Job Interview
Before receiving a job offer from an employer, you will typically have a series of interviews. The first interview is a screening interview conducted either over the phone or at the employer's office. On-campus interviews are considered screening interviews. Screening interviews are brief, usually lasting 30–60 minutes. During that time, the employer will want you to elaborate on experiences and skills outlined in your resume.

Many employers use the screening interview as a chance to describe the organization and the position. If the employer is impressed with your performance in this interview, you will be invited to a second (and perhaps third or fourth) interview. The second interview is longer, lasting anywhere from two hours to a whole day. It could include a variety of questions, some form of testing, lunch or dinner, a tour, as well as a series of interviews with various employees. You should come away from the second interview with a thorough understanding of the organization's culture and environment, job responsibilities, and have enough information to decide on a job offer – if one is extended.

 * The Warm-Up
 * Each interview follows a rather predictable pattern of warm-up, information exchange, and wrap-up conversations. During the first few minutes of the interview (the warm-up), an employer will be formulating a first, lasting, impression of you. The way you greet the employer, the firmness of your handshake, and the way you are dressed, will all be a part of this initial impression. An interviewer may begin by asking common-ground questions about shared interests, the weather, or your travel to the interview. Some interviewers might start by saying "Tell me about yourself." This is an opening for you to briefly and concisely describe your background, skills, and interest in the position.

 * The Information Exchange
 * The information exchange will be the primary part of the interview. This is when you will be asked the most questions and learn the most about the employer. In screening interviews, many employers will spend more time describing their opportunities than asking you specific questions. The reverse will be true in second interviews. Interview questions may range from "Why did you choose to pursue a business degree?" to "What are your strengths/weaknesses?" and "What are your long-range career goals?" If you are prepared for the interview, you will be able to emphasize your qualifications effectively as you respond to each question. By practicing for interviews, you will gain confidence and have more polished answers.

 * The Wrap-up
 * Eventually the employer will probably say, "Do you have any questions?" This is your cue that the interview is moving to the wrap-up stage. Always ask questions. This demonstrates your research and interest in the job. Your questions might be direct, logistical questions such as, "When can I expect to hear from you?" (if that has not been discussed); questions to clarify information the employer has presented; a question regarding the employer's use of new technology or practices related to the career field; or a question to assess the culture and direction of the organization such as "Where is this organization headed in the next five years?" or "Why do you like working for this organization?" Do not ask specific questions about salary or benefits unless the employer broaches the subject first. The employer may also ask you if you have anything else you would like to add or say. Again, it is best to have a response. You can use this opportunity to thank the employer for the interview, summarize your qualifications, and reiterate your interest in the position. If you want to add information or emphasize a point made earlier, you can do that, too. This last impression is almost as important as the first impression and will add to the substance discussed during the information exchange.

title: Find Employment/Interviewing


text:
Find Employment/Interview Questions

Interview Questions you might be asked
This is a list of common questions that you are likely to be asked. You should prepare answers to these questions, or at least be prepared to answer them in case they arise.

About Your Qualifications

 * How do you think a friend or someone who knows you well would describe you?
 * What do you think is your greatest weakness?
 * Can you summarize the contribution you would make to our organization?
 * Please tell me about the greatest professional assignment you've ever handled.
 * What accomplishment has given you the most satisfaction?
 * Tell me about your experiences at school.
 * What has been the most rewarding college experience?
 * Tell me about your most significant work experience.
 * How would those who have worked with you describe you?
 * Why are you the best candidate for this position?
 * Have you ever supervised anyone?

About Your Ability to Work in the Environment

 * Why are you interested in this job?
 * What do you know about us?
 * In what kind of work environment are you most comfortable?
 * What criteria are you using to evaluate the organization for which you hope to work?
 * Are you a team player?
 * How do you work under pressure?
 * How do you handle conflict?
 * What major problem have you encountered and how have you dealt with it?
 * How competitive are you?
 * What do you expect from your supervisor?
 * What qualities should a successful manager possess?
 * Describe the relationship that should exist between a supervisor and those reporting to him or her.

About Your Career and Personal Choices

 * What are your long-range career goals? When and why did you establish these goals and how are you preparing yourself to achieve them?
 * What are the most important rewards you expect in your business career?
 * What do you do in your spare time?
 * What kind of salary are you looking for?

Welcome to the Real World: For the most recent graduate, here are some tough questions specifically tailored to discover your business potential.

 * Why did you choose [school]?
 * What led you to major in _______?
 * What course have you liked the least? The most?
 * I'd be interested to hear about some things you learned in school that could be used on the job.
 * Do you think your grades adequately represent your abilities?
 * If you could do so, how would you plan your academic study differently? Why?
 * We have tried to hire people from your school/your major before, and they never seem to work out. What makes you different?
 * Have you ever had difficulties getting along with others?
 * What problems do you see in your school? How would you go about correcting them?
 * What have you done that shows initiative and willingness to work?

Hard Questions

 * Did you ever have a group leader or boss you disliked? Why did you dislike him/her?
 * How would someone who dislikes you describe you?
 * Talk about a group situation in which there were problems. How did you handle the situation and what was the outcome? What role did you play in the group? How could the group improve its performance?
 * Tell me about a time when you experienced a failure and how you reacted to it.
 * Tell me about a time when you were under considerable pressure to meet one or more goals.
 * Describe a situation where you had to resolve a problem at work and explain how you resolved it.
 * Give me an example of how you are a risk taker.
 * If you could have any job in the world, what would it be?
 * What motivates you?
 * Why do you want to work for us and not for our competitor?
 * Why should we hire you over everyone else we spoke to today?
 * What do you think is the most important/difficult ethical dilemma facing corporations today?
 * Give a one sentence positioning statement of yourself.
 * How do you go about deciding what to do first when given a project?
 * Tell me about an experience you have had in a working environment (school, work, or community).
 * Describe a situation where you did not agree with something your boss asked you to do and how you resolved the problem.
 * Can you work under pressure?
 * What did you like/dislike about your last job?
 * What would you like to be doing five years from now?

The Stress Interview

 * Would you like to have your boss's job?
 * See this pen I'm holding? Sell it to me.
 * Why should I hire an outsider when I could fill the job with someone inside the organization?
 * Why were you out of work for so long?
 * Describe a situation when your work or an idea was criticized.
 * Your application shows you have been with one organization a long time without any appreciable increase in rank or salary. Tell me about this.

For Career Changers

 * Why would you be interested in this kind of work?
 * How do you expect to get up to speed in all the areas which will be unfamiliar to you?

And, the most dreaded question, "Tell Us about Yourself". This is also your greatest opportunity. You are likely to be asked this, so plan to use the open-ended nature of the question to your advantage. It is not necessary to answer autobiographically. You may choose to organize your thoughts around your interest in the job and why you are prepared to do it.

Questions you might ask
"Do You Have Any Questions for Us?" The right answer is always yes, or you risk appearing uninterested. Prepare some questions in advance, but, above all, ask questions that show a response to what you have learned from the interviewers, and that are lively, rather than formulaic. Some examples include:

Advancement

 * Can you tell me how success in this position is measured?
 * What skills would I need to be successful in this position?
 * How do you encourage your employees to keep current with professional developments in the field?
 * Could you tell me about your training program? What are some of the typical career paths followed by others who have been in this position? What would be a realistic timeframe for advancement?
 * What are the opportunities for personal growth?
 * What is the retention rate of people in the position for which I am interviewing?
 * Is it organizational policy to promote from within? What is the work history of your top management?

Responsibilities

 * Tell me about a typical day in this job.
 * Who would I work with most closely on a day-to-day basis?
 * How often can I expect to relocate during the initial years of employment with your organization?

Being New on the Job

 * What do you consider the most challenging aspect of this position for someone who is new to your organization?
 * What does the new [job title] need to accomplished in the next 6–12 months?
 * What qualities are you looking for in your new hires?
 * What are your expectations for new hires?
 * Could you describe a typical first assignment?
 * What are the most challenging facets of the position?

More about the Organization

 * Why is this position available?
 * What are your department's major projects in the coming year?
 * What do you think are your organization's greatest competitive strengths with clients?
 * What is the overall structure of the department where the position is located?
 * What is the work environment like?
 * What makes your organization different from its competitors?
 * What are your organizations strengths and weaknesses?
 * How would you describe your corporation's personality and management style?
 * Why did you join the organization? Why have you stayed with the organization?

title: Find Employment/Interview Questions


text:
Find Employment/Interview Tips

Things not to do in an interview

 * 1) Never bring into discussion your ideologies or politics.
 * 2) Never say anything negative about previous employers.
 * 3) Do not put anything on your resume that you are not strong in. They might turn out to be an achilles heel. Only put your strengths on the resume.
 * 4) Do not flirt, do not make obscene or suggestive comments. Do not curse. This can be difficult if you are going directly to the interview from an informal atmosphere such as school or a day out with friends.
 * 5) Do not brag. Nobody wants to hire you if you are cocky or over-confident. Likewise, do not be too modest. It is important to point out your strengths without being arrogant or condescending.

Job Interview Tips
An interview gives you the opportunity to showcase your qualifications to an employer, so it pays to be well prepared. The following information provides some helpful hints.

 * Preparation:
 * Learn about the organization.
 * Have a specific job or jobs in mind.
 * Review your qualifications for the job.
 * Prepare answers to broad questions about yourself.
 * Review your résumé.
 * Practice an interview with a friend or relative.
 * Arrive before the scheduled time of your interview.

 * Personal appearance:
 * Be well groomed.
 * Dress appropriately.
 * Do not chew gum or smoke.

 * The interview:
 * Relax and answer each question concisely.
 * Respond promptly.
 * Use good manners.
 * Learn the name of your interviewer and greet him or her with a firm handshake.
 * Use proper English—avoid slang.
 * Be cooperative and enthusiastic.
 * Use body language to show interest.
 * Ask questions about the position and the organization, but avoid questions whose answers can easily be found on the company Web site. Also avoid asking questions about salary and benefits unless a job offer is made.
 * Thank the interviewer when you leave and, as a follow-up, in writing.

 * Test (if employer gives one):
 * Listen closely to instructions.
 * Read each question carefully.
 * Write legibly and clearly.
 * Budget your time wisely and don’t dwell on one question.

 * Information to bring to an interview:
 * Social Security card.
 * Government-issued identification (driver’s license).
 * Résumé. Although not all employers require applicants to bring a résumé, you should be able to furnish the interviewer information about your education, training, and previous employment.
 * References. Employers typically require three references. Get permission before using anyone as a reference. Make sure that they will give you a good reference. Try to avoid using relatives as references.
 * Transcripts. Employers may require an official copy of transcripts to verify grades, coursework, dates of attendance, and highest grade completed or degree awarded.

title: Find Employment/Interview Tips


text:
Practical Electronics/Logic

In the sense of electronics, logic means that the circuit works using only two voltage levels - high and low (or on/off, true/false or 1/0). These voltage levels are sometimes called logic levels and digital circuits use only these logic levels to represent information.

Logic Gates
Logic gates are devices that can combine multiple inputs at independent logic levels and come up with an output accordingly. There are many kinds of logic gates, and the distinction lies in that each kind processes the inputs differently, and may give different outputs for the same inputs.

The way the logic gate processes different inputs is given in a truth table for that gate, which lists all the possible combinations of inputs next to their outputs. An example is given for a simple one-input gate with the function of giving the opposite logic level at the output to the one at the input. The inputs are given on the left, and the outputs are on the right. Generally, the inputs are called A, B, C, etc., and the output is labelled Q. In this case, there are only two possible inputs, 1 or 0, but logic gates can have any number of inputs.

There are seven kinds of logic gates, each kind of logic gate has a circuit symbol associated with it. In fact, there are several conflicting standards defining the symbols for logic gates. The standard symbols are ANSI symbols, sometimes called the MIL symbols. These are the most distinctive and are widely used and recognised. It is recommended to use these symbols for basic logic circuits, and this wikibook will use them to the exclusion of the others. It is better to use the IEC (rectangular) symbols for advanced logic designs, but this is at a higher level that this book. The comparison between the three symbol sets is given here.

Boolean Algebra
In 1847, George Boole invented a shorthand method of writing logical statement that are either true or false. Boole proved that binary (2 valued nature of his logic) is applicable for symbols, letters and even words itself. His branch of logic is now an integral part of Mathematics. His mathematical analysis of logic statements became known as Boolean Algebra.

It wasn't until 1940 when Claude Shannon notice the characteristic of the Boolean Algebra which only has 2 values True and False are also applicable to the design of telephone switching circuits. His paper A Symbolic Analysis of Relay and Switching Circuits is considered as the most significant master’s theses of the 20th century.

Boolean algebra is a way to mathematically express logical operations performed on data. There are symbols for the operations performed by each logic gate, and these are given in the relevant sections below. It uses several symbols that are not generally used anywhere else, and the use of these will be also be explained below. Boolean algebra can be used to represent several logical operations done at once, and this is explained in this section.

Each kind of gate has its own symbol used when writing the functions down, but ideally, only the symbols for NOT, AND, OR and XOR are used, to reduce confusion, and to ease simplification.

NOT

A NO gate or a inverter is the simplest kind of logic gate. Its function is to give the opposite output to its input - if it gets high, it gives a low, and vice versa. This is equivalent to saying that the output is not the input.

The circuit symbol for a NOT gate is a triangle with the point facing towards the output, and a circle at the output.

The Boolean symbol for the NOT operator is either a line over the relevant input. Thus, Boolean expression output, Q, is not the input, A, is

 * $$\bar{A}=Q$$

NOT gates can be implemented in a variety of ways. See the following for more information:

 * 4049 - The standard CMOS inverter. This IC contains six independent inverters.
 * Alternatives to an inverter. This page details methods other than using a 4049 for achieving a logical NOT operation.

AND

An AND gate gives an output of logic 1 only when both inputs are 1. If either one or all inputs are 0, then the output is also 0. This is equivalent to saying that the output is high when one input and the other one are high. Thus, the AND gate is also known as 'all-or-nothing' gate.

The circuit symbol for an AND gate is a box with one rectangular end (inputs) and one semi-circular end (output).

Boolean multiplication is equivalent to the AND function (see why here Thus, the AND gate can be represented by a multiplication dot · or just putting the two terms together.

 * $$A \cdot B=Q$$ or $$AB=Q \,$$.

See the following for more information on the implementation of AND gates:

 * 4081 - The standard CMOS AND gate. This IC contains four independent AND gates.
 * Alternatives to an AND Gate. This page details methods other than using a 4081 for achieving a logical AND operation.

NAND

A NAND gate gives a low output only when both inputs are high. If one or more inputs is low, then the output is high. This is equivalent to saying that the output is NOT the output of an AND gate presented with the same inputs. This NOT AND combination is shortened to just NAND.

The circuit symbol, left, for an NAND gate is a box with one rectangular end (inputs) and one semi-circular end (output). This output end has a small circle, denoting an inversion.

The Boolean symbol for the NAND operator is a vertical line (the Sheffer Stroke). Thus, the NAND gate can be represented by the Boolean statement

 * $$A | B=Q \,$$

NAND can also be written as the negation (NOT) of the AND:

 * $$\overline {A \cdot B}=Q$$ or $$\overline {A B}=Q \,$$.

This is the preferred notation, as it is easier to see what is happening in terms of the basic functions.

See the following for more information on the implementation of AND gates:

 * 4011 - The standard CMOS NAND gate. This IC contains four independent NAND gates.
 * Alternatives to an NAND Gate. This page details methods other than using a 4011 for achieving a logical NAND operation.

NAND gates have the property that any other logic gate can be mode from just NAND gates. For the method of achieving this, see NAND Logic(NAND logic).

OR

An OR gate gives a high output if any input is high. If all inputs are low, then the output is low. This is equivalent to saying that the output is high only when one OR the other OR both inputs are high.

The circuit symbol, left, for an OR gate is similar to that of an AND gate, but with a pointed end (outputs) and a concave end (inputs).

Boolean addition is equivalent to the OR function (see why here Thus, the OR gate can be represented by a plus sign (+):

 * $$A + B=Q \,$$

A V-shaped symbol can also be used, but it is not common and should not generally be used.

 * $$A \lor B=Q \,$$

See the following for more information on the implementation of OR gates:

 * 4071 - The standard CMOS OR gate. This IC contains four independent OR gates.
 * Alternatives to an OR Gate. This page details methods other than using a 4071 for achieving a logical OR operation.

NOR

A NOR gate gives a high output only if no inputs are high. If an input is high, then the output is low. This is equivalent to saying that the output is high only when when neither one NOR the other input is high. It is the opposite to an OR gate.

The circuit symbol, left, for a NOR gate is similar to that of an OR gate, but for the addition of a circle to denote the inversion from an OR gate.

NOR can also be written as the negation (NOT) of the OR:

 * $$\overline {A + B}=Q$$.

This is the preferred notation. Another symbol for the NOR operator is a symbol like "⊥", which can be used when the line over the top cannot easily be drawn (e.g. in normal text like this):

 * $$A \perp B=Q \,$$

See the following for more information on the implementation of NOR gates:

 * 4001 - The standard CMOS NOR gate. This IC contains four independent NOR gates.
 * Alternatives to an NOR Gate. This page details methods other than using a 4001 for achieving a logical NOR operation.

NOR gates have the property that any other logic gate can be mode from just NOR gates. For the method of achieving this, see NOR Logic.

XOR

An XOR gate short for "exclusive-OR", gives a high output if one input is high and the other is low. If both inputs are the same, the output is low. This is equivalent to saying that the output is high only when one OR the other but not both inputs are high.

The circuit symbol, left, for an XOR gate is similar to that of an OR gate, but with a double line at the concave input end.

The Boolean symbol for the XOR operator is a plus-sign in a circle or, because it only returns a high when the inputs are different, a not-equal-to sign (not generally used). Thus, the XOR gate can be represented by the Boolean statements

 * $$A \oplus B=Q \,$$ or $$(A \ne B)=Q \,$$

See the following for more information on the implementation of XOR gates:

 * 4030 - The standard CMOS XOR gate. This IC contains four independent XOR gates.
 * Alternatives to an XOR Gate. This page details methods other than using a 4030 for achieving a logical XOR operation.

XNOR

An XNOR gate short for "exclusive-NOR", gives a high output if both outputs are the same - it is the opposite of the XOR gate.

The circuit symbol, left, for an XNOR gate is similar to that of an XOR gate, but it has a circle representing the inversion at the output.

XNOR is written as the negation of the XOR function:

 * $$\overline{A \oplus B}=Q$$

As the XNOR function only returns a "one" when both inputs are the same, the Boolean symbol for the XNOR operator is an equivalent-to sign (≡) sign (not equals) in normal text. Because this looks very much like an equals sign it is easily mistaken and should not be used where possible.

 * $$(A \equiv B)=Q \,$$

See the following for more information on the implementation of XNOR gates:

 * 4077 - The standard CMOS XNOR gate. This IC contains four independent XNOR gates.
 * Alternatives to an XNOR Gate. This page details methods other than using a 4077 for achieving a logical XNOR operation.

Uses of Logic Gates
Logic gates underpin most of the digital electronics, indeed the entire on-board computer in the Apollo spacecraft was made entirely out of NOR gates. It just consists of contained just six transistors and eight resistors, implementing two 3-input NOR gates. (See diagram on right).

It is a very simple logic gate: if all inputs are low, the output is high. However, NOR is a universal gate meaning that you can make any other logic gate out of NOR gates. For instance, the inputs of a NOR gate are wired together forms an inverter. Putting an inverter on the output of a NOR gate produces an OR gate. Putting inverters on the inputs of a NOR gate produces an AND gate.

We start out by trying out very simple examples.

Example 1: Washing Machine
Imagine you are tasked with designing a washing machine that only functions when that it fulfils 3 conditions: The water sources are turned on, the washing machine is loaded with clothes and the door is closed.

This can be done by ANDing the first two conditions and ANDing the third. Now, AND these together, and you get a high only when all three conditions are satisfied.

The Boolean equations can be summarised as followed:
 * Washing Machine (S) can be started if
 * Water Sources are turned on (A)
 * AND Washing machine is loaded with clothes (B)
 * AND The door is closed (C)

or it can be summarised as S=A.B.C

Hence the truth table for Boolean equation contains eight possible scenarios are as followed, where 0 denotes FALSE and 1 denotes TRUE

By using just three logic AND gates, the problem has been solved.

Example 2: Security Alarm
You need to design a security alarm to protect a bank vault from unauthorized entry through the door and window when keyswitch is armed. The security alarm will be triggered when the keyswitch is armed and if either door or window is opened.

We assume 0 is FALSE and 1 is TRUE.

The Boolean equations can be summarised as when Keyswitch is armed, if door OR window is opened, the alarm will be triggered

 * The alarm system (S) activated if keyswitch (K) is armed AND
 * The window (W) is opened OR
 * The door (D)is opened OR
 * Both door and window are opened

or it can be summarised as S=K.(W+D) Hence the truth table for Boolean equation contains eight possible scenarios are as followed, where 0 denotes FALSE and 1 denotes TRUE

Other Applications
However, logic gates are also used to make flip-flops and other vital electronic components.

One convenient use of them is as transmission gates which allow a signal to pass only under certain conditions.

title: Practical Electronics/Logic


text:
Find Employment/Offer Strategies

The Offer
If the interview has gone well, and if both parties are happy with the interview process, you might receive an offer. Many offers are verbal, over the phone, but recently some companies have been sending out offers (at least informal offers) over email as well. Inevitably, the question will come up about compensation, and the hiring manager is likely to ask "how much money do you want?" This is a loaded question, so it is worthwhile to prepare your response.

Research
It is important, before you even go to an interview, and certainly before you entertain an offer, that you know what you are worth, and what the job pays. There are many resources on the internet, such as Salary.com, where you can find out what other people in your area are getting paid for similar work. If you are a college graduate, ask your advisors what kinds of salary people with your qualifications are worth. If you are not a graduate, find out what other qualifications you have, and what their combined worth is. If you have your highschool diploma, and a number of certifications, and if you have attended training programs, do some research and find out what your net worth is.

Do not Make the First Offer
No matter what happens, you should never say a dollar amount first. If you ask for a number that is too high, the hiring manager may think that you are unrealistic, or that you are accustomed to having too high paying a job. If you ask for too little, the manager might accept your offer, even if they were willing to pay you more.

Here is a story: A hiring manager is looking to hire an office assistant for approximately 20$ an hour, plus some benefits. The manager interviews 2 candidates, both of which are equally qualified. He asks what each one wants to make. The first candidate says "I've done some research, I know this job is worth approximately 20$/hour, but I'm not desperate, and I'm willing to negotiate". The second candidate says "I want to make at least 15$ an hour." So who gets the job? The hiring manager will likely hire the second candidate, because the second candidate will be happy with only 15$ an hour, and the hiring manager can save 25% of his money for other needs!

Now, the example above may make it look like you can get your foot in the door if you under-bid the competition, but keep in mind: If you make yourself look cheap, people will think you are cheap. People may think that they can get away with giving you too little money, or they may think that you simply have not done your research (which makes you look bad), or they may even think that you are only worth the lower amount! If competition for a job is tough, do not undersell yourself, because you lose your edge.

Do not Forget Benefits
Benefits, if they are being offered, are an important part of your employment package. Which is better: $35,000 a year with full medical and dental, or $40,000 per year with no benefits at all? If you are already covered, you might spring for the higher number, but many people should definitely think hard about this decision, because it could affect the rest of your life. If you have college loan debt, see if the company offers tuition reimbursement. For young women, find out what the maternity package is like. Everybody should inquire about the retirement options, the medical benefits, life insurance options, et cetera. Also, if the company is unionized, find out what the union dues cost, and find out what the union benefits are. It is your job, and if you have gotten this far in the employment process, you can probably find another job if this one does not meet your needs.

Evaluating a Job Offer
Once you receive a job offer, you are faced with a difficult decision and must evaluate the offer carefully. Fortunately, most organizations will not expect you to accept or reject an offer immediately.

Issues to Consider
There are many issues to consider when assessing a job offer. Will the organization be a good place to work? Will the job be interesting? Are there opportunities for advancement? Is the salary fair? Does the employer offer good benefits? If you have not already figured out exactly what you want, the following discussion may help you to develop a set of criteria for judging job offers, whether you are starting a career, reentering the labor force after a long absence, or planning a career change.

The organization
Background information on an organization can help you to decide whether it is a good place for you to work. Factors to consider include the organization’s business or activity, financial condition, age, size, and location.

You generally can get background information on an organization, particularly a large organization, on its Internet site or by telephoning its public relations office. A public company’s annual report to the stockholders tells about its corporate philosophy, history, products or services, goals, and financial status. Most government agencies can furnish reports that describe their programs and missions. Press releases, company newsletters or magazines, and recruitment brochures also can be useful. Ask the organization for any other items that might interest a prospective employee. If possible, speak to current or former employees of the organization.

Background information on the organization may be available at your public or school library. If you cannot get an annual report, check the library for reference directories that may provide basic facts about the company, such as earnings, products and services, and number of employees. Some directories widely available in libraries either in print or as online databases include:

 * Dun & Bradstreet’s Million Dollar Directory
 * Standard and Poor’s Register of Corporations
 * Mergent’s Industrial Review (formerly Moody’s Industrial Manual)
 * Thomas Register of American Manufacturers
 * Ward’s Business Directory

Stories about an organization in magazines and newspapers can tell a great deal about its successes, failures, and plans for the future. You can identify articles on a company by looking under its name in periodical or computerized indexes in libraries. However, it probably will not be useful to look back more than 2 or 3 years.

The library also may have government publications that present projections of growth for the industry in which the organization is classified. Long-term projections of employment and output for detailed industries, covering the entire U.S. economy, are developed by the Bureau of Labor Statistics and revised every 2 years. See the November 2005 Monthly Labor Review for the most recent projections, covering the 2004-14 period, on the Internet at: https://www.BLS.gov/MLR. Trade magazines also may include articles on the trends for specific industries.

Career centers at colleges and universities often have information on employers that is not available in libraries. Ask a career center representative how to find out about a particular organization.

 * Does the organization’s business or activity match your own interests and beliefs?
 * It is easier to apply yourself to the work if you are enthusiastic about what the organization does.
 * Career centers at colleges and universities often have information on employers that is not available in libraries. Ask a career center representative how to find out about a particular organization.
 * It is easier to apply yourself to the work if you are enthusiastic about what the organization does.

Size of the Company

 * How will the size of the organization affect you?
 * Large firms generally offer a greater variety of training programs and career paths, more managerial levels for advancement, and better employee benefits than do small firms. Large employers also may have more advanced technologies. However, many jobs in large firms tend to be highly specialized.
 * Jobs in small firms may offer broader authority and responsibility, a closer working relationship with top management, and a chance to clearly see your contribution to the success of the organization.

 * Should you work for a relatively new organization or one that is well established?
 * New businesses have a high failure rate, but for many people, the excitement of helping to create a company and the potential for sharing in its success more than offset the risk of job loss. However, it may be just as exciting and rewarding to work for a young firm that already has a foothold on success.

Type of Company

 * Does it make a difference if the company is private or public?
 * An individual or a family may control a privately owned company and key jobs may be reserved for relatives and friends. A board of directors responsible to the stockholders controls a publicly owned company and key jobs usually are open to anyone.

 * Is the organization in an industry with favorable long-term prospects?
 * The most successful firms tend to be in industries that are growing rapidly.

Nature of the job
Even if everything else about the job is attractive, you will be unhappy if you dislike the day-to-day work. Determining in advance whether you will like the work may be difficult. However, the more you find out about the job before accepting or rejecting the offer, the more likely you are to make the right choice. Actually working in the industry and, if possible, for the company would provide considerable insight. You can gain work experience through part-time, temporary, or summer jobs, or through internship or work-study programs while in school, all of which can lead to permanent job offers.

 * Where is the job located?
 * If the job is in another section of the country, you need to consider the cost of living, the availability of housing and transportation, and the quality of educational and recreational facilities in that section of the country. Even if the job location is in your area, you should consider the time and expense of commuting.

 * Does the work match your interests and make good use of your skills?
 * The duties and responsibilities of the job should be explained in enough detail to answer this question.

 * How important is the job in this company?
 * An explanation of where you fit in the organization and how you are supposed to contribute to its overall objectives should give you an idea of the job’s importance.

 * Are you comfortable with the hours?
 * Most jobs involve regular hours—for example, 40 hours a week, during the day, Monday through Friday. Other jobs require night, weekend, or holiday work. In addition, some jobs routinely require overtime to meet deadlines or sales or production goals, or to better serve customers. Consider the effect that the work hours will have on your personal life.

 * How long do most people who enter this job stay with the company?
 * High turnover can mean dissatisfaction with the nature of the work or something else about the job.

Opportunities offered by employers
A good job offers you opportunities to learn new skills, increase your earnings, and rise to positions of greater authority, responsibility, and prestige. A lack of opportunities can dampen interest in the work and result in frustration and boredom.

The company should have a training plan for you. What valuable new skills does the company plan to teach you?

The employer should give you some idea of promotion possibilities within the organization. What is the next step on the career ladder? If you have to wait for a job to become vacant before you can be promoted, how long does this usually take? When opportunities for advancement do arise, will you compete with applicants from outside the company? Can you apply for jobs for which you qualify elsewhere within the organization, or is mobility within the firm limited?

Salaries and benefits
Wait for the employer to introduce these subjects. Some companies will not talk about pay until they have decided to hire you. In order to know if their offer is reasonable, you need a rough estimate of what the job should pay. You may have to go to several sources for this information. Try to find family, friends, or acquaintances who recently were hired in similar jobs. Ask your teachers and the staff in placement offices about starting pay for graduates with your qualifications. Help-wanted ads in newspapers sometimes give salary ranges for similar positions. Check the library or your school’s career center for salary surveys such as those conducted by the National Association of Colleges and Employers or various professional associations.

If you are considering the salary and benefits for a job in another geographic area, make allowances for differences in the cost of living, which may be significantly higher in a large metropolitan area than in a smaller city, town, or rural area.

You also should learn the organization’s policy regarding overtime. Depending on the job, you may or may not be exempt from laws requiring the employer to compensate you for overtime. Find out how many hours you will be expected to work each week and whether you receive overtime pay or compensatory time off for working more than the specified number of hours in a week.

Also take into account that the starting salary is just that: the start. Your salary should be reviewed on a regular basis; many organizations do it every year. How much can you expect to earn after 1, 2, or 3 or more years? An employer cannot be specific about the amount of pay if it includes commissions and bonuses.

Benefits also can add a lot to your base pay, but they vary widely. Find out exactly what the benefit package includes and how much of the cost you must bear.

Resources
National, State, and metropolitan area data from the Bureau’s National Compensation Survey are available from:

 * Bureau of Labor Statistics, Office of Compensation Levels and Trends, 2 Massachusetts Ave. NE., Room 4175, Washington, DC 20212-0001. Telephone: (202) 691-6199. Internet: https://www.bls.gov/ncs/

Data on earnings by detailed occupation from the Occupational Employment Statistics (OES) Survey are available from:

 * Bureau of Labor Statistics, Office of Occupational Statistics and Employment Projections, 2 Massachusetts Ave. NE., Room 2135, Washington, DC 20212-0001. Telephone: (202) 691-6569. Internet: https://www.bls.gov/oes/

title: Find Employment/Offer Strategies


text:
Find Employment/Regional Job Help

State and Local Information
Most States have career information delivery systems (CIDS), which may be found in secondary and postsecondary institutions, as well as libraries, job training sites, vocational-technical schools, and employment offices. A wide range of information is provided, from employment opportunities to unemployment insurance claims.

Whereas the Handbook provides information for occupations on a national level, each State has detailed information on occupations and labor markets within their respective jursidictions. State occupational projections are available at: http://www.projectionscentral.com

Alabama

Director, Labor Market Information Division, Alabama Department of Industrial Relations, 649 Monroe St., Room 422, Montgomery, AL 36131. Telephone: (334) 242-8859. Internet: http://dir.alabama.gov

Alaska

Chief, Research and Analysis Section, Department of Labor and Workforce Development, P.O. Box 25501, Juneau, AK 99802-5501. Telephone: (907) 465-4518. Internet: http://almis.labor.state.ak.us

Arizona

Research Administrator, Arizona Department of Economic Security, P.O. Box 6123 SC 733A, Phoenix, AZ 85005-6123. Telephone: (602) 542-5984. Internet: http://www.workforce.az.gov

Arkansas

Division Chief, Labor Market Information, Department of Workforce Services, P.O. Box 2981, Little Rock, AR 72203-2981. Telephone: (501) 682-3198. Internet: http://www.arkansas.gov/esd

California

Chief, State of California Employment Development Department, Labor Market Information Division, P.O. Box 826880, Sacramento, CA 94280-0001. Telephone: (916) 262-2160. Internet: http://www.calmis.cahwnet.gov

Colorado

Director, Labor Market Information, Colorado Department of Labor and Employment, 633 17th St., Suite 600, Denver, CO 80202-3660. Telephone: (303) 318-8850. Internet: http://www.coworkforce.com/lmi/

Connecticut

Director, Office of Research, Connecticut Department of Labor, 200 Folly Brook Blvd., Wethersfield, CT 06109-1114. Telephone: (860) 263-6275. Internet: http://www.ctdol.state.ct.us/lmi

Delaware

Chief, Office of Occupational and Labor Market Information, Department of Labor, 4425 N. Market St.-Fox Valley Annex, Wilmington, DE 19809-1307. Telephone: (302) 761-8069. Internet: http://www.delawareworks.com/oolmi/welcome.shtml

District of Columbia

Chief, Office of Labor Market Research and Information, 64 New York Ave. NE., Suite 3035, Washington, D.C. 20002. Telephone: (202) 671-1633. Internet: http://www.does.dc.gov/does

Florida

Director, Labor Market Statistics, Agency for Workforce Innovation, MSC G-020, 107 E. Madison St., Tallahassee, FL 32399-4111. Telephone: (850) 245-7205. Internet: http://www.labormarketinfo.com

Georgia

Director, Workforce Information and Analysis, Room 300, Department of Labor, 223 Courtland St., CWC Building, Atlanta, GA 30303. Telephone: (404) 232-3875. Internet: http://www.dol.state.ga.us/em/ get_labor_market_information.htm

Guam

Chief Economist, Guam Department of Labor, P.O. Box 9970, Tamuning, GU 96931. Telephone: (671) 475-7062.

Hawaii

Chief, Research and Statistics Office, Department of Labor and Industrial Relations, 830 Punchbowl St., Room 304, Honolulu, HI 96813. Telephone: (808) 586-8999. Internet: http://www.hiwi.org

Idaho

Chief, Research and Analysis Bureau, Department of Commerce and Labor, 317 West Main St., Boise, ID 83735-0670. Telephone: (208) 332-3570. Internet: http://lmi.idaho.gov

Illinois

Deputy Director of Workforce and Career Information, Illinois Department of Employment Security, Economic Information and Analysis Division, 33 South State St., 9th Floor, Chicago, IL 60603. Telephone: (312) 793-2316. Internet: http://lmi.ides.state.il.us

Indiana

Director, Research and Analysis - Indiana Workforce Development, SE 211, 10 North Senate Ave., Indianapolis, IN 46204-2277. Telephone: (317) 232-7460. Internet: http://www.in.gov/dwd

Iowa

Policy and Information Division, Iowa Workforce Development, 1000 East Grand Ave., Des Moines, IA 50319-0209. Telephone: (515) 281-6642. Internet: http://www.iowaworkforce.org/lmi

Kansas

Director, Kansas Department of Labor, Labor Market Information Services, 401 SW Topeka Blvd., Topeka, KS 66603-3182. Telephone: (785) 296-5058. Internet: http://laborstats.dol.ks.gov

Kentucky

Research and Statistics Branch, Office of Employment and Training, 275 East Main St., Mail Stop 2-WG, Frankfort, KY 40621. Telephone: (502) 564-7976. Internet: http://www.workforcekentucky.ky.gov

Louisiana

Director, Research and Statistics Division, Department of Labor, 1001 North 23rd St., Baton Rouge, LA 70804-9094. Telephone: (225) 342-3141. Internet: http://www.laworks.net

Maine

Director, Labor Market Information Services Division, Maine Department of Labor, 19 Union St., Augusta, ME 04332. Telephone: (207) 287-2271. Internet: http://www.state.me.us/labor/lmis/index.html

Maryland

Maryland Department of Labor, Licensing and Regulations, Office of Labor Market Analysis and Information, Room 316, 1100 North Eutaw St., Baltimore, MD 21201. Telephone: (410) 767-2250. Internet: http://www.dllr.state.md.us/lmi/index.htm

Massachusetts

Assistant Director of Economic Research, Massachusetts Division of Unemployment Assistance, 19 Staniford St., Boston, MA 02421. Telephone: (617) 626-6556. Internet: http://www.detma.org/LMIdataprog.htm

Michigan

Director, Bureau of Labor Market Information and Strategic Initiatives, Department of Labor and Economic Growth, 3032 West Grand Blvd., Suite 9-100, Detroit, MI 48202. Telephone: (313) 456-3100. Internet: http://www.michlmi.org

Minnesota

Research Director, Department of Employment and Economic Development, Labor Market Information Office, 1st National Bank Building, 332 Minnesota St., Suite E200, St. Paul, MN 55101-1351. Telephone: (651) 296-6545. Internet: http://www.deed.state.mn.us/lmi

Mississippi

Chief, Labor Market Information Division, Mississippi Department of Employment Security, 1235 Echelon Pkwy., Jackson, MS 39213. Telephone: (601) 321-6262. Internet: http://mdes.ms.gov

Missouri

LMI Research Manager, Missouri Economic Research and Information Center, P.O. Box 3150, Jefferson City, MO 65101-3150. Telephone: (573) 751-3637. Internet: http://www.missourieconomy.org

Montana

Research and Analysis Bureau, P.O. Box 1728, Helena, MT 59624. Telephone: (406) 444-2430. Internet: http://www.ourfactsyourfuture.org

Nebraska

Administrator, Nebraska Workforce Development-Labor Market Information, Nebraska Department of Labor, P.O. Box 4600, Lincoln, NE 68509-4600. Telephone: (402) 471-2600. Internet: http://www.dol.state.ne.us/nelmi.htm

Nevada

Chief, Research and Analysis, Department of Employment, Training and Rehabilitation, 500 East Third St., Carson City, NV 89713-0020. Telephone: (775) 684-0387. Internet: http://www.detr.state.nv.us/lmi/index.htm

New Hampshire

Director, Economic and Labor Market Information Bureau, New Hampshire Employment Security, 32 South Main St., Concord, NH 03301-4587. Telephone: (603) 228-4123. Internet: http://www.nhes.state.nh.us/elmi

New Jersey

Director, Division of Labor Market and Demographic Research, Department of Labor and Workforce Development, P.O. Box 388, Trenton, NJ 08625-0388. Telephone: (609) 984-2593. Internet: http://www.state.nj.us/labor/lra

New Mexico

Research Chief, New Mexico Department of Labor, Economic Research and Analysis, 501 Mountain Rd. NE, Albuquerque, NM 87102. Telephone: (505) 222-4684. Internet: http://www.dol.state.nm.us/dol_lmif.html

New York

Director, Research and Statistics, New York State Department of Labor, State Office Campus, Room 400, Albany, NY 12240. Telephone: (518) 457-3805. Internet: http://www.labor.state.ny.us/ workforceindustrydata/index.asp

North Carolina

Director, Labor Market Information Division, Employment Security Commission, 700 Wade Ave., Raleigh, NC 27605. Telephone: (919) 733-2936. Internet: http://www.ncesc.com

North Dakota

Labor Market Information Manager, Job Service North Dakota, P.O. Box 5507, Bismarck, ND 58506-5507. Telephone: (701) 328-3136. Internet: http://www.jobsnd.com/data/index.html

Ohio

Chief, Bureau of Labor Market Information, Office of Workforce Development, Ohio Department of Job and Family Services, P.O. Box 1618, Columbus, OH 43216-1618. Telephone: (888) 296-7541, Option 6. Internet: http://jfs.ohio.gov/owd/LaborMarket.stm

Oklahoma

Labor Market Information, Oklahoma Employment Security Commission, P.O. Box 52003, Oklahoma City, OK 73152. Telephone: (405) 557-7221. Internet: http://www.oesc.state.ok.us/lmi/default.htm

Oregon

Oregon Employment Department, Attention: Research Division, Room 207, 875 Union St. NE., Salem, OR 97311. Telephone: (503) 947-1200. Internet: http://www.qualityinfo.org/olmisj/OlmisZine

Pennsylvania

Director, Center for Workforce Information and Analysis, Pennsylvania Department of Labor and Industry, 220 Labor and Industry Building, Seventh and Forster Sts., Harrisburg, PA 17121. Telephone: (877) 493-3282. Internet: http://www.paworkstats.state.pa.us

Puerto Rico

Economist, Labor Market Information Office, P.O. Box 195540, San Juan, Puerto Rico 00919-5540. Telephone: (787) 754-5347. Internet: http://www.net-empleopr.org/almis23/index.jsp

Rhode Island

Assistant Director, Labor Market Information, Rhode Island Department of Employment and Training, 1511 Pontiac Ave., Cranston, RI 02920. Telephone: (401) 462-8767. Internet: http://www.dlt.ri.gov/lmi/

South Carolina

Director, Labor Market Information Department, South Carolina Employment Security Commission, 631 Hampton St., Columbia, SC 29202. Telephone: (803) 737-2660. Internet: http://www.sces.org/lmi/index.asp

South Dakota

Director, Labor Market Information Center, Department of Labor, 420 S. Roosevelt St., Aberdeen, SD 57402-4730. Telephone: (605) 626-2314. Internet: http://www.state.sd.us/dol/lmic/index.htm

Tennessee

Director, Research and Statistics Division, Department of Labor and Workforce Development, 500 James Robertson Pkwy., 11th Floor, Nashville, TN 37245-1000. Telephone: (615) 741-2284. Internet: http://www.state.tn.us/labor-wfd/lmi.htm

Texas

Labor Market Information, Texas Workforce Commission, 9001 North IH-35, Suite 103A, Austin, TX 75753. Telephone: (512) 491-4800. Internet: http://www.tracer2.com

Utah

Director of Workforce Information, Utah Department of Workforce Services, 140 East 300 South, Salt Lake City, UT 84111. Telephone: (801) 526-9401. Internet: http://jobs.utah.gov/opencms/wi

Vermont

Chief, Research and Analysis, Vermont Department of Labor, P.O. Box 488, Montpelier, VT 05601-0488. Telephone: (802) 828-4202. Internet: http://www.labor.vermont.gov

Virgin Islands

Chief, Bureau of Labor Statistics, Department of Labor, P.O. Box 303359, St. Thomas, VI 00803-3359. Telephone: (340) 776-3700. Internet: http://www.vidol.gov

Virginia

Director, Economic Information Services, Virginia Employment Commission, 703 East Main St., Room 327, Richmond, VA 23218. Telephone: (804) 786-5496. Internet: http://velma.virtuallmi.com

Washington

Director, Labor Market and Economic Analysis, Washington Employment Security Department, P.O. Box 9046, Olympia, WA 98507-9046. Telephone: (360) 438-4804. Internet: http://www.workforceexplorer.com

West Virginia

WORKFORCE West Virginia, Research, Information and Analysis Division, 112 California Ave., Charleston, WV 25303-0112. Telephone: (304) 558-2660. Internet: http://www.wvbep.org/bep/lmi

Wisconsin

Director, Bureau of Workforce Information, Department of Workforce Development, 201 E. Washington Ave., Madison, WI 53702. Telephone: (608) 266-8212. Internet: http://worknet.wisconsin.gov/worknet

Wyoming

Manager, Research and Planning, Wyoming Department of Employment, P.O. Box 2760, Casper, WY 82602-2760. Telephone: (307) 473-3807. Internet: http://doe.state.wy.us/lmi

title: Find Employment/Regional Job Help


text:
Practical Electronics/Logic symbols

This page shows the ANSI, IEC and DIN symbols for the eight major logic gates: NOT, AND, NAND, OR, NOR, XOR, XNOR and the buffer.

title: Practical Electronics/Logic symbols


text:
Find Employment/Introduction

What this book is about
This book is about finding work. This book will discuss finding a job through the creation of a resume and a cover letter, the application process, and the interview. This book will also briefly discuss finding work by starting your own business.

Who this book is for
Technically speaking, this book is for every person. People who are unemployed, or who are looking to switch careers should read this book. This book will be most relevant to those living in the United States, or those countries that have similar standards and methods as the USA.

How this book is arranged
This book is arranged in a chronological manner. The first section deals with finding job prospects, and doing research on companies. The second section deals with writing a resume and a cover letter. The third section deals with the interview process. Finally, the fourth section deals with evaluating an offer. Additional information and resources can be found in the appendix.

Job search is a job
It often takes months of time and effort to find a job that matches your qualifications and desires. Actively pursuing multiple leads will maximize your search efforts and reduce the time it takes you to find employment. This means devoting as much time as you can to your job search. If you are unemployed, treat your job search like a full-time job, waking up early and working a full day. If you are working or in school, it is still important to devote time every day to your job search.

Inform people you know that you are looking for a job. Read the classified ads. Use the Internet, including general job search sites, special interest sites, company Web sites, and trade and professional association Web sites. Directly contact employers in which you are interested, even if they are not advertising a job opening. You may also wish to consult State employment service offices and to consider private employment agencies.

title: Find Employment/Introduction


text:
Find Employment/Summer Work

This appendix page will discuss the topic of summer jobs, part-time work, or seasonal work.

Internet: http://www.quintcareers.com/finding_summer_jobs.html

title: Find Employment/Summer Work


text:
Biomechanics/The Biomechanics Of Skeletal Muscles part 2

Ok, here comes the second part. Here we'll discuss mainly "muscle stretch" or what happens to a muscle when it is stretched passively or actively. We'll also see how this affects crossbridges (links between myosin and actin) and we shall finish this chapter by considering some physical properties of muscles.

Ok, let's go.

Passive stretch
	It is important for cardiac muscles.

	Muscle is attached to 2 supports, one mobile and the other fixed.

	When muscle is stretched, force and length of the muscle are recorded after obtaining equilibrium, to construct a tension-length curve.

	Since the muscle is not actively contracting (no crossbridges) and since it doesn’t require ATP, this is a passive stretch.

Results:

1-	No tension is measured before L becomes greater than L0 (which is quite obvious):

L / L0 > 1

Where L0 = normal length of relaxed muscle (resting length), L = length of muscle at any given time.

Thus, at rest L / L0 = 1, under stretch L / L0 > 1

2-	The curve is not a straight line because it is a biological material (mixture of different tissues). Also, dF / dx is not constant.

3-	Muscles are elastic.

Active stretch
Same experiment, but here, after stretching the muscle to a predetermined length and passive tension, muscle is stimulated to produce a single twitch. Max force developed by the muscle is then measured.

Observation:

1-	The curve obtained describes an active stretch before L0 but an active with some passive stretch after L0. Thus, we must subtract the passive from the active curve (active – passive) to obtain an active twitch tension vs. length.

2-	The single twitch tension is greatest around L0.

Explanation

At L / L0 = 1

Max no. of non-interfering crossbridges can be formed. Myosin only meets actin of the correct polarity and movement is all towards the center of the sarcomere.

H zone is a relatively small portion of the A band.

At L / L0 > 1

Few crossbridges are formed because, the more the muscle is stretched, the less thin and thick filaments overlap.

H zone is close to the size of the A band.

At L / L0 < 1

Few crossbridges are formed because interference occurs. Short length thin filaments can crumple and block access for myosin. Also, myosin may pull on actin from the wrong side of the sarcomere.

No H zone.

Conclusion:

F α total no. of crossbridges. Thus, increase in muscle strength is not due to increase in muscle fiber no., but is due to increase in no. of bundles of parallel myofibrils. Thus, F is directly proportional to cross-sectional area (i.e. total myofibrils).

Tension, cross bridging and muscle elasticity
1) Contraction occurs after a delay. Latent period = time between stimulus and begin of contraction.

Reason: Muscles are not just contractile in nature. They are also elastic, even at L < L0. That’s because the contractile fibers themselves, the z-lines, and anything else in series with contractile components (e.g. tendons) can and will stretch when a contraction puts tension on them.

2) Tension produced by a muscle is not instantaneous: it builds up and then wanes.

Reason: Tension does not appear/disappear instantaneously because Ca2　must diffuse and bind, crossbridges must form, then Ca2　must be removed and crossbridges must be broken. So, diffusion, active transport and conformational changes take time.

Main elements governing muscle elasticity

Contractile Elements (CE)

Contractile fibrils responsible of muscle contraction. During contraction, CE shorten after cross-bridging.

Series Elastic Elements (SEE)

Elements in series with CE. They allow a contracted muscle to reach an L > L0 when it is actively stretched.

During contraction, SEE lengthen slightly.

Parallel Elastic Elements (PEE)

Elements in // with CE. They produce a tension when a muscle is passively stretched past L0.

PEE remain at the same length.

Notes:

	Certain parts of the muscle are both parts of the CE and the SEE. They are functionally separate but physically the same.

	If the CE is not contracting, there are no functionally SEE.

	Max supportable load (F0) = max load that a muscle can support without lengthening = greatest force that CE can produce.

	Viscosity = internal resistance due to rearrangement. It represents a net loss of E. from the system.

Muscle Power Output
	Force = muscular tension = mg (a muscle with a load of 1 kg exerts a force of 9.8 N).

	Work = F d. Since the muscle does not shorten under isometric contraction, the muscle does no external work. It does do internal work though. Likewise, a muscle that shortens against no external load does no external work.

	Power = Work / time = Fv. Again, an isometrically contracting muscle develops no external power, nor does an isotonically contracting muscle with no external load.

	From curve 1 (x vs. t), as the load increases from no load to heavier loads,

o	The distance the muscle can shorten decreases as does the velocity.

o	The latent period increases.

o	At F0, the contraction becomes totally isometric as the muscle doesn’t change in length.

o	The muscle lengthens beyond F0 despite contracting maximally. This is because the elastic elements lengthen and/or the crossbridges are broken by the load.

	From curve 2 (v vs. load), movement of muscle slows down as load increases.

	From curve 3 (P vs. load), there is an optimum load for a given muscle to produce max useful external power. Muscles thus do not contract proportionately faster and faster as the load is reduced. Different muscles give different curves.

Muscles Dimensions (force and speed)
•	F α cross-sectional area of muscle, thus α no. of myofibrils. Thus, F is increased as no. of elements in // increases. That’s because a thick muscle has more crossbridges, so the load is spread over a greater area and thus it is less likely any fiber will break.

•	v is a fn of muscle length. The more the sarcomeres in series, the greater the displacement that occurs when all move at the same time. Because total shortening is the sum of dx of each sarcomere.

•	v also depends on load on the muscle.

Comparison between elastic and compliant materials
Elastic materials

Elastance = Stress / Strain (N / m2)

Tolerates high stress and shows a minor change in shape.

Example: muscles.

Compliant materials

Compliance = Strain / Stress (m2 / N)

A low stress causes a high change in shape. Thus, small forces like surface tension are very significant.

Example: lungs.

Previous: The Biomechanics Of Skeletal Muscles Next: The Biomechanics Of The Lung


text:
User talk:16BitJorge~enwikibooks

You appear to have posted information on Luis Vicente Gámez. Are you a relative, or a researcher?

Your account will be renamed
Hello,

The developer team at Wikimedia is making some changes to how accounts work, as part of our on-going efforts to provide new and better tools for our users like cross-wiki notifications. These changes will mean you have the same account name everywhere. This will let us give you new features that will help you edit and discuss better, and allow more flexible user permissions for tools. One of the side-effects of this is that user accounts will now have to be unique across all 900 Wikimedia wikis. See the announcement for more information.

Unfortunately, your account clashes with another account also called 16BitJorge. To make sure that both of you can use all Wikimedia projects in future, we have reserved the name 16BitJorge~enwikibooks that only you will have. If you like it, you don't have to do anything. If you do not like it, you can pick out a different name.

Your account will still work as before, and you will be credited for all your edits made so far, but you will have to use the new account name when you log in.

Sorry for the inconvenience.

Yours, Keegan Peterzell Community Liaison, Wikimedia Foundation 22:54, 17 March 2015 (UTC)

Renamed
 This account has been renamed as part of single-user login finalisation. If you own this account you can |log in using your previous username and password for more information. If you do not like this account's new name, you can choose your own using this form after logging in: . -- Keegan (WMF) (talk) 04:27, 19 April 2015 (UTC)

title: User talk:16BitJorge~enwikibooks


text:
User:Arch dude (usurped)

Arch_dude is a user interested in the Blender.

arch_dude downloaded the Blender onto a Gentoo Linux system in June 2006. Arch_dude is not an artist and as of 2006 does not have enough experience to qualify as a N00b with Blender.

If a new Wikibooks user should use some other technigue to document himself or herself, I request that an editor please let me know via the discussion tab. Thanks.

title: User:Arch dude (usurped)


text:
Rhetoric and Composition/Print version

© Copyright 2003–2024, Wikimedia Foundation Inc. and contributing authors, all rights reserved. Permission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Document License, version 1.2. A copy of this is included in the section entitled GNU Free Document License.

= Contents = If you save this file to your computer, you can click on these links to go to the appropriate section.
 * The Stages of the Writing Process
 * Overview · Planning and Prewriting · Collaborating · Researching · Drafting · Editing · Reviewing · Revising · Publishing
 * Writing Applications
 * Overview · Analyzing Assignments · Description · Narration · Exposition · Evaluation · Argument
 * Advanced Topics
 * Overview · Writing in the Humanities · Writing in the Sciences · Writing in Business · Oral Presentations
 * Grammar and Mechanics
 * GNU Free Documentation License

= The Stages of the Writing Process =

= Writing Applications =

= Advanced Topics =

= Grammar and Mechanics =

= Contents =
 * Understanding Grammar
 * What is Grammar?
 * The Parts of Speech
 * Nouns · Pronouns · Verbs · Adjectives · Adverbs · Conjunctions · Prepositions · Interjections
 * Types of Sentences
 * Active and Passive Voice
 * Understanding Mechanics
 * What is Mechanics?
 * Punctuation
 * Commas · Semicolons · Colons · Apostrophes · Quotation Marks · Hyphens and Dashes · Parentheses and Brackets|Parentheses|Parentheses and Brackets
 * Capitalization
 * Common Errors
 * Know your patterns · Mixing up words that sound alike · When subjects and verbs don't agree · When pronouns and antecedents don't agree · Missing commas after introductory elements · Sentence fragments · Missing or misplaced apostrophes · Unnecessary tense shifts · Run-on or fused sentences · Disruptive commas · Dangling, misplaced, and squinting modifiers
 * Citing Sources
 * Citation · Plagiarism

= Understanding Grammar =

= Understanding Mechanics =

= Common Errors =

= Citing Sources =

= GNU Free Documentation License =

title: Rhetoric and Composition/Print version


text:
User talk:Chrisdalunatic

Who is this guy?? anyone know? i am stumped....

title: User talk:Chrisdalunatic


text:
Practical Electronics/Logic/Transmission Gates

Transmission gates represent a very useful application of logic gates. A transmission gate allows a signal to pass only when a certain condition is met, and the same gate can also invert the signal if necessary.

AND Transmission Gate
This is the basic transmission gate. The "condition signal" is one input, and the "signal input" is the other. When the condition input is high, any high at the signal input will result in a high at the output, and a low at the signal input will result in a low. Therefore, the signal at the signal input is "transmitted" through the gate when the condition signal goes high.

Summary
The table below summarises the type of transmission gates you need to use to produce the right behaviour:


text:
Talk:AP Biology/Preface

In the free response section, could someone add that sometimes students are asked to write a lab. When writing a lab (in free response), clearly state question, the hypothesis, and the method. In the method, the variables must be stated and labelled dependent or independent. Then explain possible results, and what each result would mean (prove or disprove hypothesis). I'd do it myself but I'm out of town and don't have my resources to doublecheck i havn't missed any steps.

title: Talk:AP Biology/Preface


text:
Hong Kong Senior Secondary Liberal Studies

Liberal Studies is one of four compulsory subjects in the New Senior Secondary Curriculum, which was introduced in Hong Kong schools in 2009, with the first candidates sitting public exams in 2012. This guide outlines the core and elective components of the syllabus which has been proposed by the Curriculum Development Council and approved by the Education and Manpower Bureau, together with suggested questions for discussion and further study and recommended websites for further reading. The guide also outlines study tips for the subject.

Liberal Studies is currently an optional A/S Level subject. The aim of making the subject compulsory is to ensure that all students develop an understanding of the major issues confronting our society in the 21st century and that they are equipped with the critical thinking skills that they need in order to make informed, critical judgments about these issues.

The subject contains elements of science, the humanities and the liberal arts and it also serves to ensure that all students have some degree of breadth in their senior secondary studies.

=Areas of Study=

Personal Identity and Preparing for Adulthood

 * How do people develop a sense of personal identity and how does this change as they grow older?
 * How do people change physically, mentally and emotionally during adolescence, and how do they cope with these changes?
 * What support is available in Hong Kong to help adolescents cope with the challenges presented by the transition to adulthood?

Useful Resources

Adolescence

Youth Culture

Teens Physical and Mental Health Information Website

Boys' and Girls' Clubs Association of Hong Kong

The Individual and Society

 * How is an individual's self-esteem related to his or her sense of belonging to a family, a school, a place of work, a profession, an organisation or club, and to society?
 * What is the nature of the relationship between individuals and society?
 * What fundamental rights do we enjoy as members of a society?
 * What responsibilities do we have towards society?
 * How do these rights and responsibilities change as we grow into adulthood?

Useful Resources Society

Sociology

Rights

UN Declaration on Human Rights

Quality of Life
Questions for discussion

 * What factors affect the quality of life in Hong Kong?
 * What is the relationship between economic prosperity and quality of life?
 * How important are family, health, money, career opportunities, education, a clean environment, opportunities for leisure and cultural experiences for quality of life?
 * To what extent should the government be responsible for quality of life? To what extent is it the responsibility of businesses and of individuals as citizens, producers and consumers?

Useful Resources Environmental Problems in Hong Kong

The World Wildlife Fund in Hong Kong

Hong Kong Government

Economic Restructuring
Questions for Discussion

 * How and why has Hong Kong's economy changed in recent years?
 * As Hong Kong increasingly becomes a high-value service economy, what are the consequences for young people in terms of their career prospects and of the skills that they will need?
 * What opportunities, challenges and threats face the Hong Kong economy as a consequence of globalisation and of demographic shifts such as gender imbalance and an aging population?
 * How should Hong Kong respond to these challenges? To what extent should finding solutions be the responsibility of the government, of businesses or of individuals?

Useful Resources

Economy of Hong Kong

Closer Economic Partnership Arrangement

Pearl River Delta

Rule of Law and Participation in Society and Politics
Questions for Discussion

 * What rights do Hong Kong residents enjoy?
 * How are these rights safeguarded?
 * Which form of government would be best for Hong Kong?
 * How should the government strike a balance between aspirations for democracy and concerns about maintaining Hong Kong's prosperity and stability?
 * In what ways can people express their opinions about how Hong Kong is governed?
 * What forms of protest are acceptable? What forms of protest are unacceptable?

Useful Resources

Recent History of Hong Kong

Government of Hong Kong

Politics of Hong Kong

Basic Law

Elections in Hong Kong

Human Rights in Hong Kong

Amnesty International Hong Kong

Hong Kong Human Rights Monitor

International Freedom of Expression Exchange

Identity

Flag of Hong Kong

Reform and Opening Up of China
Chinese Government

Chinese Economy

Cultural Revolution

Open Door Policy

Special Economic Zones

Deng Xiaoping

Jiang Zemin

Hu Jintao

Tiananmen Square Protests of 1989

Falun Gong

2008 Beijing Olympics

Shanghai World Expo 2010

Chinese Culture and Modern Life
Chinese culture

Pop culture

Western consumer culture

Westernization

Globalization
Questions for Discussion

 * What challenges and opportunities are created by globalization?
 * How does globalization affect the economy, culture, society and political aspirations of different countries?
 * Is globalization the same thing as westernization?
 * Is the western model of economically developed liberal democracy one that all countries should aspire to? Is such a social/ economic model compatible with non-western cultures?
 * What are the advantages and disadvantages of global free trade from the point of view of developed and developing countries?
 * Is free trade the same thing as fair trade?

Useful resources

Globalization

World Trade Organization

United Nations

Hungry Planet

Public Health and Biotechnology
What is good health and what measures can people take in order to remain fit, healthy and free from disease?

To what extent is public health the responsibility of governments or of individuals?

What are the potential threats to public health at present and what can be done to minimize the risk of these developing into pandemics?

Is it acceptable for individual freedoms to be limited in order to protect public health? To what extent? For example, should smoking in public places be banned?

What are the potential health benefits and risks of recent developments in biotechnology?

What are the ethical implications of these developments?

Disease

Cancer

SARS

AIDS

Avian Influenza

World Health Organization

Smoking

Alcohol

Drugs

Therapeutic Cloning

Gene therapy

Stem cell research

Genetically modified food

Hong Kong Health, Welfare and Food Bureau

The Environment and Sustainable Development
Useful Links: Global warming

Sustainable development

Pollution

Fossil fuels

Other energy topics

Biodiversity

species Endangered species


text:
User:Blututh

I'm relatively new to actively editing Wikipedia, although I cannot remember when I started using Wikipedia as a resource. I want to contribute to Wikipedia because I think I can make it better. Isn't that why everyone does it?

I am somewhat educated on the subjects of Ancient warfare, especially Ancient Roman Warfare (warfare during the Republican and Empirical Periods), and Ancient History, more specifically Roman History. My interest in these areas was sparked when I first played Rome: Total War by Creative Assembly. I read further into this era of Military History and I was fascinated by what I saw, most astounding are the accomplishments of Alexander the Great and Julius Caesar, among others.

Articles I've Made
None yet, although I have submitted several source texts on WikiSource.

Articles I've Contributed to
Many of the ancient warfare (especially the Roman military) articles have something of mine in there somewhere. The following are articles I have edited or contributed to in a notable way.

Marian reforms

Testudo formation

Roman infantry tactics, strategy and battle formations

Military establishment of the Roman Republic

Source Texts Contributed
Note: On the following I contributed unwikified source texts, and added links to the Latin WikiSource texts and vice-versa. All other editing, wikifying, etc. is by other users and I extend my sincere thanks to them for their work.

http://en.wikisource.org/wiki/The_Gallic_War_%28Caesar%29

http://en.wikisource.org/wiki/The_Civil_War_%28Caesar%29

http://en.wikisource.org/wiki/The_Spanish_War

http://en.wikisource.org/wiki/The_African_War

http://en.wikisource.org/wiki/The_Alexandrian_War

title: User:Blututh


text:
Tcl Programming/Modelsim

TCL SCRIPT FOR MODELSIM USERS

I tried to find a TCL script, which helps in compilation and simulation of Modelsim programs and has both GUI and single letter commands but I didn't find any.

Later I learned TCL and wrote a small script for Modelsim users, which makes icons on the Modelsim GUI. Just by clicking on the icons your project files will get compiled, simulated and so on.

The icons and its description are

·compile    c is for compilation, simulation, add wave and run, simply do everything

·com-restart  r      does compilation and restarts the already run code, we do this whenever we change code and want to compile and execute it

·Quitsim        q     quits the simulation

·QuitModel sim  Q     quits Modelsim

You can do all the afore said things just by clicking on the icon as we use 'save' and 'open'-like icons in general GUI.

And also you can do these things just by typing c, r, q & Q (defined above) on the command prompt, only one letter will do. For these things, you just have to execute one command on the command prompt of Modelsim after opening Modelsim: source filename.tcl

TCL CODE:

This is a very generic code suited for all projects of Modelsim but unfortunately only Modelsim DE and Questa sim supports button command   you just have to change the bold and italic font statements(.vhd files). These statements are for files of a counter project here. So you have to replace those counter example files with your project files.

Then save your file as script.tcl (file with .tcl extension) and execute the file with “source “ command as said above.

Now your GUI and single letter commands are ready to simplify your work. For any assistance contact: mohan@tataelxsi.co.in

title: Tcl Programming/Modelsim


text:
Horticulture/An Introduction to Soils

 * Introduction
 * The importance of soils

 * Soil composition
 * Inorganic components
 * Organic components
 * Soil flora and fauna

 * Soil texture
 * (see Soil texture)

 * Soil structure
 * (see Soil structure)

 * Soil nutrients
 * Macronutrients
 * First order macronutrients: Nitrogen (N), Phosphorus (P), Potassium (K)
 * Second order macronutrients: S, Ca, Mg
 * Micronutrients: Fe, Mo, B, Cl, Co, Mn, Cu, Zn

 * Soil classification
 * Summary (annotated TOC)

/Soils

title: Horticulture/An Introduction to Soils


text:
Horticulture/Planning a Garden

Starting a new garden is a rewarding endeavor, but entails a lot of hard work and careful planning.

 * ../First Steps in Planning a Garden/
 * ../Elements of a Garden Location/
 * ../Laying Out a Garden Bed/
 * ../Putting a Garden Plan into Action/
 * ../Installing a New Garden/

/Design

title: Horticulture/Planning a Garden


text:
Horticulture/First Steps in Planning a Garden

Growing a garden is an ancient practice we have perfected over thousands of years. However, in modern times, we are not all raised with a garden in the back yard, so it's good to approach a new garden with careful forethought and a plan to follow.

Before starting the plan, the gardener should first come up with a list of priorities for the garden, perhaps asking questions such as these:

 * 1) What will be the main purpose of the garden? A hobby? A place to grow food? A place to entertain? All of the above?
 * 2) How much time will I have to spend in the garden?
 * 3) How much money will be in the gardening budget?

These are all important questions, because the approach to garden planning and design will vary greatly according to how they are answered. We'll begin by going over these topics in detail.

The aims of the garden
Gardens are grown for many reasons, such as for a hobby (where the act of gardening becomes its own reward), a place to grow food for the family or the market, or as a place to entertain.

Hobby gardens tend to come about slowly, one bed at a time, and one plant at a time. Hobby gardening often verges on obsession, as the gardener learns of new plants to grow, and tries to utilize every inch of soil to its greatest potential. The best approach to a hobby garden is to start small, then expand the project as you get a feel for how much work is involved.

When growing fruits and vegetables, the primary interest is in the final products (the produce), and so the garden should be planned to get the most production from the time and space available to the grower.

When the garden is intended as a place to entertain, the planning needs to take into account how much space will be needed for your guests, what time of year it will be used, and what sort of entertaining you'll be doing.

/Design