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Mid-term Questions
Chapter 1-4

Chapter 1:
1. What are the responsibilities of the DBA and the database designers?
2. What four main types of actions involve databases? Briefly discuss each.
3. Discuss the main characteristics of the database approach and how it differs from traditional file systems.
4. What are the responsibilities of the DBA and the database designers?
5. Specify all the relationships among the records of the database shown in Figure 1.2.
6. Give some additional views that may be needed by other user groups for the database shown in Figure 1.2.
7. Identify some informal queries and update operations that you would expect to apply to the database shown in Figure 1.2.

Chapter 2:
8. What is the difference between procedural and nonprocedural DMLs?
9. What is the difference between a database schema and a database state? 10. If you were designing a Web-based system to make airline reservations and to sell airline tickets, which DBMS Architecture would you choose from Section 2.5? Why? Why would the other architectures not be a good choice?
11. What is the difference between procedural and nonprocedural DMLs?
12. Discuss the different types of user-friendly interfaces and the types of users who typically use each.
13. Consider Figure 2.1. In addition to constraints relating the values of columns in one table to columns in another table, there are also constraints that impose restrictions on values in a column or a combination of columns within a table. One such constraint forces that a column or a group of columns must be unique across all rows in the table. For example, in the STUDENT table, the StudentNumber column must be unique (to prevent two different students from having the same StudentNumber). Identify the column or the group of columns in the other tables that must be unique across all rows in the table?

Chapter 3:
14. Why are tuples in…...

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...PA: Idea Group, pp. 95–113. Katzenbach, J. R. and Smith, D. K. (1994) The Wisdom of Teams: Creating The High-Performance Organization, Boston, MA: Harvard Business School Press. 246 Bibliography Kim, D. H. (1993) ‘The link between individual and organisational learning’, Sloan Management Review 35(1): 37–51. Kimble, C., Hildreth, P. and Wright, P. (2001) ‘Communities of practice: going virtual’, in: Y. Malhotra (ed.) Knowledge Management and Business Model Innovation, Hershey, PA: Idea Group, pp. 216–230. Koenig, M. (2004) ‘Knowledge Management Lessons Learned: The US Perspective’, Online Information 2004 Proceedings, available at: www.online-information.co.uk/0106/files/conferenceproceedings. brochure?1070303112904.pdf (accessed 2 August 2005). Koenig, M. (2005) ‘KM moves beyond the organization: the opportunity for librarians’, in: Proceedings of World Library and Information Congress: 71st IFLA General Conference and Council, 14–18 August, Oslo (CD-ROM). Ladley, J. (2003) ‘Beyond the Data Warehouse: Beyond Rows and Columns – Unstructured Information, Part 3’, available at: www.DMReview.com (accessed 10 November 2005). Lave, J. and Wenger, E. (1991) Situated Learning: Legitimate Peripheral Participation, Cambridge: Cambridge University Press. Lesser, E. L. and Storck, J. (2001) ‘Communities of practice and organizational performance’, IBM Systems Journal 40(4): 831–41. Liebenberg, J. (2003) ‘The misapprehension of Polanyi in KM literature, ...

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...WORK-LIFE BALANCE DOING IT RIGHT AND AVOIDING THE PITFALLS Jim Bird This is a preprint of an article accepted for publication in Employment Relations Today, Autumn 2006, vol. 33, no. 3. Copyright 2006, Wiley Periodicals, Inc. The demand for work-life-balance solutions by employees and managers is expanding at an unprecedented rate. As a result, work-life balance is an increasingly hot topic in boardrooms and government halls today. Over the coming decade it will be one of the most important issues that executives and human resource professionals will be expected to manage. This article provides the methods for you to accelerate the implementation of a very successful work-life strategy within your organization. First we cover why work-life is critical to the key objectives of your organization and its executive team. A brief history of work-life efforts follows so you can learn from the trial and error of others and avoid their mistakes. Finally, we describe the two parts of a successful work-life strategy and how you can most quickly and effectively implement them. Let’s start with the senior executive concerns and opportunities that work-life affects. Growth and profit impact. Accelerated on and off-the-job stresses and expectations are adversely affecting top and bottom-line growth, unnecessarily driving down productivity. A well-implemented work-life strategy greatly reduces both the real and perceived overwork and out-of-balance pressures that hamper productivity,......

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