Answer:
All medical terms must have at least one root word, but can have multiple. Some may not have a prefix.
Answer:
The end-diastolic volume.
Explanation:
The Frank-Starling law is also named as the Starling's law. This law explains the relationship between the end-diastolic volume and stroke volume.
This law propose that the stroke volume increases with the increase in the end-diastolic volume of the heart, all other factors remain same. Hence, the stroke volume is proportional to the end-diastolic volume.
Thus, the correct answer is option (b).
Besides getting the influenza vaccine, Paul should also receive the pneumococcal vaccine.
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Vaccines for older adults </h2>
A vaccination gives active acquired immunity against a specific infectious disease. A vaccination usually comprises an agent that looks like a disease-causing germ and is commonly manufactured from weakened or destroyed microbes, their toxins, or one of their surface proteins. The agent stimulates the body's immune system to detect and eliminate the agent as a threat, as well as any linked bacteria it may meet in the future.
PPSV23 and PCV13 are two pneumococcal vaccinations. Adults aged 65 and over should get the PPSV23 vaccine, according to the CDC. The PCV13 vaccine may also be required for some older persons.
Learn more about vaccinations here: brainly.com/question/4423710
Answer:
Whether it’s bad traffic, oversleeping or caring for a sick pet, employees offer up lots of different excuses when they show up late for work. As the manager, you may overlook it the first time. But what if it becomes a pattern?
Employee lateness is a widespread problem. A 2016 survey by CareerBuilder found that one in four employees admits to showing up late for work once a month, whereas 13 percent of employees say it’s a weekly occurrence. Managers say they hear all sorts of excuses: “A black bear entered my carport and decided to take a nap on the hood of my car.” “I was detained by Homeland Security.” “My hair caught on fire from my blow dryer.”
Employees who rarely arrive late to work should probably be given the benefit of the doubt—as there are valid reasons for being late. (Tires really do go flat!) But it’s generally in a manager’s best interest to confront employees who frequently—or always—show up late.
Late employees can reduce business productivity, especially if they aren’t making up for lost work time at the end of their shifts. Moreover, it hurts the morale and work ethic of other employees who might resent that the late arrivers aren’t getting called out or disciplined for their lateness. It might even encourage other employees to start showing up late to work if they see no consequence for the bad behavior.
But don’t despair. Businesses have many opportunities to boost the odds that employees will show up when they’re supposed to. Here are ways to discourage employees from arriving late, as well as how to deal with those who regularly do:
Explanation:
