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MIDDLE SCHOOL TEACHERS' PERCEPTIONS OF CYBERBULLYING by Tolulope Omolara Noah A Dissertation Presented to the FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree DOCTOR OF EDUCATION August 2012 Copyright 2012 Tolulope Omolara Noah
Object Description
|Middle school teachers' perceptions of cyberbullying
|Noah, Tolulope Omolara
|Author email
|Doctor of Education
|Document type
|Degree program
|Education (Leadership)
|Rossier School of Education
|Date defended/completed
|Date submitted
|Date approved
|Restricted until
|Date published
|Advisor (committee chair)
|Burch, Patricia E.
|Advisor (committee member)
Anderson, Lauren
Dwyer, David C.
|The prevalence of digital technology amongst today's youth has expanded the ways in which they can interact with each other. One negative form of interaction that has emerged is cyberbullying, where youth bully each other through digital and online tools. While several studies have examined students' and preservice teachers' perceptions of cyberbullying, there is a critical gap in the research literature about inservice teachers' perceptions of cyberbullying. Thus, the aim of this exploratory research study was to investigate middle school teachers' knowledge of cyberbullying, their experiences managing cyberbullying, their concerns about and confidence to address cyberbullying, and their perceptions of their role in preventing and responding to cyberbullying. The study was conducted at a public middle school (6th-8th grade site) within a suburban school district in the Western region of the United States. A qualitative case study approach was employed. In-depth interviews were conducted with six middle school teachers and three school leaders at the middle school using semi-structured interview protocols. The data from the interviews was read and coded to identify the predominant themes. In addition, seven school/district policy documents were analyzed for their inclusion of cyberbullying-specific policies and procedures. The data from the teacher interviews, school leaders interviews, and document analysis resulted in five key findings. First, teachers lack knowledge of the prevalence of cyberbullying on campus. Second, teachers lack knowledge of the school's procedure for handling cyberbullying. Third, teachers have had varied experiences managing cyberbullying. Fourth, teachers are more confident that they can identify cyberbullying than manage it. Lastly, teachers perceive themselves as having a definite role in preventing and responding to cyberbullying. Based on these findings, the following five recommendations for practice were made: conducting a school-wide cyberbullying assessment, providing cyberbullying professional development/training to teachers, developing a comprehensive cyberbullying procedure, including cyberbullying-specific policies in the school/district policy documents, and providing ongoing education about cyberbullying. Future research should be conducted about the impact of cyberbullying training/professional development on teachers' confidence to address cyberbullying and teacher practices as they pertain to educating students about cyberbullying. In addition, a comparative study should be conducted to examine the knowledge, perceptions, and experiences of teachers, students, school leaders, and parents in relation to one another.
|cyberbullying; middle school; technology; bullying; teachers; inservice; perceptions
|Part of collection
|University of Southern California dissertations and theses
|Publisher (of the original version)
|University of Southern California
|Place of publication (of the original version)
|Los Angeles, California
|Publisher (of the digital version)
|University of Southern California. Libraries
|Electronically uploaded by the author
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|Contributing entity
|University of Southern California
|Noah, Tolulope Omolara
|Physical access
|The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given.
|Repository name
|University of Southern California Digital Library
|Repository address
|USC Digital Library, University of Southern California, University Park Campus MC 7002, 106 University Village, Los Angeles, California 90089-7002, USA
|Repository email
|Archival file
|Page 1
|Contributing entity
|University of Southern California
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|Full text
|MIDDLE SCHOOL TEACHERS' PERCEPTIONS OF CYBERBULLYING by Tolulope Omolara Noah A Dissertation Presented to the FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree DOCTOR OF EDUCATION August 2012 Copyright 2012 Tolulope Omolara Noah


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I did the XTemplate; part II tutorial in the training section of Sencha Website, and all works great up to the use of Ext.TEmplate.from. When trying it, I get an error.
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SyntaxError: Expected token ')' sencha-touch.js:6
I thought that I did a mistake and look for it, but, a coworker tried the tutorial and get exactly the same bugs.
Any idea how to solve it
We download the latest Sencha Touch 1 Library.

subset: commoncrawl


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24-Hour TV News Station Dubbed the 'Jewish Al Jazeera' Launched
Jewish News One (JN1) Begins International Broadcast From Brussels
24-Hour TV News Station Dubbed the 'Jewish Al Jazeera' Launched
The first Jewish 24-hour TV news channel began broadcasting Wednesday in an effort to offer the international community an alternative to Al Jazeera.
Jewish News One (JN1) launched its broadcast from Brussels with producer Peter Dickinson announcing, "We are on air, JN1 began international broadcasting," according to European Jewish Press (EJP).
Competing with existing media conglomerates such as CNN, BBC, and Al Jazeera may prove to be a difficult task. For example, Al Jazeera TV broadcasts to more than 220 million households in more than 100 countries, according to its website. Several news agencies reporting on the station launch have dubbed JN1 as the "Jewish Al Jazeera."
JN1 is currently based in Brussels, with offices in Tel Aviv and Kiev. Plans include expanding to Berlin, Moscow, Paris, Washington, D.C., and London.
During the opening of the broadcast, Vadim Rabinovitch, Vice-President of the European Jewish Union (EJU), a group focused on promoting Jewish life in Europe, released dozens of balloons bearing the news station's logo to mark what he called "a historic day," EJP reported.
Rabinovitch is the co-owner of JN1, along with EJU President Igor Kolomoisky.
JN1 began broadcasting via satellite, cable network and Internet, to Europe, North America and the Middle East. Alexander Zanzer, who is the head of the Brussels bureau, said the station's focus is to present news from a Jewish perspective, according to EJP.
"We'll broadcast everything that is newsworthy: general news, economic, cultural and educational topics," Zanzer said. "The channel would like to give a broad view on world events through Jewish glasses."
Exclusive Op-eds from the Presidential Campaigns
Al Jazeera, which initially launched as an Arabic satellite news channel, has expanded to include Internet and other TV channels in multiple languages, including English. JN1 has similar plans to expand into other language markets.
"We plan to move forward with further languages including French, Hebrew, Italian, Russian and German," Dickinson said.


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Did you snag tickets to this year's sold-out Lollapalooza?
You might not need them to see your favorite acts Aug. 5-7 in Grant Park.
YouTube is expected to announce Friday plans to live stream Lollapalooza and Austin City Limits. The Chicago music festival will be promoted with a "Lollapalooza Week" on YouTube, and festival streaming will include live coverage of bands.
It's not yet known which sets will be streamed, as more than 130 bands are scheduled to perform on eight stages throughout the weekend.
Headliners include Eminem, Foo Fighters, Coldplay and Muse. Changes this year include a newly-expanded dance music area.
"For those of us who can't make it — we have YouTube," said Lolla founder Perry Farrell in a statement to the Associated Press. "Be a voyeur to this year's Lollapalooza. Watch as musicians offer their souls and the crowd devours them. You just may forget that you aren't really there."


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Warburton Size 9 Series Trumpet and Cornet Mouthpiece Top in Silver
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The Warburton Trumpet and Cornet Mouthpiece Tops are arranged in a progression from large to small in ascending numerical order. The Warburton Size 9...Click To Read More About This Product
Professional quality mouthpiece top for the Warburton two-piece system.
The Warburton Trumpet and Cornet Mouthpiece Tops are arranged in a progression from large to small in ascending numerical order. The Warburton Size 9 Silver Trumpet and Cornet Mouthpiece Tops feature a .610" inner diameter and a 1.050" outside diameter. The Size 9 mouthpieces feature nine cup designs to offer the player the most efficient mouthpiece with which to perform in any given playing situation.The ESV, ES, S, SV or M cups are an excellent choice for the player looking for a studio lead trumpet sound. The S, SV or M cups work well for a piccolo trumpet sound. The M, MC or MD cups work well for a brass quintet sound. The MC, MD, D or XD cups are designed for an orchestral sound. Once the desired cup is found, it can be combined with a Warburton Trumpet Backbore (sold separately) to best balance the sound and resistance of the mouthpiece and allow the player to fine tune their sound.
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Summary Report for:
33-3051.00 - Police and Sheriff's Patrol Officers
Maintain order and protect life and property by enforcing local, tribal, State, or Federal laws and ordinances. Perform a combination of the following duties: patrol a specific area; direct traffic; issue traffic summonses; investigate accidents; apprehend and arrest suspects, or serve legal processes of courts.
This title represents a group of more specific occupations. For additional information, please select one of the specific occupations below.
Credentials | Wages & Employment | Job Openings | Additional Information
Wages & Employment Trends
|Median wages (2019)
|$30.36 hourly, $63,150 annual
|State wages
|Local wages
|Employment (2018)
|687,100 employees
|Projected growth (2018-2028)
|Average (4% to 6%)
|Projected job openings (2018-2028)
|State trends
|Top industries (2018)
Source: Bureau of Labor Statistics 2019 wage data and 2018-2028 employment projections . "Projected growth" represents the estimated change in total employment over the projections period (2018-2028). "Projected job openings" represent openings due to growth and replacement.
Job Openings on the Web
Sources of Additional Information
Disclaimer: Sources are listed to provide additional information on related jobs, specialties, and/or industries. Links to non-DOL Internet sites are provided for your convenience and do not constitute an endorsement.


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All News Releases By Date
EPA Approves Plan by Northeast States to Lower Mercury Levels in Fish
Release Date: 12/27/2007
Contact Information: Nancy Grantham, (617) 918-1010
(Boston, Mass. - Dec. 27, 2007) - Today EPA announced the approval of a Northeast states' plan designed to lower mercury levels in fish throughout New England and New York. The plan calls for a ninety-eight percent reduction from 1998 levels of mercury from atmospheric sources in order to make mercury levels in fish low enough for the states to lift fish consumption advisories.
For several years the Northeast has experienced elevated levels of mercury in certain fish species that has resulted in thousands of fish consumption advisories at lakes and rivers across the region. The approved plan addresses the requirements of the Clean Water Act that require states to develop pollution budgets, or Total Maximum Daily Loads (TMDL), for polluted waters.
Thanks to the high level of collaboration with the Northeast states of Connecticut, Maine, Massachusetts, New Hampshire, New York, Rhode Island and Vermont, and the New England Interstate Water Pollution Control Commission there is now a scientific basis for taking specific actions to ratchet down the release of mercury into water bodies.
To establish the mercury reduction targets each state carefully analyzed fish tissue, evaluated information on atmospheric sources of mercury and estimated the level of reduction needed to meet the target levels in fish. Given the consistency of mercury levels in fish throughout the region, and the regional consistency of mercury inputs from the atmosphere, EPA believes the collaborative approach among the states is a logical and effective way to address the problem.
The plan was reviewed jointly by EPA regional offices in Boston and New York. The establishment of this mercury reduction plan builds on a number of on-going efforts by the Northeast states to lower mercury levels.
More information:
- Northeast Regional Mercury TMDL (PDF Document, 113 pp.) (https://www.epa.gov/region1/eco/tmdl/assets/pdfs/ne/Northeast-Regional-Mercury-TMDL.pdf)
- How EPA and states use TMDL information to protect waterways (https://www.epa.gov/region1/eco/tmdl/index.html)
# # #
Document edited on 1/09/2008 - revised URL for TMDL document
Search this collection of releases | or search all news releases
View selected historical press releases from 1970 to 1998 in the EPA History website.


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Did you know that "the majority of essential oils and their components pass through the skin and the organism and can be detected in exhaled air within 20-60 minutes?" Price (2007)One of the most effective ways essential oils get into the body is through application on the skin:
Here are some ideas for you:
CompressesThis is my favorite method of application for acute pain.
I prefer to do alternate compresses, first a hot one, then a very cold one.
As evaporation is reduced, absorption of essential oils may be increased.
With 2 empty bowls:
• Add a teaspoon of regular salt to each
• Add a total 6 drops of the essential oil of choice to each bowl
• Fill one with warm water
• Fill the other with iced cold water
Use one small towel for each bowl and alternate compresses onto the painful area.
For menstrual cramps use RADIARE Essential Oil Blend, or blend Clary Sage, with Geranium.
For migraines and headaches use MEMORIA Essential Oil Blend, or just Lavender and Peppermint essential oils.
For muscle cramps and strains use Blue Chamomile and Ginger essential oils.
For dyspepsia and digestive cramps use CLARO Essential Oil Blend or Peppermint and Lemon essential oils.
In the Shower
This method has both a physical and emotional positive effect and allows you to use your oils on a daily basis to achieve the best results.
1) Put 3 to 5 drops of the essential oil on a washcloth.
2) While showering, place the washcloth on your chest and allow the heat of the shower to release the vapors of the essential oil.
To wake you up and get alert for your day use Energia Essential Oil Blend, or Rosemary, and Spruce essential oils.
To open your sinuses and to help you breathe better use Immune Support Essential Oil Blend or Eucalyptus essential oil.
At night, for a great restful sleep, use Sleep Time Essential Oil Blend, or Lavender combined with Mandarin.
In the Bath
This valuable method involves water and inhalation.
This is one of the most important and effective forms of treatment in aromatherapy!
First, fill a bath with warm water, then combine a total of 10 drops of essential oils and with 1/2 cup of heavy cream. Add this preparation to the water.
To help you restore and replenish during the cold and flu season use Immune Support Essential Oil Blend created with antiseptic, antibacterial essential oils.
To help your muscles relax after a stressful day use Pine and Black Spruce oils.
To help uplift up your mind and heart use ALEGRIA Essential Oil created with happy, euphoric essential oils.
To help you sleep better use SLEEP TIME Essential Oil created with sedative, calming essential oils.
As the perfect prelude to your date use ROMANCE Essential Oil , created with sensual, exotic essential oils.
Remember that skin penetration in the bath is increased, so the following essential oils should be avoided: basil, cinnamon, fennel, orange, peppermint and the essential oil blends: Memoria and Claro, as they may be irritating to the skin.
Massage with Essential Oils
For this method, essential oils should be diluted in a Carrier oil, or vegetable oil base.
The carrier oil in our Aromandina products is a combination of fractionated coconut oil, golden jojoba and Tamanu oil and we have different Body Oils for different problems and conditions.
For acute or chronic pain, apply Pain Begone Body Oil liberally onto the painful areas.
For varicose veins apply Circulation Body Oil very gently, locally to varicose areas with light strokes in an upward direction.
To help relax the muscles before bed apply Sleep Time Body Oil behind your neck, on the soles of your feet, and on your solar plexus.
To break down unwanted fat in tissue and release retained water apply Detoxing Body Oil on the areas you need to lose weight. Apply twice a day for better results.
To increase your energy levels during the day and support your adrenal glands apply Adrenal Support Body Oil every morning focusing on kidney area.
To relive menstrual cramps and provide a feeling of well-being to any feminine imbalance apply Woman's Help Body Oil on your womb and lower back area.
If you prefer to create your own body oils, add a total of 60 drops of your preferred essential oils to a 4 oz bottle of carrier oil, be creative!
© 2011, Cristina Proano-Carrion, Aromandina LLC
This information is based on traditional use of aromatherapy and it does not intend to diagnose or treat any condition. This information should not be used as a substitute for medical counseling with a health care professional. No part of this article may be reproduced in whole or in part without the explicit written permission of Aromandina.SaveSave


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Everything's changed -- money sources; competitive strategies; how technology gets used and how partners get called on; who the founders are and how they manage, do research, and think about growth. In short, the new new-business model isn't what you're used to
Starting a business has always been a Bungee jump. Call it thrilling, terrifying, addictive perhaps. But never safe. Ideas fail to hold. Markets are missed. Not everyone bounces back. Still, time was when even the least resilient business could count on one safety net. It was called a growing economy. In the mid-1980s expanding markets might have indulged the sins of inexperience and given even a half-baked start-up another try. Not so, today. Hard times have made starting a business an entirely new endeavor with no margin for error. One that demands more precision and more perseverance from a new breed of founders. They are the survivalists of the '90s, launching their ventures in a punishing environment -- amidst capital shortages, crowded markets, and a stubborn recession. Conditions may not improve too soon, with long-term forecasts promising modest economic growth of only 1% or 2% a year. And although the hostile climate is sidelining many (start-up rates are down nationally), founder fever continues to run high among a diverse group of would-be entrepreneurs. More experienced, more deliberate, more sobered by the times, these new converts grow daily in number. Who are they?
Founders Are More Diverse
More Women
More Minorities
More Corporate Refugees
Count among the entrepreneurial ranks in the '90s nearly as many women as men, and founders who are likely to be older, better educated, and equipped with more skills and accumulated capital than the generation before them. People like sales manager Julie Logue and her husband, Kitson -- a veterinarian and an M.B.A. -- who cashed in a 401(k), sold the Mercedes, and poured their savings into staking out a small niche selling dietary dog treats from South Bend, Ind. Or Susan Michaels, the popular host of a television talk show in Seattle, who sank several years' savings from her six-figure salary into a retail shop for women. Or Ed Bettinardi, age 55, who left a position as vice-president after 30 years with Manville Corp. to start Innoventions, in Littleton, Colo., with his partner.
More Women. At 33, Susan Michaels could already hear the clock ticking. "There are lots of old farts in television, but how many are female?" she reasoned. "I knew sooner or later, I was not going to have a job in broadcasting." Looking pretty and pert made for a less-than-secure living. Besides, after 13 years, it was getting old. So was moving from market to market. "I was never one of those people who wanted to be their own boss," she recalls. "I just got tired." With a year left on her contract, the Seattle talk-show host resolved to start her own business renting formal wear to women in nearby Bellevue. As a local celebrity and regular at charity balls, she'd have a head start.
There are thousands like her. One of the fastest-growing entrepreneurial factions, women now own almost one out of every three sole proprietorships in the country. They are starting businesses at more than twice the rate men are, reports the Small Business Administration (SBA). On average, like Michaels, these women garner 10 to 12 years of experience before opening their doors. And they do it, in many cases, for almost reactionary reasons: to escape the glass ceiling, gain the flexibility to raise a family, or win access to opportunities closed off to them in a corporate world.
More Minorities. While white men remain the dominant flavor today, look for an already mixed menu of entrepreneurs to become even more varied. The '80s ushered in profound changes in the assortment of people starting businesses. Between 1982 and 1987 (the most recent Bureau of the Census figures available), minorities started businesses at twice the rate white men did. The number of minority-owned companies jumped 64%. Asians nearly doubled the number of companies they own. Hispanics increased their business ownership by 80%. Blacks, too, showed signs of increasing business ownership.
More Corporate Refugees. Early anecdotal evidence suggests that growing numbers of those turning to entrepreneurship are corporate refugees, pushed rather than pulled into their new ventures by joblessness and career immobility. More than half a million jobs have been lost since July 1990, more of them white collar than in any other recession in history. As many as one out of every three jobs lost in the last two years has been eliminated permanently.
As a result, finding a new job, in some industries, is now no less arduous than launching a business. Outplacement firms counseling discharged executives report a dramatic rise in the number who opt to go it alone. A study published by the National Federation for Independent Business in 1990 revealed that one in four entrepreneurs were unemployed before starting a business. There's no telling how many others may have been insecurely employed before striking out on their own. The entrepreneurs of yesteryear may have been driven to start a business, come hell or high water. In the 1990s it's the hell and high water that will be driving many into business.
Take Kitson Logue. When the $200-million pet-food company where he worked went through a second buyout, it may have posed no immediate threat to his marketing job, but it promised to wreak havoc on his personal life. "These buyouts and mergers turn your life upside down. It looked as if every year and a half we'd have to pick up and move to another city. I wanted to get control of my life," he explains. At age 33, he solved the problem by starting Stewart Pet Products with his wife, Julie.
They Are Better Prepared
As Managers
As Industry Insiders
With Market Research In Hand
Wild-eyed dreamers? Never. On a hunch? Not on your life. Outsiders? No way. These well-trained, well-heeled, and well-prepared late bloomers are no novices. They'll be ready to go solo. Because more will emigrate midcareer from previous professions and larger organizations, they'll come with the skills and assets to construct a business.
As Managers. They may be newcomers to entrepreneurship, but they're likely to be old management hands. "I saw a lot of entrepreneurs who did not have the experience, background, connections, or capital I had," says Ed Bettinardi, the former vice-president of Manville Corp. "And I thought, Why can't I do this?" After 30 years, he had salted away a stash of savings and experience. He had held positions that ranged from corporate planning to systems management. After doing consulting for several small companies -- "watching a lot of them borrow money, then piss it away" -- he found his own rough gem of an idea: a reading device for the visually impaired. "When I looked at the combination of experience and capital I had, it was a natural thing to do." And he had a warehouse of expertise to call on: he knew how to research the market, cost the product, source parts, woo suppliers, handle regulators, and analyze risk. Most important, he knew how to sell. Someone with less savvy might have spent twice as much to launch the company.
As Industry Insiders. Founders in this decade will pack an oversupply of one quality that has long characterized companies that grow and survive: industry experience. In a tougher marketplace with a low tolerance for error, they'll need more of it. And with large corporations continuing to hemorrhage managers, the new converts to entrepreneurship will be coming to their ventures smart. Industry insiders, such as veterinarian Kitson Logue, have a clear advantage. He'd spent a decade in the animal industry, including several years in marketing for the leader in premium pet foods, before launching Stewart Pet Products. The experience gave him the eyes to spot a neglected niche in the biscuit market. When he decided to introduce a dietary product through veterinarians, he knew the market, the channels, and the potential competitors by first name. "I had the credibility of being a vet. I understood the professional markets and how they buy. I knew all the players in the industry. I could list the distributors by name." He knew whom to call to check a potential customer's paying habits. He even knew the consultant a rival had hired to spy on him. "It came with being in the business awhile."
With Market Research in Hand. Whether they've previously worked in an industry or not, the founders of the '90s will complete their homework before entering it. Some, like Susan Michaels, may be inspired to start businesses they knew as dissatisfied customers. It won't be some vision thing that will propel this crowd into business. It will be cold research. "I knew television. I did my hair and asked questions for a living; what did I know?" Michaels confesses. To compensate, she worked on a business plan for 18 months. It ultimately helped her secure a line of credit against personal assets. In the process, she undertook an exhaustive analysis of the market in Seattle for renting formal wear. There were 20,000 weddings, and 600 galas a year, attended by 300 to 1,000 people. She interviewed corporate event planners, studied the cruise market, counted proms, surveyed the distribution, height, and weight of local women. She devised an equation to determine sizes and quantities of dresses to carry. She ran the numbers until she figured out how to turn a profit on the second rental of each dress. "I was not going to go on gut instinct."
Similarly, Ed Bettinardi conducted research with dozens of focus groups before putting his prototype into production. He visited hundreds of visually impaired people and called on their physicians and support groups. "Few people appreciate how much you need to know about a customer," he says.
They'll Seek Alternative Seed Money
From Savings
From Partners
Talk to entrepreneurs trying to finance a start-up these days, and you'll almost believe in a conspiracy theory -- in cahoots to choke off capital for fledgling companies are the recession, the banking crisis, the decline of venture capital, and the downturn in real estate, not to mention a daunting capital-gains rate inhibiting the self-made millionaires who bankrolled so many start-ups in the '80s. Even high-flying technology starts, accustomed to a healthy diet of venture capital, are going hungry.
Of course, most start-ups, lacking cash flow or credit history, have never done much more than fantasize about bank loans. But the collapse of the real estate markets (particularly on the coasts) has made dreams of bank financing even more remote. Bad real estate loans have siphoned off the capital that a few bold bankers might have lent to start-ups. Even worse, the downturn has devalued many founders' key cache of personal equity: their homes. A second mortgage -- often the best last resort of a capital-starved founder -- may no longer cover the cash needs of the first few months.
From Savings. Moribund capital markets make it plain: when it comes to seed capital, more founders will be bringing more of their own. Who'll have it? Not many. But once again corporate managers with blue-chip salaries stand a better chance of bankrolling their companies. "I've funded this whole thing myself," reports Bettinardi. "Prudent investing and saving -- that's where I found the equity."
Of course, not everybody will be able to afford to sing that tune. The Logues held a series of going into business sales -- first the car, then the house. After chasing investors for the first five months, they realized, "If we keep this up, we're not going to have a business to finance." They decided to sink their savings into getting a product out the door. "We had $20,000 to $30,000 in Julie's 401(k)," Kitson Logue says. "We just had to bite the penalty on cashing it out." While they eventually secured a bridge loan and a line of credit through a state revolving fund, they nonetheless sold one car, the Mercedes, for $13,000, and sold their house for considerably more. "In the end we put in well over $100,000 of our own money," notes Julie. "I invested every single penny I had."
From Partners. Few founders in the spartan '90s will be able to afford going it alone. So more will resort to partners as the best, perhaps only, source of equity. The price of taking on partners can be high: less equity (as a percentage), less income, and less control. But for some there's little choice. If they can't romance a banker or an angel, and can't pay for the talent they need, they may be forced to buy it with equity. Someone else's savings and skills may be just the propellant needed to launch the business.
In many cases, it's not just the capital that runs in short supply. It's the skills and man-hours required. "It just cannot be done by one person," contends Bettinardi, whose partner brought sales prowess. Michaels agrees. "You just need more than one person to start it. I can't imagine having worked more hours than I did at the beginning. The business needed two, sometimes three, of me."
Michaels recruited a minority partner who holds 37%. (Her husband holds 12%.) "I wanted someone with no family obligations, $30,000, and the willingness to work her butt into the ground." Her partner -- she interviewed three prospects -- ran the shop for most of year one while Michaels kept her job in television -- "for the visibility," she explains -- and handled sales and marketing.
Look for partnerships, a time-honored tradition in American business (even Sears needed Roebuck), to be on the rise. A partner can add complementary skills and compensate for weaknesses. Growth companies, especially technology start-ups, have long recognized the advantages that partners bring. More than half of them have been founded by teams of two or more, research shows. In the '90s, fast-growing or not, companies will live and die by the expertise of their founders. The more founders, the savvier.
They'll Run Their Companies Differently
Selling Internationally
Using Technology
Controlling Growth
Since time began, start-ups have hatched in the cracks and crevices that bigger companies overlook. But niches aren't simply small these days. They're subatomic. Take the Logues' dietary dog biscuits. While 40% of U.S. dogs may be overweight, the market is still petite. Bettinardi knows that his market -- the legally blind -- taps out right now at 2 million, tops. And Michaels's is, well, a specialized specialty shop.
But wee niches don't mean stunted growth. In a highly competitive pet-food industry, dominated as it is by a couple of Saint Bernards, Kitson Logue says a microniche and alternative channels of distribution are what enable him to grow. Nonetheless, to keep good growth and margins, management strategies during the '90s will rely on a variety of techniques barely visible in the '80s.
Outsourcing. When large companies took to outsourcing, it helped fuel growth in the '80s. Farming out work once done in-house created opportunities for new players. While that practice is expected to continue, start-ups won't simply be beneficiaries of outsourcing. They'll be skilled practitioners. Outsourcing is becoming the strategy of choice for more and more companies.
Even if capital weren't the issue (and it is), the tiny niches these start-ups inhabit allow no room for capital-devouring equipment or capacity. There are no economies of scale to small production runs and micromarkets, so start-ups can't afford to sink cash into bricks, sticks, or paychecks. "We want variable costs instead of overhead," says Kitson Logue. "The less fixed cost you have, the more survivable you are." That means keeping a light balance sheet and thriving on a limited diet of capital equipment and employees. Some companies are already outsourcing everything. Rather than tie up cash building a product, they let others -- manufacturers peddling excess capacity -- worry about making it.
The Logues have doubled sales in each of the past three years, closing in on $1 million. They've grown their specialty-pet-food business without a factory, without a warehouse, without a sales force or employees. They shoulder a payroll of one. "We're sellers and marketers; we don't want to have to worry about the rest," says Kitson.
From the Logues' three-room office in South Bend, 10,000-pound shipments of dog biscuits are shuttled around the world with one fax, two phones, and a PC. One vendor ships a premix of the product to the couple's manufacturer, who sends the biscuits on to the packing warehouse, where workers customize orders and send them out to distributors and reps in five countries. A direct-mail house handles samples. A free-lance artist designs the packaging and some advertising. "We are at the hub, directing traffic," says Kitson.
Like Stewart Pet Products, the Logues' vendors are small. Largely local businesses, they "don't know the meaning of minimum order" and consider Stewart a "decent piece of their action." Although the Logues pay a premium for farming out so much, they eliminate inventory-carrying costs and win a furlough for their cash. "We give up some margin and some control," Kitson concedes. Plus, outsourcing the bulk of their operations requires vigilance. They police quality closely, talking to vendors every day. "Our job is to put a stick in their ribs and do to some degree what GM does. You have to write specs telling vendors every step of the process. It's an endless sequence of small details."
Bootstrapping. Life on a low budget may prove a chronic condition, not just a passing phase for start-ups. Welcome to innovation's real frontier in the '90s: cash flow. With start-ups self-financed and lean for life, the point of the game of business will be making sure cash goes out later, and preferably only after a product is successful. More art than science, the practice of bootstrapping will call for a panoply of techniques including long terms from suppliers, advances from customers, presold orders, rampant subcontracting, royalty financing, and equipment that is used or leased or, preferably, both. And don't forget the credit cards. At one point Kitson Logue could barely fit all of his into his wallet and comfortably sit down.
Rather than tie up too much cash in product development, founders such as the Logues will experiment on inexpensive trials and small runs. "You won't make a lot of money on them, but you'll find out if something works." They'll concentrate their resources and their efforts on distribution, making sure that once in the channels, products move off the shelves. "We pay a lot of attention to distributors and sales reps. They have 2,000 products. We want them to talk about ours," says Kitson.
To cut expenses, the Logues produce most of their own marketing and advertising material for the veterinary channels. A photo in one recent brochure illustrates that: "The vet behind the counter is Julie, the customer is a free-lance graphic designer, and the dog is ours. I was off camera waving a french fry at the dog to keep his attention." Naturally, taste testing is done in-house -- by Sharley, the collie.
Kitson claims even his location in South Bend is a bootstrapper's paradise. "You'll find a better-than-average hourly work force. Companies that have left town have left some decently trained people behind." The cost of living is low enough that "on a decent wage you can live like a king." And a 500-square-foot office, located in a state-designated enterprise zone, goes for $500 a month.
Not many will overlook the value of free publicity. Susan Michaels leverages her media savvy to garner lots of PR, which inevitably builds traffic through her shops. "I've had so much publicity, it's incredible." Her store additions are do-it-yourself jobs that cost $4,000 instead of the $20,000 that others might spend.
Though cheap, bootstrapping exacts its price. In opportunity costs, for example. A founder is bound to pass up chances to grow, for lack of financing. "We have to take the easiest and cheapest opportunities we can to get the furthest the fastest," Kitson Logue says. "That means smaller markets where we can get distribution more easily."
Often the costs of bootstrapping are paid personally. "We have had our backs to the wall plenty. Times when we couldn't make a house payment, couldn't make a car payment," says Kitson. "It takes sheer determination and resourcefulness to grow a business this way."
Selling Internationally. More start-ups will find their primary markets far from home. A growing chorus of economists forecasts that the economies of Europe and Japan will grow twice as fast as the United States' this decade. Latin America's will grow even faster. What it means for start-ups is a precocious pursuit of international sales. They're going to have to tap overseas markets sooner.
"If you don't go global immediately," notes Patricia McDougall, associate professor at Georgia Institute of Technology's School of Management, "you don't have an international spirit in your company. When you eventually do go global, you've got a lot of domestic inertia in the company, and it's harder to do it."
But selling internationally requires more capital. Kitson Logue, who began selling abroad in the company's second year, admits to the overseas opportunities, but says, "They're just harder to finance." Currency exchange is inhibiting. And foreign customers want longer payment terms. "It really sucks up the cash," he laments.
Using Technology. There's no dispute: technology has lowered the cost of entering business. Why, $5,000 easily gets a phone, a fax, and a computer today. For the lion's share of start-ups -- services -- that's enough to put them, at least marginally, in business.
No longer simply a basic tool, technology has become a more critical competitive advantage for start-ups today. Computer control enables companies to customize products and compete for new customers in ever tinier niches.
For Susan Michaels, her information system is her link to the hearts, minds, and hemlines of her customers. She tracks everything from inventory to her customers' birth dates on her computer: She knows each one's dress size; height; weight; age; waist measurement; shoe size; and preferred colors, styles, hemlines, necklines, and sleeve lengths. She knows which formal events they attend and when. She can guarantee identical dresses aren't rented for the same event.
Michaels and others like her look to automation not so much to control costs but to grow. The shortage of entry-level workers -- fewer people will come into the labor market in the '90s -- should force more incipient business owners to leverage technology. Smart companies will begin to use computers to think strategically. "You have to realize this is the way the marketplace is going," says former SBA economist Thomas Gray. "If you don't do it, competitors will, and they'll kill you."
Controlling Growth. Fewer start-ups can bank on riding a high-speed rail to $100 million in the '90s. Growth, when it comes, will come grudgingly. Many starting out today have resigned themselves to the dilatory ride. "I'm not looking to grow to a huge industrial complex," says Kitson Logue, who anticipates that growth without investors will plateau. "We may just have to slow the horse down a bit. But it's not going to break my heart."
In a similar spirit, Michaels casts a cold eye on growth, even though her earnings could support it. "We're not trying to blow the doors out," she says. "There's a danger when you achieve some success early on to expand, expand, expand. We're trying not to make too many mistakes. We want to go slowly." She says she will limit growth to four stores.
Is this a failure of courage or vision? Are these fainthearted entrepreneurs? Or do they have their eyes on other goals? Such as profits. And what they want out of the business. After all, when the business is personally financed, they have to be as attentive to the bottom line as to the top. Michaels became profitable within the first six months.
The Logues were profitable every month last year but one. "This year we'll drop 2% to 3% to the bottom line," Kitson notes. "We've got to be at least marginally profitable. Just in case we want to attract a banker. Besides, a loss comes out of our pocket."
Perhaps their measured approach to growth makes these businesses hardier ventures. Companies that grow more slowly are bound to have better control of their cash. Over time it may mean better growth and better profits.
The marketplace today shows a start-up little mercy. Truth is, it's hardly been this difficult since Hoover. The evidence is only too plentiful: An economy lingering in anemia. Seed capital in scarce supply. Banks too troubled to lend. Real estate values tumbling. Corporate profits and expenditures down. Withered confidence and weak spending by consumers. Companies small and large competing for shelter in the bankruptcy courts. It makes the '80s start-up look like a garden party.
So how can it be any fun? The rewards of starting a company have never been less obvious. Why are so many nontraditional entrepreneurs daring it? Maybe because the business is not all there is to their lives.
What founders such as Michaels, Bettinardi, and the Logues seek is not mercurial growth. It's not a trove of equity or an army of dedicated and grateful employees. They don't long to revolutionize their industries or be lionized in the press. What they want, instead, is license. To work as they want, live where they will. To have a life, not just a balance sheet. To some degree, they are starting businesses for the reasons founders always have: Freedom. Control over their lives. Financial comfort for their families. Desire for autonomy and control consistently outranks wealth in surveys attempting to plumb the complex motivations of men and women who start businesses. But what distinguishes this generation of entrepreneurs is a conviction that their companies remain subordinate to (instead of a substitute for) the rest of their lives.
Maybe it's a return to simpler values. Ed Bettinardi wanted to live in the same house in the same Denver neighborhood. He wanted to be able to send his kids to college and someday retire. Susan Michaels wanted to call her own shots after a nomadic broadcasting career. She craved more time with her husband at their country home. Julie and Kitson Logue wanted to raise a family in South Bend, spend their weekends riding horses and rooting for the Irish. Surely, a thriving business could deliver all that.
But not at the start. Their humble ambitions notwithstanding, their infant companies, in every case, demanded the time and energy the founders had pledged to their personal lives. "It's taken more time, more money, more work, more everything," reports Kitson Logue. He and Julie have had to postpone children as a result. Since starting his business, Bettinardi sees less of the family he vowed to support. For Susan Michaels, the summer passed before she picked even one blackberry from the bushes on her land.
Not that you'll hear disappointment in their voices. Just patience. The rewards, if modest and hard won, are nonetheless sweet. "I'm a guy who should be out vaccinating dogs," says Kitson Logue. "Running this business, two days are never the same -- two hours are never the same." Three years into it, older, heavier, suffering from "bad guts," he concedes the returns have failed to come in torrents. "We haven't made a gigantic monster of a business." But he measures his yield in satisfaction, anyway. "You know, if the bugger went belly-up tomorrow, we'd still have a pretty good feeling of having accomplished something."


text:
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text:
In this game you throw two dice and find their total, then move the appropriate counter to the right. Which counter reaches the purple box first?
Play this dice game yourself. How could you make it fair?
Find out about the lottery that is played in a far-away land. What is the chance of winning?
Roll two red dice and a green dice. Add the two numbers on the red dice and take away the number on the green. What are all the different possible answers?
All you need for this game is a pack of cards. While you play the game, think about strategies that will increase your chances of winning.
Have a go at this game which involves throwing two dice and adding their totals. Where should you place your counters to be more likely to win?
Are these domino games fair? Can you explain why or why not?
Terry and Ali are playing a game with three balls. Is it fair that Terry wins when the middle ball is red?
A simple spinner that is equally likely to land on Red or Black. Useful if tossing a coin, dropping it, and rummaging about on the floor have lost their appeal. Needs a modern browser; if IE then at. . . .
Kaia is sure that her father has worn a particular tie twice a week in at least five of the last ten weeks, but her father disagrees. Who do you think is right?
Can you beat Piggy in this simple dice game? Can you figure out Piggy's strategy, and is there a better one?
A maths-based Football World Cup simulation for teachers and students to use.
Charlie thinks that a six comes up less often than the other numbers on the dice. Have a look at the results of the test his class did to see if he was right.
What can you say about the child who will be first on the playground tomorrow morning at breaktime in your school?
What statements can you make about the car that passes the school gates at 11am on Monday? How will you come up with statements and test your ideas?
You'll need to work in a group for this problem. The idea is to decide, as a group, whether you agree or disagree with each statement.


text:
- Rapid, direct labeling of purified or crude cell lysate means no gel staining needed
- Visualize your protein of interest in gel and even within the cassette alongside reference Benchmark ™ protein ladder as well as total protein in contrasting color
- Westerns are no longer necessary to confirm TC-tagged proteins
Our TC-FlAsH Expression Analysis Detection Kits are a rapid and easy way to confirm the presence of your protein of interest tagged with a tetracysteine (TC) tag. The simple setup permits the use of crude or purified cell lysate, requires 13 minutes of prep time to stain the proteins for loading, and better still, permits visualization of your protein of interest in gel and even within the cassette, and no more gel handling or gel staining mess. The contrasting stain in either red or orange allows visualization of your total protein alongside the Benchmark™ total protein ladder for reference.
Protein detection using TC-FlAsH Expression Analysis Detection Kits in polyacrylamide gel. Images are of TC-tagged proteins, both purified and in crude lysate, and Benchmark ladder run on a SDS-PAGE 4-20% Tris-glycine gel. Green pseudocolor is for TC-tagged protein detection, obtained with 473nm excitation with 520nm long pass emission filter and red pseudocolor is for total protein detection, obtained with 633nm excitation with 675nm long pass emission filter on a Fuji FLA3000 laser scanner. With FlAsH detection, only TC-tagged proteins appear with the Benchmark Fluorescent Protein Ladder (LC5928). With total protein detection, all proteins present are detected, including TC-tagged proteins. No post-staining was performed and gels were able to be imaged in-cassette.
- The small 6-amino acid 1 kD tetracysteine tag (CCPGCC) and FlAsH stain described by Roger Tsien offer the high specificity, high sensitivity, and flexibility needed for protein labeling.
- Molecular Probes® now offers tools for rapidly identifying TC-tagged proteins in gels as well as in-cell for microscopy.
- Imaging will require a Safe Imager, UV box, or laser scanner and appropriate filters.
Table 1. The specificity of the TC-Tag provides accuracy as well as sensitivity
|TC-FlAsH vs. Other Tags
|Covalys SNAP tag
|Invision His-tag
|Sensitivity in cassette
|at 488: 4 ng
at UV: 60 ng
|Sensitivity out of cassette
|at 488: 250 pg
at UV: 1 ng
|at 488: < 20 pg
|at UV: 30 ng
|at UV: 5 ng
|Total protein sensitivity at either 665 or 620 nm
|Orange: IN 100 ng/OUT 12 ng
Red: IN 100 ng/ OUT 50 ng
Table 2
|Excitation peak (nm)
|Emission peak (nm)
|Filter recommendation
|TC-tagged protein
|500 mid-UV
|535 mid-UV
Kodak #15
|Orange total protein
|580 mid-UV
|620 mid-UV
Kodak #22
|Red total protein
|650 mid-UV
|665 mid-UV
For Research Use Only. Not for use in diagnostic procedures.


text:
by Matt Slick
Another argument raised by the egalitarians in support of women being an authority is the case of Junia in Romans 16:7. It is said that Junia, a woman, was an apostle. Since apostles are in place of authority, then Junia demonstrates that women can be in authority over men in the church. There are several issues involved here. Let's take a look at them.
First, there is debate on whether or not Junia is a feminine noun or not.
"The church father Chrysostom (died A.D. 407) referred to this person as a woman (Homily on Romans 31.7; NPNF 1, 11:555) but the church father Origen (died A.D. 252) referred to Junias as a man (MPG 14: 1289), and the early church historian Epiphanius (died A.D. 403) explicitly uses a masculine pronoun of Junias and seems to have specific information about him when he says that "Junias, of whom Paul makes mention, became bishop of Apameia of Syria" (Index disciplulorum 125.19- 20). 1
Alright, so we can see that there is disagreement even among early church fathers on the gender of Junia. But, what do others have to say?
- AV translates as "Junia" once. 1 a Christian woman at Rome, mentioned by Paul as one of his kinsfolk and fellow prisoners.2
- Junias, a Christian to whom Paul sends greetings in Rom. 16:7. It is unclear whether a masculine (Junias) or a feminine name (Junia) is intended (the masculine is not found elsewhere ). If a woman, Junia may be the wife of Andronicus. It is significant that the two are perhaps referred to as 'apostles.'3
- Junia is feminine—perhaps Andronicus' wife? rsv Junias would be masculine, contracted from Junianus.) Affectionately greeted by Paul (Rom. 16:7) as (1) 'kinsmen', i.e. probably fellow-Jews, as in Rom. 9:3.4
Different sources see Junia as male and a female. But, if we look at the word strictly as being masculine or feminine, it appears that it is feminine.5
|noun, masc., Singular accusative
sing. accus.
|verb, 3rdp.,
|article, masc., plural, dative
|noun, masc., plural, dative
In Table 1 above, the Nestle-Aland Greek New Testament gives the interlinear parsing of Junia as "noun, feminine, singular, accusative." On the other hand, when the same word is analyzed in Gramcord (a biblical language analysis program attached to that same interlinear), it shows both Masculine and Feminine parsing. So, which is it?
It is difficult to determine since evidence seems to support both options. But it seems that the majority of references support the feminine form--though we cannot say it is conclusive. Alright, if Junias is feminine, then what does it mean and how do we translate the words mentioning the apostles? This is important. Let's take a look at how different Bibles translate the relevant part of Romans 16:7.
|Translated as . . .
|Bible Translation
|who are of note among the apostles
|Darby, ASV, KJV, NKJV, YLT
|they are men of note among the apostles
|They are well known to the apostles
|They are outstanding among the apostles
|are prominent among the apostles
|They are very important apostles
|They are highly respected among the apostles
So, different translations show this verse differently. We have to ask if Andronicus and Junia are known among the apostles, or are they apostles? Were they man and wife or close companions? Different translations suggest different options.
Are there Different kinds of Apostles?
The Greek word for apostle, "apostello," occurs over 80 times in the New Testament and over 700 times in the LXX.6 Since apostles did not exist in the Old Testament times, we have to understand the word to mean someone who was sent and/or was a messenger; and that is exactly what the word "apostle" means, "sent one." So, an apostle is someone who has been sent to transmit a message per the instructions of the sender. Let's look at how it is used in the New Testament.
First, it is used in the reference to those in the inner circles of Jesus' 12 apostles. In order to be one of "the twelve" a person had to be with the witnesses from the beginning of Christ's ministry until the day that Christ was taken from them. Acts 1:21-22, "It is therefore necessary that of the men who have accompanied us all the time that the Lord Jesus went in and out among us 22 beginning with the baptism of John, until the day that He was taken up from us--one of these should become a witness with us of His resurrection." So, there is a type of apostle that is restricted to the 12. We could say that even Paul didn't fit into that category.
Second, though Paul was not one of the original twelve apostles, he was considered an apostle later on (Acts 14:14). After all, Jesus appeared to him (1 Cor. 9:1) and commissioned him. Paul even refers to himself as an apostle (Gal. 1:1).
Third, Barnabas is called an apostle along with Paul in Acts 14:14. In Acts 14:8-18 Paul and Barnabas are together at Lystra and Paul heals a man--but not Barnabas. In Acts 15 Paul and Barnabas were sent to Jerusalem concerning the issue of the gentiles being circumcised. Though Barnabas is an apostle, we have no record of his performing miracles or writing scripture. So, in what sense was he an apostle? He is called one but he isn't one of the 12, was apparently not commissioned by Christ, and performs no miracles. So, we can conclude that there is a type of apostle that isn't directly commissioned by Christ and performs no miracles.
Fourth, Jesus is called an apostle in Heb. 3:1, "Therefore, holy brethren, partakers of a heavenly calling, consider Jesus, the Apostle and High Priest of our confession." What are we to make of this? Simple, Jesus was sent by the Father (John 5:23); and in that sense, he was an apostle.
Fifth, there seems to be a generic category of apostles as "sent ones" and messengers. Consider 2 Cor. 8:3, "As for Titus, he is my partner and fellow worker among you; as for our brethren, they are messengers (apostoloi) of the churches, a glory to Christ." Also, Phil. 1:19, "But I thought it necessary to send to you Epaphroditus, my brother and fellow worker and fellow soldier, who is also your messenger (apostolon) and minister to my need." And, John 20:19, "Jesus therefore said to them again, 'Peace be with you; as the Father has sent (apostalken) Me, I also send (pempo) you.'" We can see that the Greek term "apostello" doesn't just mean an apostle but someone who is sent.
Sixth, since one of the qualifications of being an apostle is having been involved in Christ's earthly ministry before his crucifixion and then having seen the risen Lord later (Acts 1:21-22), we could make the case that an apostle would be anyone who fits this category. In that case, there could be hundreds of apostles in the early church.
Seventh, there are false apostles. 2 Cor. 11:13, "For such men are false apostles, deceitful workers, disguising themselves as apostles of Christ." See also Rev. 2:2. Apparently, there were some who claimed to have apostolic authority but were really false teachers.
Let's summarize.
- There are apostles who were only among the 12. They performed miracles. Some wrote scripture.
- Paul was an apostle (unique?) specifically commissioned by Christ. He performed miracles and wrote scripture.
- Barnabas is an apostle. He performed no miracles, wrote no scripture . . . 7
- Jesus is called an apostle. He performed miracles
- There are apostles in the sense of simply being sent. They are messengers. They perform no miracles.
- It could possibly be that anyone who was involved in Christ's ministry before his death and saw him after his resurrection could be referred to as apostles.
- There are false apostles.
So, in which category does Junia fit? Junia isn't one of the 12, nor an apostle like Paul, or Jesus, nor a false apostle. That would leave only being an apostle like Barnabas--an apostle in the sense of one who is simply sent to proclaim the truth or one who was with Christ before his death and saw him after his resurrection. But if Junia were one like Barnabas, then shouldn't there be more of a mention of him/her than this one citation in Romans 16:7?
So, we are left with categories five and six: Five: someone who is sent; Six: someone who was involved in Christ's ministry before his death and saw him after his resurrection. If the later two, then it doesn't require that Junia have been in a position of authority in the church.
What if Junia were a female apostle in authority
So let's just assume for a bit that Junia was a woman apostle in full authority. We don't accept that position, but let's just work with it for a moment. Would that mean that it is okay for women to be pastors and elders since Junia would have been exercising that authority over men in the church? First, even if that were the case, the office of apostle is finished; and Junia's case would only apply in the early church and not today. Second, we see apostle and elders mentioned together in Acts 15:2-6. An apostle is not an elder, and the requirements for eldership included being male. No such requirement for apostleship is made. So, even if Junia were a female apostle in the early church, it does not mean that women today are qualified to be pastors and elders.
The early church fathers are not in agreement about the gender of Junia. There even seems to be evidence that strongly suggests Junia was a male. Commentaries differ on the gender. Translations differ on how Romans 16:7 is to be rendered into English. There are different uses of the Greek word "apostello," and it cannot be conclusively demonstrated to which categorical use of the term Junia should fit into. Even if Junia were an apostle in the sense of having seen the risen Lord, it doesn't mean she was in authority in the Church. Therefore, for someone to conclude that Junia was a woman apostle in full authority in the Church cannot be maintained from the Scriptures.
- 1. http://www.cbmw.org/Journal/Vol-2-No-5/Willow-Creek-Enforces-Egalitarianism
- 2. Strong, J. (1996). The exhaustive concordance of the Bible : Showing every word of the text of the common English version of the canonical books, and every occurrence of each word in regular order. (electronic ed.) (G2458). Ontario: Woodside Bible Fellowship.
- 3. Achtemeier, P. J., Harper & Row, P., & Society of Biblical Literature. (1985). Harper's Bible Dictionary. Includes index. (1st ed.) (519). San Francisco: Harper & Row.
- 4. Wood, D. R. W., & Marshall, I. H. (1996). New Bible dictionary (3rd ed.) (36). Leicester, England; Downers Grove, Ill.: InterVarsity Press.
- 5. ιουνία (Iounia), n.pr.fem.—LN 93.177 Junia (Ro 16:7, 15 v.r.), Swanson, J. (1997). Dictionary of Biblical Languages with Semantic Domains : Greek (New Testament) (electronic ed.) (GGK2686). Oak Harbor: Logos Research Systems, Inc.
- 6. LXX is the Septuagint, a translation of the Old Testament Hebrew Bible into Greek. This translation was done around 200-250 B.C. by about 70 scholars; hence, the term Septuagint which is rendered by Roman numerals as LXX.
- 7. Some have attributed the book of Hebrews to Barnabas, but this is only a theory.


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Petit Verdot Wine
Score 89
Score: This score is a combination of professional sommelier reviews, thousands of publicly available customer ratings, and the knowledge of our own wine experts.
Emiliana, Coyam
Colchagua Valley Chile€26.99
Description: This is a super-organic Chilean that is the first step into Emiliana's flagship range. Powerful but soft and juicy, it is a glass to enjoy at any time.
Grape: Carmenere, Syrah, Cabernet Sauvignon, Merlot, Petit Verdot
Style: Rich, Round, Smooth
Taste: Layered, Rich, Smooth, Fruity
Food Match: Casseroles, Game, Grilled Meats, Poultry


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Skip to 0 minutes and 8 seconds Hi, my name's Tim Frayling. I'm a researcher here at the University of Exeter Medical School, and I have been for more than 15 years now. And I run a small but highly productive research group studying the genetics of diseases, such as type 2 diabetes and related traits, such as obesity. So the genetic basis of type 2 diabetes and obesity and other common diseases, such as heart disease and cancer, is very different to the genetic basis of monogenic single gene diseases you heard about in Week one of the course. With things like type 2 diabetes and obesity, we're talking about conditions which are very common. More than 5% of people have type 2 diabetes in the British population today.
Skip to 0 minutes and 54 seconds A very large proportion, unfortunately, are overweight and obese. And so we're not looking for a single gene which causes that disease. What we're looking for is common genetic variation which has a subtler predisposing rather than causal effect on the disease. For example, we might be looking for a genetic variant, a version of the gene, what we call an allele, that is present in 20% of the type 2 diabetic population, but only 15% of the general population. Or a genetic variant that is present in 30% of the general population, 35% of people who are obese, sometimes even subtler effects than that.
Skip to 1 minute and 39 seconds So the point is that the risk gene, the risk version of the gene can be present in people without the condition. And it might not be always present in the people with the condition. What we've found over the last few years, since about 2007, as many as 10, sometimes hundreds of these subtle genetic effects influencing common diseases like type 2 diabetes. The field really took off in 2007 because we had a big change in technology. In 2007 something called a microarray was invented where we could analyse hundreds of thousands of simple units of genetic variation.
Skip to 2 minutes and 23 seconds What we call single nucleotide polymorphisms, these are regions of the genome which a single letter in the DNA code might be changed, for example, from a G to an A. And some versions of the human genome have an A and some versions have a G. And what we're looking for, as I say, is those subtle differences in that people with the disease might have more of the G allele than people without the disease. And what microarrays allowed us to do was analyse hundreds of thousands from across the genome and really, for the first time in 2007, we were able to get a snapshot of an individual person's whole genome from at least a common variation in their whole genome.
Skip to 3 minutes and 12 seconds And we were able to analyse that common variation against diseases, such as type 2 diabetes. So what did we find? Well, we were able to do those studies in increasingly large numbers of people. There are now studies of tens of thousands of people with diabetes, hundreds of thousands of people with measures of body mass index and obesity. And we've been able to pull out the genetic variation in the tens and hundreds of numbers which are influencing those diseases. What does that mean? Well, probably to a doctor and the individual patient, the applications are limited at the moment. It's more about understanding mechanisms of disease. What have we learned from type 2 diabetes?
Skip to 4 minutes and 4 seconds I think there's several important things that have come out of the genetic studies over the last few years. One of the most interesting, perhaps not overly surprising, but one of the most interesting convincing things is that the two main types of diabetes, type 1 and type 2 diabetes, are really very different diseases. There's virtually no shared genetic aetiology between type 1 diabetes and type 2 diabetes. The genes which are associated with type 1 diabetes are almost always involved in an autoimmune or immunity process, showing that type 1 diabetes is a disease of the immune system going wrong.
Skip to 4 minutes and 52 seconds The genes hit by the type 2 diabetes, studies are very much about genes which are affecting insulin secretion, and to a lesser extent, insulin resistance. And that's the second message coming out of the studies, I think, is that at least from an etiological point of view, insulin secretion and something going wrong, genetic predisposition to reduced insulin secretion, really appears to be a stronger risk factor for type 2 diabetes than insulin resistance, the ability of the muscle cells, and the fat cells, and the liver cells to absorb glucose in response to insulin, which is still an important factor in the obesegenic environment.
What genomics can teach us about polygenic diabetes
Professor Tim Frayling leads the complex traits group at the University of Exeter Medical School and explains recent advances in multifactorial disease genomics, in particular how this has improved our understanding of diabetes.
© University of Exeter


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Colette Tatou is one of the two tritagonists (the other being Gusteau) in Ratatouille.
Colette is shown to be an assertive and opinionated French woman who likes to act tough, especially in front of Linguini. She claims that the reason she is the only woman in the kitchen is because she is the "toughest cook in the kitchen". When she is forced to train Linguini, she is brutal and harsh in doing so. She becomes envious and disgruntled when Linguini got Skinner's attention, and almost left her job only because she thinks Linguini is being snobbish.
Her cooking skills are only mediocre at best, but due to her assertiveness, she believes that she knows what she is doing. When Linguini (who is controlled by Remy) stops her from altering his dish, she gets angry at him, unaware to the fact that he prevented the dish from tasting bad and probably saved the both of them from being fired. She is a firm believer of Gusteau's motto, "Anyone can cook". This is shown when she defended Linguini from being fired and even believed Linguini when he said Remy can really cook. She later ends up working as Remy's sous chef in Linguini's new bistro, La Ratatouille.
Colette is the only female cook in Chef Skinner's kitchen at Gusteau's. She is a capable cook who is able to enter the masculine world of haute cuisine. She had defended Linguini from being fired as a garbage boy when Skinner caught him "cooking" the soup in which Remy had made. She takes Linguini under her wing and teaches him the skills necessary to survive in the fast-paced kitchen. She was at first unaware of Luigini's admiration for her. Colette felt disgruntled when Skinner took a personal interest into Linguini, which in fact Skinner was trying to force the truth of Linguini's cooking.
The next day, she tells a sleepwalking Linguini (puppeteered by Remy at the time) that she likes him, and storms out after mistaking his lack of reaction for snobbishness. Linguini awakens and struggles to tell her the truth. Colette, who is puzzled and frightened by his actions and raving behavior and slips a hand into her bag for a canister of pepper spray. Remy desperately makes Linguini fall onto Colette to prevent him from talking further and the two kiss. Colette is equally surprised as Linguini but quickly falls in love, dropping the pepper spray. A romantic relationship quickly blossoms after this incident.
When Linguini suddenly inherits the restaurant when Remy successfully steals papers and will that testify that Linguini is Gusteau's secret son, he and Colette run the restaurant.
Food critic Anton Ego arrives with a challenge for the restaurant, and Colette prepares only to discover that Linguini had no ability to cook. When Linguini defends Remy, Colette listens to his claim that the rat is the real cook. Tearfully, she believes that Linguini has lost it, and so leaves him. However, she remembers Gusteau's motto: "Anyone can cook" (a phrase she deeply believes in) and returns to aid Linguini and Remy in the cooking.
Ego is successfully dealt with, and he requests to see the chef. Reluctantly, she allows Remy to be unveiled as the true chef and Ego leaves, reformed. Later, Gusteau's was closed down due to rats in the kitchen, but Colette has found cooking at a new Parisian bistro, along with Linguini and Remy, with Ego as a patron and queues stretching around the block.
- Aside from being the only female chef in Gusteau's Restaurant, Colette is also the only main female character that appears in Ratatouille.
- In Your Friend the Rat, there is a scene where Remy is holding hands with a little girl that looks like her.
- Colette appears on a magazine cover in Inside Out when Riley pretends the floor is lava in her old home.
External links


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Are you looking for a perfect way to celebrate the holiday season? If so, then you should spend Christmas in Great Britain. If the holiday season is celebrated right, then you will surely have a wonderful experience. Great Britain is not just any other places in the world. If you celebrate Christmas in Great Britain, then you will surely have a holiday experience that you will surely remember for the rest of your life.
Christmas in Great Britain
Christmas in Great Britain is different from the rest. It feels like you stepped out of the popular novel of Charles Dickens. You will experience Christmas the way it was celebrated in the 21st century. If you are planning a trip to Great Britain for the Christmas season, then you have to bool for flights and accommodations quickly. If you book in advance, you will surely find great deals. If you are spending the Holiday with your children, then surely spending it in Great Britain is one of the best decisions you can ever make. A simple holiday celebration in Great Britain will make your child appreciate the joy that the special season brings.
The spirit of Christmas In Great Britain
The Christmas celebration in Great Britain rooted to its religious heritage. Christmas is all about accepting and welcoming Christ. It is the celebration of the birth of Jesus Christ. If you want to connect your family to the traditional way of celebrating Christian Christmas, then Great Britain is the best place to be. Spending Christmas in Great Britain together with your family will certainly be a magical experience. The Christmas experience is worthwhile, especially if you spend it with your loved ones.
During your holiday stay in Great Britain, you still got to experience different tourist attractions. Prior to experiencing various tourist attractions, you should make sure that you know your holiday schedule. You should be aware that different attractions are open at a particular time. in conclusion, Christmas in Great Britain is more of a family, sitting together in a banquet, and enjoying the love, peace, and joy brought by the coming of the son of God, Jesus Christ.


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The Service Experience and Customer Satisfaction is Everything
Success is determined by the customer. The service experience is the greatest influence over customer satisfaction. Knowing the activities performed in pursuit of successful outcomes, the key interactions within the service experience directly affecting satisfaction, and the emotions and work effort these drive, are at the heart of a 'this generation' service management strategy and approach.
Is Your ITSM Initiative Doomed to Fail?
Traditional ITSM thinking fails the customer and its sponsors. Its outdated and rooted in process and capability centric 'best practice' frameworks created for a world 20 years ago, they start and end with an 'inside-out' approach – in the hope of a return from an expensive, complex, lengthy, and high risk feat of engineering.
4 Key Concepts and 2 Methods Your ITSM Education Must Contain
Traditional ITSM education contains a fraction of the concepts and methods you need to successfully apply service management thinking within the modern enterprise. You deserve education on service management that is relevant, always up to date, and designed help you meet the challenges posed by cloud computing, anywhere, anytime access, and the expectations of the 'digital consumer'.
1-2-1 Practitioner Sessions
Propel your career and enhance the chances of project and organizational success applying service management concepts and methods, by reserving a personalized workshop with an expert practitioner.
Get up to a full hour of uninterrupted time to work one-on-one with a recognized expert on the service management topics of your choice.
The Perspectives Webinar Series
Every quarter we offer a unique program of free and fee-based webinars designed to help you develop and enhance your professional knowledge, skills and abilities.
Our Summer webinar series includes a free service management bootcamp, insights into how customer support models in 'retail' industries, and practitioner guidance on managing the service experience and other key supporting processes, including incident, problem, change and configuration management.
Request a Complimentary Consultation
Are you having problems persuading leadership to commit to a service management program of change?
Do you need to adjust the organizational culture and worried it could prove too big a step, or concerned your approach to service management is too complex and may fail?
We offer you the opportunity discuss your situation with Ian Clayton, one of the world's leading experts.
Service Management Perspectives
Next Webinar: "If Disney Ran Your IT Organization…"
December 3rd, 2pm US EST – Reserve Your Seat Now.
Indicators of Inside-Out Thinking
Indicator 01"We are unable or find it difficult to describe our value to those we serve, our customers"
Indicator 02"Key staff members are unable to state clearly who our customers are, and what we do for them."
Indicator 03"The view of our customers, what they care about most, differs significantly across our organization."
Indicator 04"The view of how we serve our customers differs significantly across our organization."
Indicator 05"When compared, more time is spent on internal issues, processes and conflicts, than on discussing the customer needs and outcomes."
Indicator 07"We have major difficulties getting current and reliable information on the customer needs, goals, and planned activities."
Indicator 08"We have major challenges getting the customer to attend what we regard as vital meetings to discuss their needs and our capabilities."
Indicator 09"We have trouble adapting to normal variations in customer operations, and get 'blindsided' by changes in their strategy and behavior."
Indicator 10"We do not know how our efforts relate to the interests and desired outcomes of our customers."
Indicator 11"We are rewarded based upon the amount and timeliness of work we do, not the results we help our customers achieve, or their level of satisfaction."
Indicator 12"Our organization's performance measures are more focused on the internal work activities, processes, or the technology, the 'what' and 'how', than on the customer outcomes, the 'why'."
Indicator 13"We find ourselves trying to apply one set of rigid practices or a process 'best practice' guidance to all customer situations and scenarios."
Indicator 14"We believe there is a direct correlation between the maturity of our internal processes and the value we deliver to our customers but unable to report that connection."
Indicator 15"We are unable to accurately measure and respond to our customer's levels of satisfaction in real-time."
The Definitive Service Management Class
The education you deserve answers these ten key questions and more about service management and how it can be applied within a service provider organization to improve organizational performance and levels of customer satisfaction:
What is driving the IT expectations of today's consumer and business enterprise?
Where do traditional IT Service Management strategies succeed in addressing these imperatives?
What is service management, its origins, principles, key concepts, and value proposition?
What are the critical components of a service management system?
How do I transform organizational attitude, behavior and culture?
What are the Business and IT Management Imperatives for organizational success?
What are the most common mistakes and how can they be avoided?
How do I ensure customer centricity and relevance?
What are the key organizational roles and responsibilities?
What is the most successful approach, where to start and how to adjust an existing initiative?
One of the best ways to enhance your knowledge of service management.


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Previous posts such as this ask about types of stationary point in Hamilton's Principle. There is, however, another aspect to discuss: the question as to whether the extremal path is unique.
One geometric way to envisage this is to assume that multiple paths are simultaneously extremal. I believe that this is an explanation for lenses, but I have not seen lenses explained as multiple classical solutions to Hamilton's Principle. (The multiple paths being the 360 degrees of rays between source and focus, etc also demonstrable through Fermat's principle.)
One can generalise lenses, but also consider a simpler case. Let the surface of a sphere be the action (phase space) surface which is minimized in classical paths. Thus (ignore antipodals here) between two points $A$ and $B$ the geodesic is the unique classical path. In quantum form the WKB approximation would no doubt have constructive maxima on this path.
However if the sphere has a disk (containing that geodesic) cut out, the shortest path now has exactly two choices: around one or the other rim from $A$ to $B$. Presumably WKB would maximize the quantum paths on these two (although I havent proved this). If so then classically we have a quantum-like phenomenon: a particle has a choice in going from $A$ to $B$. Experimentalists might see this and wonder whether the particle went from $A$ to $B$ via the LHS, the RHS or both....


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Luxembourg strengthens its ties with ESA
On 12 September, Mrs Erna Hennicot-Schoepges, Minister for Culture, Higher Education and Research of the Grand Duchy of Luxembourg, and Mr Antonio Rodotà, Director General of the European Space Agency, signed an agreement that will enable Luxembourg to participate in ESA's ARTES telecommunications programme.
A member of the European Union and the Council of Europe, Luxembourg has already acquired experience in space matters through its involvement in Intelsat, Eutelsat and Eurocontrol, and through its national activities linked to space. With this agreement, the Grand Duchy will reinforce the European dimension of ESA.
ARTES, ESA's Advanced Research in Telecommunications Systems programme, consists of several elements, each covering a particular area of telecommunications such as on-board processing, multimedia/global information infrastructure, advanced mobile systems, tele-education, tele-medicine, tele-conferencing and data exchange.
The programme aims to improve the competitiveness of European industry on world markets for communications missions, and to promote new services for advanced communications systems. ARTES also provides support to other application programmes (navigation and earth observation) through specific actions.
For further information, please contact:
ESA Communication Department
Media Relations Office
Tel. + 33 1 5369 7155
Fax. + 33 1 5369 7690


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A collection of scholarly works about individual liberty and free markets. A project of Liberty Fund, Inc.
Published in the immediate aftermath of the Second World War, Mises' magnum opus, Human Action (1949) contained a chapter on "The Economics of War" in which he laments the killing of innocents:
How far we are today from the rules of international law developed in the age of limited warfare! Modern war is merciless, it does not spare pregnant women or infants; it is indiscriminate killing and destroying. It does not respect the rights of neutrals. Millions are killed, enslaved, or expelled from the dwelling places in which their ancestors lived for centuries. Nobody can foretell what will happen in the next chapter of this endless struggle.
About this Quotation:
Mises had the very great misfortune of living through the two world wars of the 20th century and seeing first hand the impact war had on the destruction of life and property. During the First World War he worked as an economic advisor to various private and government bodies in Austria on banking matters and could thus see the terrible inflations which ruined eastern and central Europe, especially in Russia and Germany. During the Second World War he was able to seek refuge in Switzerland before coming to the United States. The problems of war and inflation were a central concern in all his writings.


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Some of the most intense, action-packed stories in science fiction and fantasy depend on some huge misunderstandings. People don't actually listen to each other, and never take the time to share info. Which scary or thrilling story would be over in five minutes if people would only have a simple conversation?
Please include a picture or clip of the story in question. And mention the title, and maybe just who ought to have had a wee chat before things got out of hand.
Top image: Harry Potter, where nobody ever tells Harry anything.


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Goodman Fielder Foodservice wants to gift you $5 to help you support your local! 🥐 🍳 ☕❤ Use code SUPPORTLOCAL for $5 off at checkout. *min spend $15 (T&Cs here)
Adding product to your cart
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Simply use the code SUPPORTLOCAL at the checkout and we'll take $5 off your total cart. Minimum $15 spend. #SupportLocal #BetterTogether


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Braun watches
Braun BN0095 analogue watch
This Braun Prestige analogue watch measures 43mm diameter x D11 thick case. Available in stainless steel or black plated stainless steel. Both versions come with either stainless steel bracelet or rubber strap. The case of this Braun analogue watch is carved of one single block of steel. This one-piece' construction eliminates the need for a case-back and in turn removes the element of potential leakage. The Swiss movement is mounted into the case from the top before being covered and sealed by the sapphire crystal. This allowed the Braun designers to taper the bottom part of the watch more elegantly and attach the band lugs in such a way that would not be possible with conventional watch construction. Implementing new technical solutions for the benefit of functionality has always been an important part of the Braun design tradition. The result is not only striking in appearance but moreover the elimination of a case back gives the watch an added structural advantage as there is a better protection against water. 2 year warranty.
- Stainless steel case
- Swiss chronograph movement
- One piece case construction
- Sapphire crystal
- 50m water resistance
- iF award 2013
Buy now
BN0095BKSLBTG - Steel - $800.00
BN0095BKSLBKG - Rubber - $725.00


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According to author Annie Murphy Paul ("Origins"), growing up in the digital age means that many of today's children are spending too little time tinkering. "Research in the science of learning shows that hands-on building projects help young people conceptualize ideas and understand issues in greater depth," she writes. Giving children the time and space to play and figure things out for themselves is an important part of setting them up to become young adults who have the capacity to do the kind of thinking that is needed for success in STEM courses and careers.
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The Develop page is where you can add more structures to your city. Many of these structures will add to your city's production of various stores and materiel. Others are very important for the welfare of your population.
On the left of the screen is the menu of the various develops you can place. These are in the DEVELOPMENT OPTIONS section in the lower part of the menu. Click on one of these, Housing 2 for instance, and you will see a larger version of the icon and an explanation of what it does and how much it costs to build in the SELECTED DEVELOPMENT section just above that. Note that if the development takes more than 1 turn to build, you will be paying that cost on each of those turns while it is under construction. Housing 2 shows Worker: 20, Lumber: 20, Stone: 20, Metal: 4, Treasure: 20, Time: 2 months, so the cost will be 20 Lumber, 20 Stone, 4 Metal and 20 Treasure for each of the 2 months' turns. You will use 20 of your workers for each month during this time, as well.
To place a development, simply click on the map where you'd like that development placed. Most development require a particular terrain where they are placed. Timber, for instance, can be placed only on a Forest hex. The game will tell you if you cannot place a development in a particular hex. Almost all the structures require a clear or Arable Land hex. You can select the red 'X' then on the map to erase an undesired feature in a hex. (At some point this will cost something, but right now you are free to erase anything you'd like!)
Note: Be careful not to overbuild, especially when you are just starting out. Housing is your best bet, as then your growing population won't be sleeping under trees and in fields! The "Quantity" number on the City screen shows the number of people who can be housed, so keep an eye on that as you play.
There are two choices that are not developments, but may be important. The blue circle O represents None, which resets your develop choice, and does nothing when you click on the map. This will help prevent mistakes. The red X represents Erase, which allows you to remove unwanted features in terrain, such as a stone resource right where you want to build a Tower.
The DEVELOPMENT COST AND CITY RESOURCES section show in the Cost line how much the developments you've placed will cost each turn. The Stores line shows what you currently have in your City. Remember that most developments take more than 1 turn (month), so don't spend everything you have without considering the time required to build these developments!
When you are satisfied with what you've done, click the Save button and you will commit your decisions. If you wish to start over, just click the Develop menu choice at the top again, and click OK to navigate away and lose your changes.
Development Costs
Last Edit 02-17-2010 01:23 AM


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The I'm Still Here Foundation has received a generous MATCH offer for up to $10,000 for the...
Founded in 1995, the I'm Still Here Foundation's (ISHF) mission is to develop and evaluate innovative non-pharmacological approaches for people with cognitive challenges. For the last decade ISHF has focused on creating and implementing inclusive, community-based arts and culture programming.
A collaboration with art, culture, business and civic organizations
The Foundation collects and analyzes data from each of its programs
Promoting culture change via education and public policy