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Examining a Curvilinear Relationship Between Communication Frequency and Team Performance in Cross-Functional Project Teams
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1 262 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 50, NO. 3, AUGUST 2003 Examining a Curvilinear Relationship Between Communication Frequency and Team Performance in Cross-Functional Project Teams Ralitza R. Patrashkova-Volzdoska, Sara A. McComb, Stephen G. Green, Member, IEEE, and W. Dale Compton Abstract The performance of a cross-functional team depends on the skillful and innovative combination of information and expertise from all team members. Communication is the medium through which team members share the information required for successful amalgamation. In this work, we postulate that both high and low levels of team communication can impede team performance, thus leading to a curvilinear relationship between team performance and team communication. To test this hypothesis, the relationships between face-to-face, , and telephone communication and team performance were examined for 60 cross-functional project teams. and face-to-face communication were curvilinearly associated with performance, but telephone communication was not. Further analysis of the communication frequency between colocations showed that is the only medium for which usage increased with distance. Index Terms Cross-functional teams, , team communication, team performance. I. INTRODUCTION CROSS-FUNCTIONAL team members are typically drawn from many different locations within an organization [13] and in some cases are geographically dispersed [8]. In order to achieve high performance, they must meld the many different frames of reference and, therefore, they must find ways to communicate on a regular basis [6]. In fact, a number of authors argue that increased levels of communication among team members (hereafter referred to as team communication ) is a key to better team performance [32]. There is reason to believe, however, that the relationship between team communication and team performance is not so straightforward. Like some other group processes and characteristics, e.g., stress [43] and size [11], the relationship between team communication levels and team performance may be curvilinear [18]. In this work, we examine the relationship between levels of team communication and team performance. In examining this relationship, we highlight three communication media that are widely used by cross-functional teams today: face-to-face; telephone; and communication [16]. This approach allows us to test the Manuscript received September 19, 2001; revised December 11, Review of this manuscript was arranged by Department Editor George F. Farris. R. R. Patrashkova-Volzdoska and S. A. McComb are with the Isenberg School of Management, University of Massachusetts, Amherst, MA USA ( S. G. Green is with the Krannert School of Management, Purdue University, West Lafayette, IN USA. W. D. Compton is with the Industrial Engineering Department, Purdue University, West Lafayette, IN USA. Digital Object Identifier /TEM generalizability of our curvilinear team communication hypothesis across different media. The relationship between the communication frequency and performance is frequently explored in the literature [4], [38] under the general assumption that communication frequency is linearly related to performance [2], [28]. In addition, communication frequency can be seen as an indicator of the information processing activities of team members [33], [35]. Thus, high-communication frequency can result in more information being exchanged between team members with the greater exchange requiring more information processing. At some point, such exchanges may overload the capabilities of team members and inhibit their performance [17]. Similarly, low-communication frequencies may not supply enough information to team members and may not facilitate the innovative combination of information and expertise, required for high performance [13]. Consequently, we postulate that both high and low levels of team communication can impede team performance, thus leading to a curvilinear relationship between performance and team communication. The contribution of this research is the empirical examination of the idea that the communication frequency of cross-functional teams does not have a simple relationship with team performance. Rather, we examine the possibility that communication frequency is curvilinearly related to team performance. We examine this relationship for three commonly used communication media with different attributes [34], to reveal any particular differences between the structurally different media. To our knowledge, relationships of this nature have never been empirically tested. II. THEORY AND HYPOTHESES Our objective in this paper is to explore the relationship between communication and performance. To have a comprehensive measure of team performance we assess both taskwork, namely team goal achievement and team efficiency, and teamwork, i.e., team cohesion [21]. The underlying premise of previous research on the communication frequency-performance relationship is that frequent communication will increase the information exchange among team members and thus increase team performance, as the team members will be able to share more information [1], [2]. Additionally, frequent communication will increase group cohesion [5] because team members of a cohesive group will share the information resources better, will process more project related information, /03$ IEEE
2 PATRASHKOVA-VOLZDOSKA et al.: EXAMINING A CURVILINEAR RELATIONSHIP 263 and will know more details about the project [36]. Thus, higher performance is expected to be guaranteed when the team members possess all the information possible [9]. Other studies also have demonstrated this linear relationship between communication frequency and performance. Katz and Tushman [28] showed that teams with gatekeepers communicated more externally, which led to improved project performance. Von Hippel s study [42] noted how important communication with key customers was regarding better product designs. Ancona and Caldwell [4] found that teams with more frequent internal communication had superior performance. Thus, a number of studies demonstrate that a positive linear relationship exists between communication frequency and team performance. A number of other studies, however, show either no relationship between communication frequency and performance or a negative relationship. Allen et al. [3] failed to show any significant relationship between performance and communication frequency in R&D teams. Smith et al. [38] found that frequency of internal communication was negatively related to performance. Moreover, in this prior research, there is no evidence that the authors examined relationships between communication frequency and performance for curvilinear patterns. Thus, curvilinear patterns may underline some of these contradictory results. Together, these results suggest that the relationship between team communication and team performance may be more complicated than traditionally depicted, especially in cross-functional teams. In cross-functional teams, team members come from different functional departments. They possess knowledge about nonoverlapping aspects and stages of the project and they do not view the stages and aspects of the project and the information they have in the same way [40]. These differences can lead to varying interpretations of the same information that need to be communicated and combined for the team to perform effectively [15]. Too much information sharing and processing within a team, however, can overload members processing capabilities and, thereby, inhibit their performance [15], [17]. In addition to information overload, frequent communication can impose a cost on team members in terms of the time spent communicating and, thereby, can cause delays in decision-making [38]. In sum, while communication is important for performance in cross-functional teams [32], there may exist thresholds for communication frequency, beyond which the costs to the team members are too high and performance decreases. While very frequent communication can supply too much information and inhibit performance, infrequent communication may not supply enough information to achieve desired levels of performance. When team members do not communicate frequently in the team, they may not develop shared understanding of issues that are important to successful performance. Good team performance, therefore, requires a communication threshold, as communication is the source of information team members must share [25]. Consequently, both low and high levels of communication may lead to lower team performance, suggesting a curvilinear relationship. Finally, we control for three factors that may impact both the communication frequency of the team and its performance, namely task significance, team size and the extent to which the team is colocated. Task significance is defined as the degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment [20]. Highly significant tasks have been found to motivate employees to work harder to achieve their assigned goals. More significant tasks also may stimulate more frequent communication as motivated team members exchange information in pursuit of their goal [36]. Team size is defined herein as the number of fulltime members of the team [38]. It may affect communication and team performance, as team members from larger teams have fewer opportunities to participate in discussions than team members from smaller teams [23]. Further, the results obtained by Smith and associates [38] suggest that larger teams have more difficulty communicating, and, thus, have lower performance than smaller teams. Similarly, the colocation of team members may affect both team performance and communication. Colocation in this study is defined as bringing together personnel from different departments into the same physical location [27]. Current research confirms that colocated teams have higher face-to-face communication frequencies and less use of other media such as and telephones [27], [41]. Colocated teams also have been found to have performance advantages that arise from being able to interact face-to-face [7]. Since task significance, team size and the degree of colocation could affect team communication and team performance, we control for these factors as we examine the communication frequency-team performance relationship. In conclusion, we hypothesize that a nonlinear relationship between team performance and communication frequency will be evident as follows. A. Hypothesis When controlling for task significance, team size and team colocation, team performance will have a curvilinear relationship with levels of team communication frequency such that low- and high-communication frequencies will be associated with lower levels of team performance while moderate frequency will be associated with higher levels of team performance. III. METHODS A. Sample and Procedures The sample consisted of 80 cross-functional teams from 25 corporate and government organizations. The industries represented included aerospace, automotive, public utilities, electronics, and communication. The teams included in the sample were working on a variety of product and process projects. Teams were identified through a high-level management contact within the firm. The potential respondents were identified through a liaison, established within each firm. These liaisons were mailed questionnaires, which they distributed to the project team members, the project team leader and the department heads of the team members. The completed questionnaires were returned in sealed envelopes to the liaison,
3 264 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 50, NO. 3, AUGUST 2003 TABLE I DESCRIPTIVE STATISTICS AND CORRELATIONS who then returned them to the university research team. The overall response rate for all participants was 61% from the sample of 80 teams. The teams were retained in the sample if they had data from at least one third of the team members, the team leader and one third of the department heads identified for that team. Thus, subsequent hypothesis testing was conducted using a sample of 60 teams (630 respondents) from 18 companies. Data was included from an average of 71% of the team members per team ( team members per team), team leaders for all teams and an average of 66% of the department heads identified for each team ( department heads per team). The teams in the sample, based on the data provided from the team leaders have an average of 7.71 full time members, 5.98 different functional areas, 3.08 different organizational levels and different degrees of colocation. The majority of the teams (39 teams) were at the same site; nine teams were in the same city, but at different sites; and 12 teams were in different cities or countries. B. Measures All the hypotheses were tested at the team level. Aggregation was completed following the guidelines of Klein, Dansereau, and Hall [29]. Questionnaires were worded using the team as a referent [10]. Between-team variability [24] and [26] were examined where appropriate to ensure the proper aggregating of the data to the team level. Less than 1% of the data were missing, and, therefore, we conducted a mean replacement at the item level [39]. Minor differences were revealed after the examination of the means, standard deviations and correlations before and after the replacement. Table I provides descriptive statistics for all measures. 1) Team Communication: Measures of team communication were developed following the work of Smith et al. [38]. For each communication media (face-to-face, , and telephone), we computed a mean score at the team level, i.e., the scores reflect the average frequency with which the team uses a particular medium. In this research, we were concerned with the overall pattern of communication activities, for which self-report measures have been argued to be reliable [4]. Team members were asked to describe how frequently they used different communication media 1 never 5 often. The internal team face-to-face communication was assessed using a two-item measure, including both formal and informal communication [41]. The questions were worded so that face-to-face meetings and casual interactions were assessed in different items. The between-team variability on face-to-face communication was significant with a median of The frequency of communication was assessed with one question. The between-team variability for was significant with a median of Similarly, telephone communication was assessed by one question with significant between-team variability and a median of ) Project Performance: Performance was assessed via three widely accepted indicators of project effectiveness: project goal achievement; staying within estimated cost goals; and staying on schedule [12], [19]. Department heads responded to 12 items asking them to rate how each project was performing on these three aspects of performance disagree agree. A factor analysis with varimax rotation was performed and it resulted in a two-factor structure with one item having a cross-loading greater than 0.40 on both factors. After this item was dropped, the structure was a clean two-factor representation, accounting for 100% of the shared variance in the remaining 11 items. For hypothesis testing, a six-item measure of goal achievement assessed the degree to which the project was expected to be able to overcome all technical hurdles, meet its technical objec-
4 PATRASHKOVA-VOLZDOSKA et al.: EXAMINING A CURVILINEAR RELATIONSHIP 265 TABLE II COMMUNICATION FREQUENCY-PERFORMANCE: RESULTS OF REGRESSION ANALYSIS. N =60TEAMS, 3p < 0:10; 33p < 0:05; 333p < 0:01 tives, meet its business goals and provide the expected commercial value to the company. Between-team variability was significant with a median of Project efficiency was assessed with a five item measure, showing the extent to which the project was more costly than expected (reverse scored), had kept its actual costs within estimated costs, was too slow (reverse scored) and was on time in terms of project schedule. Between-team variability was significant with a median of To have a comprehensive measure of team performance, a third dimension, team cohesion, was added to reflect teamwork [21], [31]. Cohesiveness, assessed by the team leader, was measured using Seashore s [37] three-item scale disagree agree with minor modifications to the text. The measure had significant between-team variability with a median of ) Task Significance: Following the work of Denison et al. [13], a five-item measure agree disagree with minor modifications to shift the item referent to the team, was developed to assess the extent to which the team members perceive the task on which they were working to be important for them and for the organization. Team members were asked to describe the task by indicating how excited and challenged they were to be working on this team and how important the team work was to their own careers, to their department and to the company. The measure had significant between-team variability, with a median of ) Team Size: Team size was estimated as the number of full-time team members participating in the team. 5) Colocation: Two dummy variables, colocation1 and colocation2 were developed to represent the three colocation categories described previously. IV. RESULTS Before testing the hypothesis, we examined the zero-order correlation relationships between the control variables and the criteria to be examined in hypothesis testing. As can be seen in Table I, each control variable is correlated with at least one dependent variable. Therefore, the control variables were included in all analyses. The hypothesis predicted a curvilinear relationship between performance and communication (Table II). The hypothesis was tested by regressing the performance variables on the control variables and six communication variables (three linear and three squared terms) [23]. When both the regression models and the squared terms are significant, a curvilinear relationship is present [30]. All three regression models are significant, with showing a consistent curvilinear relationship across all three team performance measures
5 266 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 50, NO. 3, AUGUST 2003 Fig. 1. Relationship between performance and communication frequency. in the hypothesized form of an inverted U. This indicates that low- and high-communication frequency corresponds to lower levels of team performance while moderate frequency corresponds to higher team performance. Face-to-face communication is curvilinearly related to goal achievement, showing the predicted inverted U form of the relationship. Thus, support for the hypothesis is evident. The four significant relationships are plotted in Fig. 1. We can see that the optimal relationship between communication frequency and team performance appears to occur at different frequencies for face-to-face communication and . To determine if the point at which face-to-face communication begins to degrade team performance is actually higher than the optimal point for the other media, the first derivative for each regression equation was taken and then the equations were set equal to zero and solved, yielding the following results: the optimal communication frequency (on a 1 5 scale) for the face-to-face communication-goal achievement model is 3.81; for the -goal achievement model, it is 3.10; for the -project efficiency model, it is 3.69; and for the -team cohesion model, it is These results suggest that the team can engage in more frequent face-to-face communication, as compared to , before the frequency of communication begins to create information overload and performance starts to decline. From this analysis, we can see that except for the -team cohesion model, the optimal communication frequencies are not at or near the middle of the employed communication scales. These optimal values make the curves appear less steep when going from low- to moderate-communication frequencies than when going from moderate to high frequencies, giving the impression of a larger effect on performance for low to moderate frequencies than for moderate to high-communication frequencies. An explanation for this seeming lack of symmetry (in a curve one might expect to be symmetric) could lie in the five point scale we employed to measure communication frequency. The scale may not provide a wide enough range of values above the optimal communication frequency point to capture the full effect of the curvilinear relationship. It is possible that our results would be more pronounced with a larger scale where much higher frequencies of communication could be portrayed. The findings also indicate that is the only communication medium that exhibits a curvilinear relationship across all three performance indicators. As distance is a prevalent factor in choosing a communication channel [2] and is becoming a common medium for team communication, this strong finding made us further explore the use of . We conducted a supplemental analysis of variance, comparing the use of the media between the three levels of colocation. A significant MANOVA (Wilks Lambda 0.71, ) was followed by univariate tests (Table III). The univariate tests indicated significant differences in the communication frequencies for face-to-face communication and , but not for telephone communication. As one might expect, the communication frequency mean values show that colocated teams used face-to-face communication most frequently, while teams in different cities or countries most frequently used . It is also interesting to note that even for the teams located in the same building, their average use of is still fairly high and exceeds the optimal frequency of usage to promote team goal achievement and team cohesion. V. DISCUSSION In the present study, we examined the communication frequency-team performance relationship for cross-functional project teams. We found important evidence that in cross-functional teams, communication frequency can have a curvilinear relationship to performance. Additionally, the present results also highlight differences between the usage of communication media and their relationship to three different types of performance indicators. This study demonstrates that is the only medium having a curvilinear relationship with team performance across all performance measures. Face-to-face communication is curvilinearly related only to goal achievement, while telephone communication did not have a curvilinear relationship with any performance measure. Further, when we compared the communication frequency across the different degrees of colocation, we found significant differences for the use of face-to-face communication and , but not for telephone communication. As one would expect, the more distance among the team members, the less frequently they communicate face-to-face. Instead, they communicate more frequently by when they are physically distant. The current research extends the literature on communication in cross-functional teams in a number of ways. The most significant finding is a consistent curvilinear relationship between and team performance across a number of different performance measures. Several characteristics of may facilitate its potential to create information overload across all performance indicators. First, allows easy storing and retrieving of the exchanged information, which can be accessed any time. This aspect of may become a drawback, however, as communication frequency increases. As team members need to remember the approximate content of the message or the time when it was received in order to retrieve it, the time required for information search and retrieval actually may inhibit performance. Second, requires neither physical nor temporal proximity, so there are no restrictions on the actual frequency with which the medium is used. Each team member can send and receive an unrestricted number of s per day and access all or a desired subset of team members at once. Again,
6 PATRASHKOVA-VOLZDOSKA et al.: EXAMINING A CURVILINEAR RELATIONSHIP 267 TABLE III UNIVARIATE TESTS FOR CO-LOCATION AND COMMUNICATION FREQUENCY this may promote information overload. Third, the length and the content of the messages are practically unlimited and the mechanics of using are extremely easy. Yet, the time required to compose an message, and to read and process the content of received messages, has the potential to create information overload and ultimately hinder performance. These characteristics of may explain why heavy usage of may actually begin to inhibit team performance. The present results clearly suggest that , as a communication medium in teamwork, should be used with caution. A second finding of note is the curvilinear pattern that appeared when examining the relationship between face-to-face communication and goal achievement. The downturn in team performance when more frequent face-to-face communications took place may indicate confusion or conflict within the team about project goals. This confusion or conflict could provoke more face-to-face discussions and could hinder project performance. Since our data do not include information about the content of communication, we leave this question for future research. The results do indicate, however, that when teams engage in very high levels of face-to-face communication, project performance is likely to be in jeopardy. The lack of relationships between communication and performance in several instances are also interesting phenomena for discussion. While face-to-face communication was related to a team s ability to achieve its business goals, as we have just discussed, it was not related to either team efficiency or team cohesion. With respect to efficiency, communication may not be as necessary for meeting budgets and schedules as it is to arriving at a common understanding of the team s goals. Cohesion, on the other hand, may not have a relationship with face-to-face communication in this sample, because the reported levels of cohesion were very high with low variability across teams. Had cohesion been lower, or had we conducted a longitudinal examination, the relationship may have been different. The lack of any relationship between telephone communication and team performance is intriguing. The telephone, although frequently used, appears to be a medium that does not have any impact on team performance. Nor, based on our post hoc analysis, is it a medium that is used to compensate for distance among team members. Thus, the role of telephone communication on cross-functional project teams is left unclear. We can speculate, however, that the advent of , with its convenience and mass distribution capabilities, may be displacing the telephone as the important medium for team communication. In fact, as our post hoc analysis shows, was increasingly used to facilitate team communication as distance between team members increased. There are several implications for practice from these results. As this research indicates, must be used with caution. It results in a consistent curvilinear relationship with performance across all measures included in this study. Hence, team member usage of must be closely monitored to ensure that performance is not impacted by frequent messages. Additionally, team leaders and managers may want to aid teams by clearly identifying the team goals to minimize the amount of face-to-face and communication required to gain a common understanding among team members. Finally, cross-functional team members may need to be trained to manage the amount of information they exchange with various communication media. In sum, when establishing the preferred team communication channels and training team members, team leaders should keep in mind that more communication will not necessarily result in higher performance. The results of this research suggest at least two opportunities for future research. First, objective and comprehensive assessments of communication are needed to further refine the curvilinear relationship we established in this research. Objective measures of communication, as opposed to the self-report measures used in this study, and more refined scales are necessary to precisely establish the threshold of communication
7 268 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 50, NO. 3, AUGUST 2003 at which performance starts to decline. Comprehensive assessments of communication will provide the data necessary to conduct content analysis that will further clarify the type of information transferred over each communication media. Such analyzes may provide insights as to why various media have different relationships with performance. Second, future longitudinal research is needed to determine the causality of the performance-communication relationship. The cross-sectional design we employed in this work does not allow us to rule out the possibility that low performance may cause low-communication frequency. For example, teams reporting low cohesion may decrease the frequency of communication transpiring among team members because they may be prone to disagreements and unpleasant interactions. Likewise, a highly cohesive team may not communicate frequently because the team members know each other well and do not feel the need to exchange a lot of information. We anticipate that goal achievement and project efficiency could similarly influence communication frequency. Such reasoning demonstrates the necessity of conducting longitudinal research to establish the directionality of the communication-performance relationship. VI. CONCLUSION The current study was designed as an empirical investigation to provide a more comprehensive understanding of the relationship between cross-functional team performance and communication frequency. Extending previous research on cross-functional team communication, we have shown that the relationship between communication frequency and team performance is not as straightforward as previously believed. The curvilinear relationship between communication frequency and performance we were able to establish requires reconsidering the way communication is used to facilitate team performance. This work also provides an interesting glimpse into the role plays in project teams and how it is related to various aspects of team performance. Future research on the communication frequency-team performance relationship appears justified, with special attention being paid to the new electronic communication media that are emerging in project work today. ACKNOWLEDGMENT The authors gratefully acknowledge C. Y. Woo for her helpful contributions to this research and D. A. Butterfield for his valuable comments on an earlier draft of this paper. REFERENCES [1] T. J. Allen, Communication networks in R&D laboratories, R&D Manage., vol. 1, pp , [2], Managing the Flow of Technology. Cambridge, MA: MIT Press, [3] T. J. Allen, D. M. S. Lee, and M. L. 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text:
Stars including Daniel Radcliffe, Robert Lindsay, John Simm, Jessica Lange, Billie Piper, Rosamund Pike and Kristin Scott Thomas are among the dozens who are under consideration for prizes.
With so many in the running, the judges made a plea that the longlist and not just the eventual shortlist should be released.
So today, for the first time, we list every person and production put forward by the judges - theatre critics Nicholas de Jongh of the Evening Standard, Georgina Brown of the Mail on Sunday, Susannah Clapp of The Observer, Benedict Nightingale of The Times and Charles Spencer of the Daily Telegraph.
De Jongh said: "The whole notion of introducing the longlist is to draw attention to the very high quality which we regularly enjoy across the full gamut of theatre.
"There has been this past six months a considerable range of fine acting and directing. Often as many as four or five people could be worthy winners in the closest-run categories, such as best actor and actress."
He said the full list would give a stronger appreciation of the work the judges got to enjoy, adding: "Everyone on the longlist deserves their moment of glory."
The shortlist will be announced next week and Richard Wilson, the actor and director, will compere the lunchtime prize ceremony at the Savoy on 27 November.
He takes over from Ned Sherrin, the much-loved broadcaster, writer and director, who died earlier this month, aged 76.
Wilson, who has been associated with winning work at the awards but never won an Evening Standard Award himself, said his only regret at being master of ceremonies was that he would not be able to enjoy the champagne.
"I'm honoured and thrilled to be asked, but following Ned is a very, very difficult job so I'm a little bit nervous," he said. "Because the theatre world is such a disparate community, we don't get to meet up very much as a big group so it's our way of having a celebration and a party. Of course people want to win, without a doubt, but the event is the most important thing." Sherrin will be remembered at the awards for his years of service as compere. The best musical prize is to be renamed in his honour.
De Jongh said: "Ned had a considerable career on several fronts and one of them was in theatre. He did a lot of distinguished directing, the most famous being Peter O'Toole in Jeffrey Bernard Is Unwell, and he wrote a series of musicals with Caryl Brahms.
"He had an encyclopaedic knowledge of plays and performers and was an inveterate first-nighter. In terms of the Evening Standard Theatre Awards, for more than 20 years he was just an astonishing compere.
"We wanted to mark his association with the awards by naming one after him and thought that the musical would be very suitable."
- More about:
- Actors And Actresses
- Billie Piper
- Evening Standard
- Kristin Scott Thomas
- Robert Lindsay
- Telegraph Group
- The Times

subset: commoncrawl


text:
This pristine Cobalt has enough room to carry your entire party and gear around Lake Tahoe for the entire day, and if you wish, day after day. Seating capacity for 11, a huge Mercruiser 454 engine, an extra cooler and tons of storage. Thumpin' stereo and cup holders throughout. Your rental includes a tube, wakeboard, skis, all of your life jackets, ice in the coolers, spare towels, blankets and delivery to anywhere on the lake. The boat is delivered to you topped off with fuel, you must replace any fuel that you burn.
We couldn't have asked for better trans tahoe day. chad was timely, professional, easy going, kind & dependable! he brought the boat to us in the wee hours of the morn to skylandia beach, accommodating our early schedule for swimming the trans tahoe swim. he instructed us efficiently on all we needed to know about the boat and we were off. the onboard coolers were filled with ice,t he boat was very powerful, fit all 10 of us very comfortably and handled well. chad even let us keep the boat out a little longer since both my parents had passed away, & we were swimming in their honor. chad is very easy to work with and I look forward to another trans tahoe with his boat/s again next year! thank you chad!!
Chad was super helpful. The boat was great, totally reliable. He delivered it to Fallen Leaf Lake and we enjoyed it for a week.


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Because like everything in life, when things aren't good enough, just add sprinkles! The Cupcake beanie from Neff is fresh out of the oven and perfect for keeping you nice and toasty! With its incredible design and snug fit, it looks good enough to eat!
- Three-tone colour scheme
- Bobble hat design
- Ribbed texture
- Neff tag sown on at the bottom
- One size fits most
- Stretch fit
- Sprinkles
- 100% Acrylic


text:
UPDATE 1-CERAWEEK-Eni says Venezuela gas project to start early production end-2014
By Marianna Parraga
HOUSTON, March 4 (Reuters) - Italy's Eni and Spain's Repsol will start early production of their offshore natural gas project in the Gulf of Venezuela with state-run Venezuelan oil group PDVSA at the end of this year, Eni's CEO said on Tuesday.
After finding more than 15 trillion cubic feet (TCF) of gas, the group's Perla project would increase Venezuela's stagnant gas production and reduce reliance on other fuels that have been used since 2010 to generate electricity during an intermittent energy crisis.
"We are expecting to have early production at Perla project by the end of 2014," Paolo Scaroni told reporters at the IHS CERAWeek energy conference.
PDVSA had said previously said the project would extract its first gas by the end of 2013, but its private partners had warned that to have production ready and negotiate a sale price in dollars with the state-run company would take time.
Scaroni said Eni and Venezuela's PDVSA are currently producing "a few thousand barrels" of crude oil at the vast Orinoco belt, the biggest crude reservior in the OPEC-member country, after the companies started early production last year.
Production will keep increasing to reach some 50,000 barrels per day (bpd) in coming years, he added.
The project, which includes building a new refinery, has an extra heavy crude production capacity of 240,000 bpd, but along with other projects in the area it is increasing production slowly because of a lack of infrastructure and PDVSA's cash flow problems, according to industry sources. Continuación...


text:
im leaning toward fake. the side of the tongue are supposed to be smooth not choppy looking like that
I think these r fine to me, no flaws whatsoever. the tongue is fine idk what yall talking about
NikeTalk is NOT affiliated with Nike Inc. in any way, shape, or form.
All opinions expressed herein do not reflect those of Nike Inc.


text:
In Peaceful Location of Tias. Sleeps 6 (3 Bedrooms)
A modern luxury three-bedroom villa with two bathrooms accommodating up to six people. Spacious open plan living area leading out to the pool terrace. Villa Chic is situated within the cosy Canarian village of Tias. The villa is modern with a contemporary style to it. Tastefully decorated to a very high standard with 3 double bedrooms. 2 bedrooms with king size double beds, and 1 bedroom with 2 single beds. The master bedroom with en-suite bathroom with sliding doors that lead directly to pool area. The kitchen is nicely equipped with marble surfaces throughout. Open dining area with nice wooden furniture with capacity of 6 people, combined with a spacious airy lounge. FREE WIFI, UK TV system, with many uk channels, DVD and dvd movies available, 50 inch flat screen TV, Iphone/Ipod doc. The terrace area is furnished with stylish wooden furniture, a big parasol, BBQ and comfortable high quality cushioned sun beds. Large private heated swimming pool (8 x 4 meters). This modern and stylish villa is suitable for couples or families that require an unique holiday.
New Golf 18 - hole golf course: Just 2 minutes from the villa is a brand new 18 hole golf course. Another golfing option for the variation is the golf course situated in Costa Teguise, a 15 minute car journey away.
Outside dining area: The terrace area is furnished with stylish wooden garden furniture, a large parasol and BBQ, comfortable cushioned sun beds for 6 people. A private large heated swimming pool 28 ft, excellent for swimming. The terrace and pool area is very private and receives all day sun.
Distances: Villa Chic is just a short walk to the cosy village of Tias, where you will find supermarkets, shops, restaurants, tapas bars, chemist, banks and local bakeries. In the village centre you will also find the taxi rank and the bus stops for the new local Tias bus, which takes you to Puerto del Carmen for only 90 cents! a 5 min. drive away. Car is recommended but not essential.
Top Traveller Review
Lovely villa
About the Owner
21 Reviews
4.8/5 -
(21 traveller reviews)
Lovely villa
We stayed at the villa for one week the villa is fantastic the pool is lovely sun all day and you get sky and free wifi as well the shops our just up hill and some nice food and a little bar drink cheap and you get free tapas ,the supermarket great and the bakery fresh rolls and bread every morning. The pasta and pizza restrants was very cheap and Puerto Carmel just down hill if you go over to petrol stations a taxi 6 euros to centre we had a car and drove down 2 mins to sea front Mandy and Thomas our so helpful and anythink you ask there respond to you and hazel is really nice the lady who looks after the villa will defo be going back a little gem this villa is thank you for a lovely sunny week
Total relaxation in a beautiful villa
We couldn't of asked for more. Beautiful villa in Tias in a quiet location €10 in a taxi to get to Puerto Carmen. Decorated and furnished to a high standard. Lovely pool with plenty of outdoor furniture. Villa was spotless. Had a thoroughly relaxing week and would have no hesitation in booking again. All had a fab time
Fantastic villa quiet location exactly what we wanted
10 min drive from airport and other towns. Plenty of taxis and very cheap, better than hiring a car
Villa Chic, Tias, Lanzarote
The villa was pretty much all we expected of it. Well presented and in excellent condition. We wanted for nothing accommodation and equipment wise.
We were made very welcome and the information book was useful. The pool was cleaned twice duringv the week we were in occupation and was in good order.
There was a couple of minor maintenance matters which we reported to Hazel.
It is a pity the pool is not depth graded as this is a drawback for poor / non swimmers / young children..
The local garage was a little noisy at times but overall the location is peaceful and private.
We thoroughly enjoyed a our time spent and do not hesitate to recommend the villa to others.
Great villa very private
We were looking for a private villa and villa chic did not disappoint. Very clean, fantastic facilities, sun all day. We had a fantastic stay, hazel was very helpful we both had an amazing holiday would certainly recommend a visit
Lovely Villa with everything you could possible need in it. Was beautifully kept and really comfortable. It was a great location, close to the airport and the Spanish village of Tias and was only a short drive to Puerto feel Carmen.
Hazel was very welcoming and informative when she greeted us, and was close by if we had any problems (which we didn't!).
Would definitely recommend this Villa to anyone visiting Lanzarote.
Activity and Interests
The Villa is just a short walk to the cosy village of Tias, where you will find supermarkets, shops, restaurants, tapas bars, chemist, banks and local bakeries. In the village centre you will also find the taxi rank and the bus stops for the new local Tias bus, which takes you to Puerto del Carmen for only 90 cents!
Lanzarote is the 'Jewel in the Crown' of the archipelago of the Canary Islands. Palm trees, miles of golden sandy beaches set in a lunar landscape of unearthly beauty, luxury developments, vineyards and volcanoes. Together with its almost-perfect year-round climate and outstanding reputation for service and luxury, Lanzarote ensures an unique holiday experience. With 89 beaches covering 54 kilometres - Lanzarote is a Mecca for beach lovers. The main resort Puerto del Carmen is 5 min. drive away.
Golf: The Villa is located only 5 minutes away from the new golf course near Puerto del Carmen
Prices and Availability
Rental rates
|Rental Period
|Minimum Price
|Additional Nights
|Weekend Night
|Event Price
1 Jun 2017 - 31 Oct 2017
7 night minimum stay
for 7 nights
|Notes: Rates are based on 2 guests; add £10 per night, per additional guest
1 Nov 2017 - 20 Dec 2017
7 night minimum stay
for 7 nights
|Notes: Rates are based on 2 guests; add £10 per night, per additional guest
Christmas/New Year
21 Dec 2017 - 3 Jan 2018
7 night minimum stay
for 7 nights
|Notes: Rates are based on 2 guests; add £10 per night, per additional guest
4 Jan 2018 - 15 Feb 2018
7 night minimum stay
for 7 nights
|Notes: Rates are based on 2 guests; add £10 per night, per additional guest
Feb-May 2016
16 Feb 2018 - 31 May 2018
7 night minimum stay
for 7 nights
|Notes: Rates are based on 2 guests; add £10 per night, per additional guest
Additional pricing information
|Card Payment fee.
Please note! Our rates are including the online card payment fee (that we have to pay to Home away) If you are paying by bank transfer the card fee of £21 is deducted.
Booking notes:
Rates are for up to two people. £70 extra per person, per week. Bookings are from 14.00 hrs on day of arrival to 10.00 hrs on day of departure. A approx .£200 per week deposit is payable on booking confirmation and is non refundable, but dates can be changed. Infants under 2 are free. Balance to be paid 11 weeks prior to departure. In event of any damages caused to the property, payment is liable on departure.
If you cancel We retain
Minimum 11 weeks prior 50% of total
Between 6 and 8 weeks 75% of total
Less than 6 weeks 100% of total
Late check out can be arranged if available.
Owner's Cancellation Policy
- 12
- Available
- 12
- Unavailable
Property Type
- villa
- Away From It All
- Family
- Luxury
- Romantic
- Hair Dryer
- Internet
- Iron & Board
- Linens Provided
- Local Restaurant Guide
- Parking
- Parking Off Street
- Safe
- Sunbed
- Towels Provided
- Washing Machine
- Free Wifi
- 4 Ring Stove
- Blender
- Coffee Maker
- Cooking Utensils
- Dishes & Utensils
- Freezer
- Grill
- Kitchen
- Microwave
- Oven
- Pantry Items
- Refrigerator
- Hob
- Toaster
- Child's Highchair
- Dining
- Dining Area
- Books
- CD Player
- DVD Player
- Radio
- Satellite / Cable
- Stereo
- Television
- Video Library
Pool / Spa
- Heated Pool
- Outdoor Pool
- Private Pool
Location Type
- near the sea
- village
- bay
- caves
- churches
- duty free shops
- marina
- museums
- naturist beach
- playground
- reefs
- restaurants
- ruins
- theme parks
- volcano
- water parks
- winery tours
- zoo
Leisure Activities
- beachcombing
- eco tourism
- gambling casinos
- horse riding
- paddle boating
- scenic drives
- sight seeing
- walking
- whale watching
Local Services & Businesses
- ATM/bank
- fitness centre
- groceries
- hospital
- massage therapist
- medical services
Sports & Adventure Activities
- cycling
- deepsea fishing
- fishing
- golf
- golf pass optional
- hiking
- jet skiing
- mountain biking
- mountain climbing
- mountaineering
- paragliding
- pier fishing
- roller blading
- sailing
- diving
- snorkelling
- bay fishing
- caving
- surf fishing
- surfing
- swimming
- tennis
- water skiing
- wind-surfing
Floor Area
- 175 m²
- Bathroom 1 - Toilet, Shower Enclosure, No bath
- Bathroom 2 - Toilet, Shower Enclosure, No bath
- Both bathrooms fully tiled, with double wash basins and walk in showers. Hair dryers provided.
- 3 Bedrooms, Sleeps 6
- Bedroom 1 - 1 Extra Lg. Double Bed
- Bedroom 2 - 1 Extra Lg. Double Bed
- Bedroom 3 - 2 Single Bed, 1 Cot, Cot on request
- Main master bedroom with King size bed and en Suite Bathroom. Direct patio door excess to the pool. This room also has an Ipod dock provided, so that you can listen to your favourite music.
- Deck Chairs
- Terrace
- Large Cooler
- Garden
- Barbecue
- Patio
- Terrace
- 6 garden chairs
- 6 deck chairs
- Self-catering
House Rules
- Max. occupancy: 6
- children welcome
- pets not allowed
- The property also has a safe with key lock. The Villa provides FREE Wifi and pool heating. We also provide a cot and high chair on request.


text:
|Message view
|« Date » · « Thread »
|« Date » · « Thread »
|"Arun C Murthy (JIRA)" <j...@apache.org>
|[jira] [Updated] (MAPREDUCE-2431) MR-279: re-enable Avro RPC tests
|Mon, 02 May 2011 21:05:03 GMT
[ https://issues.apache.org/jira/browse/MAPREDUCE-2431?page=com.atlassian.jira.plugin.system.issuetabpanels:all-tabpanel ] Arun C Murthy updated MAPREDUCE-2431: ------------------------------------- Status: Open (was: Patch Available) Doug, thanks for the patch and apologies for the delay. The unit tests fail because it needs more work - specifically, you'll need to provide avro impls of the generic interfaces. Can you please update the patch and provide them? Thanks. > MR-279: re-enable Avro RPC tests > -------------------------------- > > Key: MAPREDUCE-2431 > URL: https://issues.apache.org/jira/browse/MAPREDUCE-2431 > Project: Hadoop Map/Reduce > Issue Type: Improvement > Reporter: Doug Cutting > Assignee: Doug Cutting > Attachments: MAPREDUCE-2431.patch > > > MAPREDUCE-2414 added Protobuf as an RPC serialization to the MAPREDUCE-279 branch. In doing so, it disabled unit tests for the Avro-based RPC serialization in that branch. This issue proposes to re-enable those tests. -- This message is automatically generated by JIRA. For more information on JIRA, see: http://www.atlassian.com/software/jira
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text:
An FBI raid on Hells Angels chapters in North and South Carolina netted 19 arrests and provided authorties with a rare glimpse into the inner-working of what they call a highly organized national criminal enteprise.
Agents seized cocaine, marijuana, methampethamines, pills and about 100 firearms, including two machine guns, in a raid Thursday on a Gaston County club headquarters in North Carolina, The Charlotte Observer reports.
Prosecutors in South Carolina charged that members of the Rock Hell City Nomad chapter engaged in intimidation, extortion, narcotics distribution, money laundering, arson, trafficking in stolen goods, prostitution and firearms trafficking, WIS-TV reports.
The raids were the culmination of a two-year joint effort by the FBI and authorities in both states, WCNC-TV reports.
According to authorities, the clubs follow a tightly controlled chain of command that includes a president, vice president, treasurer/secretary and sergeant at arms/enforcer, as well as general members, WIS reports.
The Observer, quoting from a federal indictment, says the clubs follow strict rules, with only members allowed to attend chapter meetings, which were held regularly and referred to as "church."
Memberships are limited to white males who must own one or more American-made motorcycles, mostly Harley-Davidsons.
The chapter president is the ultimate decider in the group and reports directly to regional officers. Representatives of chapters on the East Coast meet periodically in different states, the newspaper reports.
Full members are known as "full patch" and are the only ones allowed to wear the full Hells Angels three-piece patch on jackets and vests.
Prosecutors say any member who gets kicked out of a chapter must "outdate" or color over his Hells Angels tattoos.
Like the mafia, Hells Angels suspects favor colorful nicknames, according to a federal indictment, The Observer reports. Among them: "Rat," "Lightning," "Gravel Dave," "Diamond Dan" and "Diesel."
Doug is an unrepentant news junkie who loves breaking news and has been known to watch C-SPAN even on vacation. He has covered a wide range of domestic and international news stories, from prison riots in Oklahoma to the Moscow coup against Mikhail Gorbachev. Doug previously served as foreign editor at USA TODAY. More about Doug
Michael Winter has been a daily contributor to On Deadline since its debut in January 2006. His journalism career began in the prehistoric Ink Era, and he was an early adapter at the dawn of the Digital Age. His varied experience includes editing at the San Jose Mercury News and The Philadelphia Inquirer.
Also: Follow On Deadline on Twitter


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|<< Previous book
|Next book >>
Silent Snow, Secret Snow(1998)
A novel by Adèle Geras
|"A strange and delightful tale."
Philip Pullman
An atmospheric tale of family secrets, betrayals and desire from an acclaimed storyteller. The Golden family has congregated for Christmas in their large, old family home. Laurie has invited his friend Carlo. He hopes for a chance to tell him his deepest feelings, but Carlo wants to spend time with Laurie's sister, the beautiful yet aloof Marianne. Meanwhile, their cousin, Ellie, is struggling to cope with her miserable mother and the fact that her father is absent. Outside the house the air is soft with snow; inside it crackles with tension as another family tradition becomes evident - that of keeping secrets. Some are tragic, some selfish and some embarrassing. Cut off from the outside world, will anything in the family ever be the same again?
Used availability for Adele Geras's Silent Snow, Secret Snow
See all available used copies of this book at Abebooks UK or Abebooks US
Paperback Editions
October 2003 : UK Paperback
|Title: Silent Snow, Secret Snow (Young Picador)
Author(s): Adele Geras
ISBN: 0-330-41500-X / 978-0-330-41500-2 (UK edition)
Publisher: Macmillan Children's Books
Availability: Amazon Amazon UK Amazon CA
January 1998 : UK Paperback
|Title: Silent Snow, Secret Snow
Author(s): Adele Geras
ISBN: 0-14-038564-9 / 978-0-14-038564-9 (UK edition)
Publisher: Puffin Books
Availability: Amazon Amazon UK Amazon CA
Genre Pages


text:
UPDATE 2-City National, two others see GSE-related charges
(Recasts throughout; adds details, share movement)
BANGALORE, Sept 11 (Reuters) - California lender City National Corp CYN.N and smaller banks like LSB Corp LSBX.O and Gateway Financial Holdings Inc GBTS.O joined a host of U.S. banks which may incur impairment charges from the decline in the value of their investments in the mortgage giants.
LSB and Gateway also expressed concern about their capital levels. LSB said its regulatory capital level will be reduced by the charges, but expects to remain "well capitalized" at Sept 30.
Gateway said it will raise cash to remain "well capitalized" under regulatory standards by the end of third quarter.
Holders of preferred shares issued by Fannie Mae FNM.N and Freddie Mac FRE.N have been hit by the federal bailout of the mortgage giants that called for the Treasury Department to take equity stakes in the companies through new senior preferred shares and eliminated dividends on existing preferred shares, pushing the latter farther down the capital structure.
Earlier this week, big U.S. banks like Wells Fargo & Co (WFC.N: Cotización), Sovereign Bancorp Inc SOV.N and U.S. Bancorp (USB.N: Cotización) said they expect writedowns and non-cash impairment charges related to their exposure to Fannie and Freddie.
City National, the parent of City National Bank, expects to incur a non-cash charge of $12 million to $13 million in the third quarter related to its exposure to Fannie and Freddie.
LSB sees "significant" writedown of investments in the government-sponsored enterprises (GSEs), and expects its net interest income to be "adversely impacted" in the coming quarters.
The parent of River bank said its Freddie and Fannie preferred securities, which had a cost of $10.1 million in June, had a fair value of $1.1 million on Sept 9. Continuación...


text:
H.R.1242 - Competitive Shipping and Shipbuilding Act of 198398th Congress (1983-1984)
|Rep. Boggs, Corinne C. (Lindy) [D-LA-2] (Introduced 02/03/1983)
|House - Merchant Marine and Fisheries
|Latest Action:
|06/29/1983 Forwarded by Subcommittee to Full Committee (Amended). (All Actions)
This bill has the status Introduced
Here are the steps for Status of Legislation:
- Introduced
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See Coverage Dates for Legislative Information and learn about other sources.
Subject — Policy Area:
- Transportation and Public Works
- View subjects
Summary (1)
Actions (8)
Titles (2)
Amendments (0)
Cosponsors (153)
Committees (1)
Related Bills (1)
Summary: H.R.1242 — 98th Congress (1983-1984)All Bill Information (Except Text)
There is one summary for H.R.1242. Bill summaries are authored by CRS.
Shown Here:
Introduced in House (02/03/1983)
Competitive Shipping and Shipbuilding Act of 1983 - Requires that, by 1984, five percent of all bulk cargoes imported into or exported from the United States by water be carried on U.S.-flag ships. Requires yearly one percent increases until the percentage of bulk cargoes carried on U.S.-flag ships reaches 20 percent.
Provides for credit to importers and exporters for the use of U.S.-flag ships for the transportation of bulk cargoes between foreign ports.
Authorizes the Secretary of Transportation to provide relief from the requirements of this Act upon a finding that U.S.-flag ships are not available within guideline rates. Sets forth factors which the Secretary shall consider in determining the extent of relief granted.
Requires the Secretary to establish and publish guideline rates for the carriage of bulk cargoes subject to this Act. Requires the Secretary to assure that such rates take into account certain objectives.
Requires the Secretary, in order to establish guideline rates, to estimate the current cost of operating U.S.-flag ships in the foreign bulk trades of the United States and of constructing such ships. Requires such cost estimates to be published within six months after enactment of this Act. Requires such estimates to be revised annually.
Requires that such rates: (1) be reviewed and adjusted at least annually; (2) not reflect costs greater than the estimated current costs; and (3) be the maximum rates which may be charged for the charter of U.S.-flag ships for the transportation of bulk cargoes governed by this Act.
Requires the Secretary to establish and publish interim guideline rates in the first calendar year following the enactment of this Act. Sets forth factors to be taken into account in determining such rates.
Requires the Secretary to appoint and consult with an advisory committee to establish and review U.S.-flag ship operating costs, shipyard construction costs, guideline rates, and regulations.
Requires anyone engaged in importing or exporting bulk commodities in U.S. foreign commerce whose business volume exceeds $1,000,000 annually to report to the Secretary on the percentages of such person's exports and imports carried on U.S. flag ships. Requires anyone who fails to transport the required percentage of U.S. bulk cargoes to use exclusively U.S. flag ships until the deficiency has been recouped, unless Secretarial relief has been granted.
Establishes civil penalties for violations of this Act. Sets forth procedures for the investigation, prosecution, and judicial review of violations of this Act.


text:
NAV-X for Distribution is a great fit for many businesses. Find out if it's the right choice for you! Are you looking for a NAV-X for Distribution demo, technical support, product or pricing information or to simply to compare NAV-X for Distribution with competitive options? Quickly get answers and the information you need.
A long and drawn out purchase-to-pay process increases your baseline costs and the risks associated with a difficult audit. By bringing together your compliance and purchasing, into a single automated procurement solution, you can feel confident that costs are under your control. NAV-X purchasing software drives efficiencies in your purchasing cycle and improves transparency in a difficult regulatory environment.
NAV-X is perfectly equipped to deal with the purchasing requirements of the distribution and manufacturing industries. With advanced ordering you can process blanket orders and simplify your ordering arrangements with email orders. Whether you have multiple sources of supply or multiple warehouses then NAV-X distribution software will simplify your purchasing arrangements. The choice for manufacturing and distribution managers is NAV-X.
"Purchasing" is part of the NAV-X for Distribution line of products, developed by NAV-X, LLC.


text:
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See Store for Pricing.
All-organic Waterhold Wocoblend Potting Soil naturally retains water and has added beneficial ingredients for optimal growth and aeration. Blended with Black Golds starter and transplant fertilizer with mycorrhizae to boost Resilience for stronger stems and improved root mass.
canadian sphagnum peat moss, coir, perlite or pumice or cinders, earthworm castings, dolomite lime, organic fertilizer, and organic wetting agent
useful for all container plantings and raised beds.