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|Information Security Risk Management
Risk Management
|Number: 8020.0 Revised: August 15, 2010
Risk management is part of an on-going process to identify security control gaps on campus systems and processes. Risk management provides the basis for prioritization and selection of remediation activities and can be used to monitor the effectiveness of campus controls. Risk management is conducted through an annual campus-wide risk assessment and on-going risk management processes defined by the ISO.
Annual Risk Assessment
Sacramento State conducts an annual campus-wide risk assessment coordinated by the Information Security Office. Results from the assessment are provided to the Vice President and Chief Information Officer, in the form of a campus-wide report that is presented to the President. The President will certify completion of the annual risk assessment, including certification of all mitigation strategies and all campus risk acceptance.
On-going Risk Management Processes
Such ongoing processes include risk remediation, monitoring, mitigation, and acceptance. These processes will be used by the Information Security Office and other campus management during both the discovery process related to information security risk processes and for incidents involving non-compliance with Information Security Policies and standards. These processes help define outstanding risks and the strategies used to address those risks. Such risk and non-compliance will be addressed though four processes
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Discover Holyoke
GazetteUMass: Pick winners of Bowl Games against me - FOX Sports College Bowl Pick'em with me! Group ID: 11596 (link)
GazetteUMass: Berger is still eligible for a medical redshirt. UMass coach Derek Kellogg said it is too soon to make a decision on that
GazetteUMass: UMass sophomore Seth Berger has a stress fracture in his left foot. He is expected to miss at least 4 more weeks
mangiaratti: Family, friends rally to help Chloe Rombach as she recovers after being struck in #NorthamptonMA crosswalk- (link)
GazetteUMass: He had one semester left. NCAA allowed him to use 2nd semester "@FourVolleys: @GazetteUMass Wait how does he still have eligibility"
GazetteUMass: Former UMass guard Jesse Morgan will make his debut for Temple tonight (link)
GazetteUMass: @KevinMcNamara33 Saturday a.m. looking forward to it
GazetteUMass: Covering a hockey game on Tuesday has confused my body calendar. I can't believe it's not Friday yet
WilkGazette: Wednesdayâs high school wrestling: Hampshire pins Granby in dual-meet opener | GazetteNe(link)nn
WilkGazette: Wednesdayâs high schools: Katie Yagodzinski powers Smith Academy to win over Gateway | GazetteNe(link)F8
WilkGazette: Belchertown rebounds from opening loss, skates past Easthampton 8-1 | GazetteNet (link)

subset: commoncrawl


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test photos around my house
I purchased yet another camera. As usual, I quickly shoot a roll of film to make sure the camera works properly. The Canon ML was one of Canon's first autofocus cameras. It's from the late 70s. It has a 40mm fixed lens.This photo was shot on film. Taken by nigelk with a Canon ML loaded with Klick Max 24 film in Honolulu, United States. These tags describe this photo: canon, klickmax, test, and dog. Date: 2012-08-05. This photo can also be found in the album 2012-08 Canon ML test .
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French Gulch Prospect, Bonnifield District, Denali Borough, Alaska, USA
Location: The French Gulch placer gold prospect is along French Gulch about 0.5 mile from its junction with Healy Creek. The map site is in sec. 17, T. 12 S., R. 6 W., of the Fairbanks Meridian. This is location 64 of Clark and Cobb (1972).
Latitude: 63°52'11"N
Longitude: 148°46'11"W
Longitude: 148°46'11"W
Geology: French Gulch drains the Tertiary Nenana Gravel, which locally contains gold paleoplacers. The source of the placer gold in French Gulch probably results from reworking the Nenana Gravel.
Workings: Surface only.
Age: Quaternary.
Production: One of the limiting factors for mining here was the lack of water.
Commodities (Major) - Au
Development Status: Undetermined.
Deposit Model: Placer Au (Cox and Singer, 1986; model 39a)
ReferencesBrooks, A.H., 1915, Mineral resources of Alaska; report on progress of investigations in 1914: U.S. Geological Survey Bulletin 622, 380 p. Clark, A.L., and Cobb, E.H., 1972, Metallic mineral resources map of the Healy quadrangle, Alaska: U.S. Geological Survey Miscellaneous Field Studies Map MF-394, 1 sheet, scale 1:250,000. Cobb, E.H., 1978, Summary of references to mineral occurrences (other than mineral fuels and construction materials) in the Healy quadrangle, Alaska: U.S. Geological Survey Open-File Report 78-1062, 113 p. Maddren, A.G., 1918, Gold placers near the Nenana coal field: U.S. Geological Survey Bulletin 662-G, p. 363-402. Wahrhaftig, Clyde, 1970, Geologic map of the Healy D-4 quadrangle: U.S. Geological Survey Geologic Quadrangle Map GQ-806, scale 1:63,360.
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New Locality Added: JMN Quarry, Belmont, Belknap Co., New Hampshire, USAFrom Peter Cristofono, 17th Dec 2014 19:13:21


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Ice Cube may have once cultivated a gangsta image, but now that he's a successful film actor, he wants everyone to know he's no thug. So he was reportedly offended by a community alert released Sunday by Chicago police, and illustrated on one Windy City TV station, that described an at-large rape suspect as a black male in his mid-20s who ''resembles the popular rap artist Ice Cube.''
Cube happened to be in town, shooting ''Barbershop 2,'' and his spokesman said that cast members saw the broadcast on WBBM on Monday, in which the alert was accompanied by footage from one of his music videos. ''This is an unfortunate and hurtful situation for Ice Cube,'' publicist Matt Labov told the Associated Press. ''That his good name ever came up in association with the events currently taking place in Chicago's Wicker Park area is damaging to Ice Cube as a father, husband and artist.''
Police later reissued the alert for the suspect, who has allegedly raped three women in the trendy Wicker Park neighborhood on the city's north side, without any reference to the rapper-actor. ''We acknowledged the information should not have been on the alert,'' police spokesman David Bayless said Tuesday. ''We took immediate corrective action. We apologize to Ice Cube for what was an honest mistake and came with no ill intent.''
WBBM also apologized, though it said it was only following the police's lead in airing the Ice Cube description. ''Chicago police had issued a community alert saying a suspect in a string of crimes in Wicker Park resembled rap artist Ice Cube,'' station spokesperson Elizabeth Shapiro said. ''So our information was taken directly from the Chicago Police Department community alert.''


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Linebacker has been off limits to reporters during off-season access. Terry McCormick
Manti Te'o has apparently been as invisible in the San Diego Chargers' locker room as Lennay Kekua was to the world at large.
The San Diego Chargers, who drafted Te'o in the second round of the draft last month, did not make the linebacker available for media questions during open locker room access of the off-season work Friday, says Matt Calkins of the San Diego Union-Tribune.
As Calkins correctly points out, any hiding of Te'o is only going to create more media scrutiny when the rookie eventually does speak on the record at his locker. As OTAs resume today, the Chargers would be wise to go ahead and put Te'o in front of the cameras and recorders and get out of the way whatever questions might arise - from football to fake girlfriends.
The sooner the Chargers head this matter off, the sooner Te'o becomes just another player in the locker room during interview sessions. And in light of the whole embarrassing story, isn't getting back to some sort of normalcy what Te'o, the Chargers and even the media members who cover the team regularly all want?
Follow me on Twitter @terrymc13
Terry McCormick covers the Titans for TitanInsider.com
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I think I need to work more on my abdomen! That seems alarming to me. Especially that we have family history of Diabetes Mellitus. I should be really alarmed!
Work Out Zone
Get Rid of Your Visceral Fat!
If you are at risk for (or have) type 2 diabetes, here's some news that should get you moving!
Researchers from Syracuse University say exercise is one of the best ways to reduce the amount of visceral fat stores in the body. High levels of visceral fat — more commonly known as abdominal fat — are directly linked to a decreased ability for your body to use insulin properly, leading to diabetes.
In the study, researchers divided 33 women with type 2 diabetes into 3 groups. One group simply dieted, the second ate their regular fare, but started walking and biking, and the third group did both. Those who dieted — or dieted and exercised — both lost about the same amount of weight after 14 weeks (around 10 pounds). Those who only exercised lost about 5 pounds.
But what differed between the active and non-active groups was where the weight loss came from. Those who only dieted lost subcutaneous fat — the fat just below the skin — but not visceral fat. Those who exercised lost visceral fat, and those who did both, lost both!
I think I need to work more on my abdomen! That seems alarming to me. Especially that we have family history of Diabetes Mellitus. I should be really alarmed!
I better get to walking and biking!
My stomach is growing by the day here lol
I've started to walk to work. Hopefully that'll make a difference with my belly fat
I experience that one too. And its really alarming. I did my surgery and now I'm doing walking and jogs to maintain my health and body. Its not easy having big tummy for girls.


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Technote (troubleshooting)
Tivoli Storage Manager(TSM) destination is the only available backup destination. The Both and local options are greyed out
The Data Protection for Exchange or Data Protection for SQL GUI VSS backup only shows the TSM Destination as available; the LOCAL and BOTH options are greyed out. For example :
Flashcopy manager license not installed
Resolving the problem
For a LOCAL VSS backup, it is necessary to have the license for the Flashcopy Manager.
This is a separate license from Data Protection software package.
A license file called fcmclient.lic should exist under the C:\Program Files\Tivoli\FlashCopyManager (default) directory.
The fully licensed FlashCopy Manager installation package would need to be obtained from Passport Advantage.


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The three finalists are UCLA's Megan Langenfeld, Washington's Danielle Lawrie and Georgia Tech's Jen Yee. The winner of the 2010 USA Softball National Collegiate Player of the Year will be named on Tue., June 1 at the Opening Ceremonies of the Women's College World Series in Oklahoma City, Okla.
Langenfeld (Bakersfield, Calif.) was named Pacific-10 Conference Player of the Year, First-Team NFCA All-West Region and First-Team All-Pac-10. She enters Super Regional play leading the Bruins with a .500 batting average, 49 runs batted in, a 1.037 slugging percentage, 38 walks and a .650 on base percentage. She is also tied for first with 16 home runs and second with 40 runs scored. In the circle, Langenfeld is 10-1 with three saves, a 1.29 earned run average and 56 strikeouts in 87 innings. The senior was named Pac-10 and USA Softball National Player of the Week on April 27 after recording four homers and eight RBI in a three-game sweep at Stanford. Langenfeld has 18 multiple-hit games and 14 multiple-RBI contests on the season. The senior came into the postseason ranked in the Top 20 nationally in six offensive categories. In the circle, Langenfeld was a perfect 6-0 in Pac-10 play with two saves, posting a 1.43 ERA and 24 strikeouts in 44 innings. Among her victories were a pair of wins in the last weekend of the regular season at Arizona.
The 2009 USA Softball National Collegiate Player of the Year Lawrie looks to repeat as Player of the Year, only the second student-athlete in the history of the award to do so. The senior from Langley, British Colombia is a First Team All-Pacific Region, First Team All-Pac-10 and Pac-10 Pitcher of the Year. She was named the Pac-10 Pitcher of the Week a record eight times this season and also earned USA Softball Player of the Week three times (a single-season record) and the NFCA National Player of the Week twice. Lawrie is 38-1 on the season with a 0.94 ERA, 446 strikeouts and just 34 walks in 269.1 innings. She also leads the Huskies in home runs (15), RBI (57) and slugging percentage (.627), all of which are career highs. Holds a nation-best 22 shutouts to break her own single-season school record. Lawrie is 19-2 against ranked teams this year with 234 Ks in 143.1 innings. She has thrown three perfect games on the season.
Jen Yee (North Delta, British Colombia) makes her first appearance in the Top 3 after being named the 2010 ACC Player of the Year. The senior from Georgia Tech was a First-Team NFCA All-Southeast Region and First-Team All-ACC. She reached base safely at least once in all 62 games this season and leads the nation in batting average (.568), slugging percentage (1.270), on-base percentage (.732), runs scored (93) and walks (88). She is also tied for the lead nationally with 29 home runs. Yee struck out just six times all season and was 21-for-22 in stolen base attempts, good for fourth in the ACC. Her 84 hits and 63 RBI led the league while her 15 doubles ranked third. She was a two-time Louisville Slugger/NFCA National Player of the Week and five-time ACC Player of the Week. Yee was intentionally walked 31 times this year which is an NCAA single-season record.
About ASA
The Amateur Softball Association, founded in 1933, is the National Governing Body of softball in the United States and a member of the United States Olympic Committee. The ASA has become one of the nation's largest sports organizations and now sanctions competition in every state through a network of 76 local associations. The ASA has grown from a few hundred teams in the early days to over 240,000 teams today, representing a membership of more than three million. For more information on the ASA, visit http://www.asasoftball.com/.
About USA Softball
USA Softball is the brand created, operated and owned by the ASA that links the USA Men's, Women's, Junior Boys' and Junior Girls' National Team programs together. USA Softball is responsible for training, equipping and promoting these four National Teams to compete in international and domestic competitions. The USA Softball Women's National Team is one of the only two women's sports involved in the Olympic movement to capture three consecutive gold medals at the Olympic Games since 1996. The U.S. women have also won eight World Championship titles including the last six consecutive as well as claimed three World Cup of Softball titles. For more information about USA Softball, please visit http://www.usasoftball.com/.


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We have new easy to use interactive GIS Web tools available though the Community Development Department, DPW, and other city department web sites. These mapping tools allow the user to get detailed information about the theme by clicking a single point on the map.
Parking in Cambridge just got a little bit easier with the new Cambridge Parking Map. Type in your destination address to find parking lots, garages, and metered parking spaces in the area!
Cambridge City Buildings are spread around the 6 square miles that make up the City of Cambridge. The City Department Storymap is designed to help you find the department you're looking for!


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How Many Teeth?
Does anyone know how many primary teeth a child has and how many permanent teeth an adult has? This activity, contributed at the 2012 PNMA Sharing Fair, is a great way to find out, using the Montessori Golden Beads!
Below is a worksheet that can be used in conjunction with this exercise. Download the full-sized version (by clicking "free downloads" on UMA sidebar on the right), laminate the sheet onto sturdy cardstock, and then provide a dry-erase marker for tracing the dotted letters.


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Have you been told that you're overqualified for a position when you're the perfect fit? Recently, I wrote an article,
Boomers, Correspondence, Job Search, Resumes
"I'm concerned that you're overqualified for this position." Too many of my mid-life job seeking clients have heard
Build an accomplishment-based resume that demonstrates your skills and sets the stage for a successful interview.
Employers are looking for employees that have the specific skills sets required for a position. The best way to demonstrate
Many people who want to transition from their current career to a new job or career field have put their
Boomers' resumes have changed over the last two years. In the past experts advised including all of your qualifications on
What is a Gremlin? He or she is the one that whispers negative messages in your ear: "You're too old,
Control the things you can. Quit obsessing over the bad news. Yes, the economy is a mess, the job market
I recently posted an article entitled "Are you as Courageous as a Baby Squirrel"? Many readers sent in very thoughtful
One of my clients asked me today what it means when an employer expresses concern that you're overqualified. The answer
For experienced professionals, one of the most dreaded questions is "What are your salary expectations?" There is a lot of
If you haven't conducted a job search in the last few years, the rules are very different. Although interviews come
By the time many of my clients reach 50 or above they have experienced a lay-off, extended unemployment, intermittent work
It takes courage and the willingness to accept responsibility to succeed in today's job market. For many of us, this
The job search has been described as a series of "no's" followed by a "yes". In other words, rejection is
You may have the greatest 30-second elevator speech in the world, but it's how and when you use your this
What is personal career branding? Personal Branding has been referred to as Self-packaging. It's capturing the personal and professional qualities
Do You Have the Right Tools in Your "Zoomer" Job Search Tool Kit?" Do You Know How and When to Use Them?
My experienced clients often have questions regarding the best tools to address issues unique to the 50+ Job Seeker. Many


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About Us
We are a small adoption center, but strive to keep a broad selection of cats, dogs, kittens and puppies on-site, giving visitors a variety of sizes, colors, ages, and fur lengths to select from. Animals at our facility are available for adoption on a first-come, first-serve basis.
Our staff and phone volunteers counsel families regarding animal adoption. We help families understand the financial cost of owning a pet as well as the time commitment required. We counsel families to understand the potential dangers of matching young kittens with young toddlers, or the danger of giving a pet as a gift to an unknowing individual. Additionally we provide resource information on a variety of topics including: crate training, house breaking, barking, jumping, nutrition, grooming, exercise, to name just a few.


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Monroe County PA Free & Income Based Clinics
We are the largest online directory of free and affordable medical clinics.
Home » Pennsylvania Free Clinic » Monroe county
Free & Income Based Clinics in Monroe County, PennsylvaniaThis is a county based search for Monroe County clinics. We also provide city based searches. Use the search box on the right to only search one city at a time.
We have listed all of the free and income based health clinics we have located in Monroe County, PA.
Review all of the information we have provided for the clinics. Some of them provide a wide array of services ranging from free to sliding scale services. We have provided as much detailed information including phone numbers, emails, and websites where available.
Free Clinic City Search
Type the name of a city in Pennsylvania.
Free Dental Clinics
Are You Looking For Free Dental Clinics In Pennsylvania?
Nationwide Clinic Search
Search our nationwide database of medical clinics that offer services for free or flexible payment options.


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Summary: Obesity has become a major health issue throughout the world, but many people just aren't aware of the proper nutrition needed in a diet. Smolin guides readers through the science of nutrition, providing real-world examples to show them how to apply this information to their lives. Each chapter delves into the strong science base while exploring the basis of current nutrition recommendations. This approach will help readers effectively evaluate new information that t ...show morehey encounter. ...show lessEdition/Copyright: 08
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Next Gigs::
Next Gigs::
New(ish) News
-Did you see the SDO reunion show on Afton Mountain the day Irene stormed through the Valley??? Steve, Torrey, Eric, Alex, and Frick played their first show together in 5 years!
Old News::
-SDO original 'Pretty Girls' was used in Season 3 of Dallas Cowboy Cheerleaders! Now you have an excuse to watch, you're welcome.
-Steve Sutton recorded, mixed, & produced the Summer 2008 CD, Playing Twister With The Devil...The Baja Sessions. Along with partner-in-crime and studio guru Neil, this CD came to fruition after many long hours in the studio. In all, 9 of the 10 bands featured on the CD recorded with Steve & Neil. SUMMER '08
-Steve & wife Laura recorded an original song for an independent movie being produced in Staunton. We'll let you know more details as they become available. SUMMER '08
MySpacing it since February 2005
Sign up to receive email updates from SDO!
© 2005 Sun Dried Opossum


text: For a moment the page changes, the default \"out of stock\" message replaced by an estimated shipping date. Quickly, you move your cursor across the screen and hit the order button, only to discover the device is no longer available. You close the tab. Better to try again later. This is the frustrat


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Discover Chocolate and Live La Vida Cocoa!
Time: October 30, 2009 from 10am to 11am
Event Type: awards, demonstration, festival
Created By: Jeff Latest Activity: Oct 4, 2010
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London Symphony Orchestra, despre Bucuresti. Un dialog pe Lipscani:
<<The lady serving us in the courtyard we find ourselves in says, "So you are not from Romania?"
"No," says Malcolm in his Scottish accent, "We are from London. We are here working."
She looks pleased and asks us what we are doing, "We are here with the London Symphony Orchestra…"
"Holy Moly that's awesome!>>


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- 7 Comments... What do you have to say?
Think Visibility had its fourth outing this weekened and, as on previous occasions, it was a great conference. There were plenty of old faces, plenty of new ones and a veritable smorgasbord of presentations on SEO, CRO, social media and more besides.
I was invited to speak about PR (public relations that is, rather than pagerank). This talk was something of a departure for Think Visibility, because it was about visibility offline as well as online. PR is a sizeable subject to cover in 45 minutes, so this talk focused upon one of the areas in which Tinderbox Media has a particularly strong track record: offline and online media relations. The audience was a good mix: marketers, SEOs and startup owners.
Here, by request, is my PR presentation. Some of the slides are detailed, but if you don't want to squint you can always view the larger version (link above; click on the more tab for full screen). I have also removed many of the slides that drew upon my real-life inbox for examples of good and bad practice; those were for attendees only, I'm afraid!
Thanks to Clarke Duncan for providing the inspiration, Kieron Donoghue of ShareMyPlaylists.com for telling Dom (Think Visibility's organiser) that a talk on PR would go down a treat, and to everyone who came to see it.
If you didn't make it to Think Visibility this time, I recommend that you get yourself a ticket for the next outing in March 2011. This is what you missed:
Think Visibility September 2010 – Verdict: Awesome (David Whitehouse)
Think Visibility and Domain Names: A Diary (Gary Taylor)
Think Vis – Site Clinic (Notes from Dave Naylor)
Being Visible in Leeds With Think Visibility (Michelle at Caboodle Design)
Think Visibility Live Blogging September 2010 (Kieron Hughes at PushON)
Some great talk summaries from Peter Young at Holistic Search Marketing:
Think Visibility: Mel Carson – Earning and Learning
Think Visibility: Keyword Domains and Mini-Sites – Gary Taylor
Think Visibility: Lisa Myers – Social Media for SEO
Think Visibility: Linkbuilding in Real Life – Jaamit Durrani
Liveblogging from Fresh Egg:
How to gain ranking dominance in any market sector
Link building in real life – a practice guide to dominating the SERPS
Think Visibility – Social Media for SEO
Think Visibility – Going International with SEO
(If you have blogged about Think Visibility 4 and you aren't on this list, let me know and I will add you.)
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macmodi said on September 6th, 2010 at 10:31 am
There is also another blog from from Fresh Egg about Ian Pounecy's session on Practical Accessibility.
ThinkVisibility 2010: Cherry popping SEO goodness said on September 5th, 2010 at 11:34 pm
[...] I haven't covered some excellent stuff from Paul Madden (saddled with the unfortunate moniker of SEOidiot, however, he has more than a touch of genius, his 'what would a spammer do' session went down a storm with a lot of laughs) and Dave Naylor with some wise words on what was essentially branding and SEO. My lack of superhero ability to be in two places at one time meant I couldn't get to Karl Blanks 'Conversion Killers' or Karyn Fleeting from Tinderbox's talk on PR – both sounded awesome, check out Karen's slides. [...]
Think Visibility September 2010 -Top Takeaways | Distilled blog said on September 6th, 2010 at 8:22 am
[...] http://corporateblogger.co.uk/2010/09/05/think-visibility-4-the-prs-guide-to-world-domination/ [...]
Think Visibility – A Love Letter to You - State of Search said on September 6th, 2010 at 8:47 am
[...] Karyn Fleeting's PR guide to world domination – her slides are here: http://corporateblogger.co.uk/2010/09/05/think-visibility-4-the-prs-guide-to-world-domination/ [...]
Think Visibility Roundup – September 2010 | Online Marketing | Search Engine Marketing | SEO | PushON blog said on September 6th, 2010 at 11:25 am
[...] Think Visibility 4: The PR's Guide to World Domination [...]
Think Visibility & Confessions of a Conference Virgin | The Gospel According To Rhys said on September 6th, 2010 at 8:10 pm
[...] The PR's Guide to World Domination – Karyn Fleeting slides [...]
Think Visibility | Paid On Results – Network Blog said on September 9th, 2010 at 1:32 pm
[...] P.s. such was the quality of #ThinkVis that I missed out on going to the talk by Karyn Fleeting my boss Clarke Duncan was not impressed as he got a name check and was used in her slides. You can view Karyn's excellent slides here. The PR's Guide to World Domination. [...]


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KATSUO NISHIYAMA is a Professor in the Department of Preventive Medicine at the Shiga University of Medical Science in Otsu, Japan. He holds a Bachelor of Engineering in polymer chemistry from Kyoto University (1965), a D.Phil. in ergonomics from Osaka University (1984) and an MPH in occupational health from The Johns Hopkins University (1994). He was a guest researcher at the Institute of Work Physiology and Hygiene of the Swiss Federal Institute of Technology (ETH), Zürich, during 1981-1982. Dr. Nishiyama was formerly at the Department of Hygiene of the Kansai Medical University. His research has focused on occupational health related to the modern rationalization of the Japanese industry.
JEFFREY V. JOHNSON is an Associate Professor of Social and Behavioral Sciences in the Department of Health Policy and Management at The Johns Hopkins School of Hygiene and Public Health. He also holds appointments as an Associate Professor in the Departments of Environmental Health Sciences, of Medicine, and of Sociology. His research integrates sociological and epidemiological perspectives on the impact of work organization on chronic disease. He has worked at the Division of Organizational and Work Psychology at the University of Stockholm, the Department of Psychosocial Environmental Medicine at the Karolinska Institute in Stockholm and at the Catalan School of Public Health in Barcelona, Spain. He received his Ph.D. from The Johns Hopkins School of Public Health in 1986. Before his academic career, he worked as a journeyman newspaper pressman.
There is considerable international interest in Japanese production management (JPM), known in the West as lean production. Advocates of this new form of management argue that it improves both economic productivity and health. In Japan, however, the relationship between JPM and sudden death due to cardiovascular and cerebrovascular disease has been an important topic of debate since the 1970's. Japanese have named these types of deaths karoshi, which means death from over work. In North America and Western Europe a number of studies have demonstrated a significant relationship between high job strain (high production demands and low levels of control and social support) and cardiovascular disease. This article reviews the elements of JPM and examines their potential health consequences. After describing JPM and its ideological and organizational characteristics, we address its relation to job strain and examine how karoshi can be understood as a response to JPM. We conclude by discussing the need for comparative research that examines the health effects of work organization and management methods cross-culturally.
The first case of karoshi was reported in 1969 with the death from a stroke of a 29- year old, married male worker in the shipping department of Japan's largest newspaper company [1]. Karoshi can be translated quite literally as "death from overwork." The major medical causes of karoshi-deaths are heart attack and stroke, including subarachnoidal hemorrhage (18.4%), cerebral hemorrhage (17.2%), cerebral thrombosis or infarction (6.8%), myocardial infarction (9.8%), heart failure (18.7%), and other causes (29.1%) [2]. The Ministry of Labor began to publish the statistics on karoshi in 1987, as public concern increased [3]:
For example, a big life insurance company investigated 500 male white-collar workers in top-ranking corporations in Tokyo. The report shows that 46 percent of respondents were anxious about their own risk of karoshi. A quarter of them experienced complaints from their families related to anxiety about karoshi. Around 5 to 20 percent of the workers themselves were afraid of the high risk of karoshi. This fear increased with age. The report also shows that family members are much more afraid than the workers themselves. Nowadays, there are almost no workers who do not know the word [karoshi]. Many Japanese workers and their families are anxious about karoshi.
There are no epidemiologically sound estimates of the prevalence and incidence of karoshi. Until recently, there were 20 to 60 deaths each year from overwork for which the Ministry of Labor awarded compensation. However, critics state that the number of people the Ministry compensates for such deaths is much less than their actual occurrence [4]. The overall number of deaths related to cerebrovascular or cardiovascular disease in the 20 to 59 age group is around 35,000 per year according to vital statistics data. Kawato estimates that one-third of these are work-related, or more than 10,000 each year [4]. In 1994, the Japanese government's Economic Planning Agency in the Institute of Economics estimated the number of Karoshi deaths at around 1,000 or 5 percent of all deaths from cerebrovascular and cardiovascular disease in the 25 to 59 age group [5].
Early History
The first case of karoshi was initially called occupational sudden death. Shift work and an increased work load, together with excessive overwork in spite of ill health just before the stroke, were finally recognized as the occupational causes of death by the Workers Compensation Bureau in the Ministry of Labor. It took five years for the family to receive compensation. Since then other cases of Karoshi in the newspaper industry have been comparatively well documented by the labor movement, which identified 18 such cases in the 1970s [2].
When Hosokawa indicated that Karoshi was caused by occupational exposures in a cross-sectional questionnaire survey of workers in the newspaper industry in 1971 [6], there was little, if any, research studying the effects of shift work and hours of work on cardiovascular or cerebrovascular disease. During the 1970s there had been no reports of karoshi type deaths in the Western industrialized countries. At that time the research was focused on Type A behavior as a risk factor for coronary heart disease. The concept of Type A was introduced to Japan through the international literature [7]. Most Japanese researchers and physicians did not consider Type A as being directly applicable to karoshi because comparatively few of the victims in the 1970s were executives and managers. Most of the karoshi cases of this period consisted of shift workers, drivers, newspaper and television workers, construction workers, and salesmen. These were not the same occupational groups that had been identified as being at risk for Type A behavior in the West.
It was the pressure from karoshi victims' wives and colleagues motivated physicians to investigate the work-relatedness of these deaths. The estimated number of compensated deaths in the 1970s was approximately 100. On the basis of case studies, major preventive measures were proposed that the public thought could prevent karoshi [8]. Some physicians urged the use of an epidemiological approach. Epidemiology in occupational health, however, was in its infancy and major studies were not initiated. (Not until 1992 was the Association of Epidemiology established in Japan and it has taken many years for epidemiology to be recognized as a science in the medical community.)
The Japanese Association of Industrial Hygiene (JAIH) established the three-year Shift Work Committee in the late 1970s to study the relationship between shift work and workers' health and to recommend occupational health measures. The committee did a nationwide cross-sectional study using questionnaires. Although the report did not refer to karoshi, it showed that workers engaged in two-shift systems had more health problems [9].
In 1982, the first book entitled "Karoshi" was published by three physicians [6]. This was the origin of the term karoshi. The major approach to research on karoshi was an accumulation of cases and an emphasis on assembling proof of causality on an individual basis. This case study analysis indicated that karoshi deaths were associated with long working hours, shift work, and irregular work schedules [10,11,12] . Most karoshi victims had been working long hours equivalent to more than 3,000 hours per year, just before death.
The National Defense Council for Victims of Karoshi was established in 1988 by the leading lawyers for karoshi. A karoshi hot line was opened on a certain date every year in every prefectural city. In 1990, "Karoshi--When the Corporate Warrior Dies" was published in English [2], and the term karoshi entered the English language; some foreign newspapers and television networks also reported on karoshi deaths [13].
In 1991 advertisements about karoshi appeared in foreign newspapers. Missions were sent to foreign countries; counseling offices opened for overseas Japanese workers in New York and Brussels, and the matter was filed with the Subcommittee of Human Rights of the United Nations. The Ministry of Labor established a Committee of Work-Related Vascular Diseases in response to increasing public concern.
Trade unions, physicians and academics at the local level have acted, from time to time, as advocates, helping the families of victims and demanding prevention. But it has taken almost two decades to rouse public concern for karoshi. In 1992, the JAIH (the only national level academic organization for occupational health professionals), established the two-year Committee on Work-Related Vascular Diseases in response to a proposal from its members. The Committee's major activity is to review the literature, the karoshi cases, and the legal precedents. The Committee itself has not promoted its own biomedical or epidemiological investigation. There is still no epidemiological investigation of karoshi covering the national population .
Workers' Compensation for Karoshi
The government has been reluctant not only to conduct an investigation but also to compensate karoshi through the Workers' Compensation system. The compensation policy is based on accidental death and thereby tends to obscure the health consequences of long term exposures that are a normal part of JPM. The government did not release the statistics on claims and compensated cases until 1987. The Ministry of Labor asks workers compensation claimants to prove that the karoshi victim was engaged in extremely burdensome work or was injured in an accident -- that the event greatly exceeded the normal work load just before or at least on the same day as the heart attack or stroke. The Ministry of Labor's Confidential Manual states that overwork could be the cause of death only if the worker was engaged continuously for 24 hours just before death or worked at least 16 hours a day for seven consecutive days before death [14]. Such working conditions would fit into the rubric of being "accidental" in those corporations where it occurs. The manual states that the worker must have worked more than twice the regular hours during the week prior to collapse, or three times the regular hours the previous day. Another states that just one day off during the week prior to collapse disqualifies the karoshi death from compensation, even if the worker had worked twice the regular hours on the remaining six days. Otherwise, claimants have been obliged to prove biomedically the occupational causality of the death. The Ministry of Labor revised the criteria for compensation for cerebrovascular disease and ischemic cardiovascular disease in 1987. The essence of the criteria, however, did not change [11].
The essential problems with the current criteria are illustrated by the following example: In 1994, the Inspectorate of the Office of Labor Standards refused to award worker's compensation for a 42-year old truck driver who died of acute myocardial infarction. His annual working hours totaled 5,700 hours. He had been employed as a truck driver for 11 years. The office recognized this as normal daily work because the driver had worked approximately 6,000 hours for the past six or seven years. Other drivers also work similar hours. The government has tended to overlooking these long hours of work.
Responding to public concern, the Ministry began to release the statistics on karoshi cases in 1987. The number of compensation claims to the Ministry of Labor is thought to be much less than the actual occurrences. The small rate of compensation, the very long time taken to get a decision on whether or not the death will be compensated, and the very stringent application of the criteria of the Ministry of Labor often discourage the victims' families from filing their claims with the compensation apparatus.
Examples of Corporate Prevention Measures
The state of the art in karoshi prevention in Japanese corporations is very superficial as shown by the following examples [12]:
The employee whose overtime hours for a 3-month period exceed the standard determined by the corporation receives a health examination by the industrial physician; annual physical strength tests are conducted. Employees of an office machine manufacturer, for example, are informed of any change since their last test and advised of their strength as compared with national statistics;
(1) Employees of a trading company out on sick-leave are telephoned and not forced to commute;
(2) Early morning sales conferences that could not be finished the previous day are dropped at an office machine sales company;
(3) Smoking regulations are lowered in a motor manufacturing company from 2 hours a day to 10 minutes at 10:00 a.m. and 3:00 p.m.; and
(4) Employees of a machine manufacturing firm are assisted in finding a funeral home and making funeral arrangements.
Gourika-Byou (diseases of rationalization)
Research orientations change over time. The RMR (Relative Metabolic Rate) oriented era continued for two decades until just after Word War II. RMR was studied vigorously for many kinds of tasks in order to improve the physiological aspects of work pace and scheduling. The next historical period focused on fatigue. Work related fatigue was studied from the physiological and psychological aspect even as JPM was developed and spread. More recently, occupational health researchers -- particularly in Europe -- have performed many investigations of the relationship between work environment conditions and physiological reactions in order to determine standards for working conditions, such as maximum allowable work periods and the degree of work output in order to prevent stress and fatigue in mechanized jobs.
It has not been clear how karoshi fits into these historical paradigms in occupational health. One problem is that there continues to be considerable confusion about the concept of karoshi and indeed some researchers have considered the term itself problematic. Some call it, "not of pure medicine" but a socially constructed disease entity that is not real. Japanese scientists have not agreed on a single definition, the kinds of death involved or whether only death itself should be included. As mentioned earlier, karoshi involves not just death from cardiovascular disease, but can also include other acute deaths, i.e., those related to delayed medical treatment because of lack of free time to see a doctor, and suicides attributed to overwork. For example, some karoshi victims have died due to diabetic coma, rupture of the esophageal vein related to liver malfunction, peptic ulcer, bronchial asthma, and so on. Case fatality rates also vary according to factors other than overwork. If a victim fortunately survives, the case may not be treated in the context of occupational causality. Indeed, deaths may only be the tip of the iceberg -- the most visible indicator of the health effects of overwork in Japan.
Some researchers suggest that karoshi may typical of a new class of occupational disorders that the Japanese refer to as gourika-byou or "diseases of rationalization [15]." Other such disorders include occupational cervicobrachial disorders (OCD, referred to as RSI or CTD in the United States), or vibratory white fingers (VWF). The large corporations and the state have refused to compensate most victims of these disorders on the grounds that these conditions were unavoidable due to the requirements of improved productivity, or that work as a cause of these disorders has not been proved. Yet, more than 6,000 of 40,000 telephone operators of National Telephone and Telegram suffered from OCD [16], and more than 3,000 of 20,000 chain-saw operators working for the National Forestry Service suffered from VWF from the late 1960s to 1970s [17].
If karoshi is a consequence of the rationalization of production methods in late 20th Century Japan, what is it about this process that engenders risk for sudden death? Some Japanese researchers have argued that the source of the problem might reside in the very structure of Japanese Production Management (JPM) itself. They assert that this is due to the fact that JPM involves much more than just designing and producing the highest quality product or service. It actually focuses on reducing the cost of labor through the elimination of what is referred to as "waste". Waste is defined in JPM as anything that is not absolutely essential to production. All costs associated with non-value-added functions are considered a form of waste that should be eliminated, whether it involves buffers between operations, slack time, waiting time, walking time, holidays and vacations, resting time, walking space at work stations, or, more generally, indirect labor such as skilled trades and maintenance workers. Rest time breaks, bathroom breaks, or time to wipe away sweat are regarded as waste. A night without operation is also waste. Much of the waste reduction effort involves a detailed look at jobs, work processes, and work areas to rid them of non-value-added operations and to achieve cost-cutting, worker reductions, and a tighter work effort. In this sense, JPM is an extension, even an intensification of Tayloristic, scientific management techniques into every aspect of work organization.
Working Hours
This process of work intensification has resulted in night shift work, increased scheduled and unscheduled overtime and holiday work, unpaid "voluntary" work for suggestion programs, and formal and informal functions during off-work time. A low base pay forces workers to work hard to get extra benefits. Low allowances for overtime, night shifts, etc., drive workers to work longer hours and more nights and holidays. Both white- and blue-collar workers have to do homework, so-called furoshiki zangyou (wrapped work).
Many workers manage their daily family budget only by depending on overtime and night-shift wages. In addition to homework, they must also deal with overcrowded commuting to and from industrialized cities, normally commuting over one hour each way because they can only afford inexpensive housing in the outlying suburbs.
In Japan, the sheer magnitude of working hours has been suggested as one of the possible causes of karoshi. Japan has much longer working hours than any other industrialized country. We sometimes forget the historical importance of working hours both as an exposure characteristic, and as an issue that generated enormous political interest on the part of the 19th century working class movement. In June 1863, some London newspapers reported that a 20-year-old female garment worker died from "simple overwork" after working days averaging 16.5 hours [18]. In those times, annual working hours for the United Kingdom and United States were around 3,500 hours, assuming a 52-week work year [19]. The political actions of the labor movement in these countries forced a substantial decrease in the number of working hours even before medical science proved its necessity. Shor [19] notes the comparatively recent problem of longer and longer working hours in the United States -- although these are still much less than is usual in Japan.
Japanese working hours have remained the same or tended to increase since 1975 as measured by overtime, holiday and vacation work, number of vacations and time off with pay, and the five-day work week [20]. Working hours have largely decreased since World War II in the Western countries. International comparative statistics show that the [annual] working hours of Japan are the longest (2,159 hours in 1989) among the industrialized countries. The Japanese still work more hours than Americans -- about 236 hours per year on average according to an International Labor Organization study. In Japan, the number of male workers who work more than 3,120 hours a year--that is more than 60 hours a week on average--has increased since 1975 when the number was around 3 million, or 15 percent of employed male workers. In 1988 it reached around 7 million, or 24 percent [21].
Recently, the national government took advantage of international trade pressure to change the law, making it more convenient for corporations to manage long working hours more cost-effectively. Unpaid and so-called voluntary overtime work has become very common. Japanese Labor Standards do not limit overtime work as long as there is a collective agreement between labor and management. The hours and proportion of overtime are greater in large compared to small firms. Most overtime has been regularly included in the work day under the collective agreement with cooperative enterprise unions. The minimum standard of extra pay for overtime is as low as 25-percent of the normal wage. It was symbolic of the governmental support for overtime when the Supreme Court recently judged the firing of a worker who for the first time refused overtime to be legal [22].
The Supreme Court made this judgment on November 18, 1991: A worker at Hitachi Company was ordered to do more than 5 hours of overtime work just 15 minutes before the end of work in 1967. Because he had a previous engagement to meet friends, he refused the overtime work. He completed the assigned work the next day by working overtime until 9:00 p.m. The Hitachi Company asked him to change his thinking, but when the company realized he would not, they gave him the disciplinary dismissal.
Most observers outside Japan have the misconception that Japanese workers obtain large incomes by hard work with much overtime; however, the ratio of labor cost to actual working hours is much lower than in the United States and other industrialized countries [23,24]. In 1986, the wage rate ratio of the United States as compared to Japan was 136 to 100. Furthermore, when comparing the purchasing power parity in relation to the consumer price level, the Japanese level still falls behind some European countries
People may ask: "Why do the Japanese work themselves to death. Why don't they just take a rest before they collapse?" Cultural differences are often invoked to explain why the Japanese do this to themselves. Another explanation for why Japanese workers immerse themselves in their jobs is that it is a customary practice produced by long-term international competition [25]. Still others suggest that Japanese management has been able to instill a managerial orientation in all employees, including blue collar workers by attaching more importance to the overall adaptability to the needs of the firm than to specialization into a specific skill or craft [26].
But case studies indicate that the main reason for over-work is rooted in the very nature of the Japanese Production Management system itself. Japanese corporate society has been infused with JPM ideology in such a way that working 24-hours a day is seen as exemplary, even idealistic behavior. The social atmosphere is such that a pharmaceutical company advertised a new beverage in a television commercial with the song "Can you fight 24 hours for your corporation?"
Japanese production management has been discussed in terms of rationalization, the productivity improvement movement, Kaizen [27], Kanban [27], JIT (just-in-time system), small group activities, QC (quality control), TQC (total quality control), TQM (total quality management), ZD (zero defect), suggestion systems, and so on, based on the historical period of time, the corporation, or the national context. In the West it is increasingly referred to as lean production. JPM originated from a type of industrial engineering imported from the United States that had been inspired in the 1940s and 1950s by Deming, Juran, and others [28,29]. In those years, Japan's major production resource was cheap labor. Japanese corporations applied existing theories and techniques to organize this cheap labor more efficiently. The heart of this system can be understood by the Japanese term Kaizen, as Imai has stated [27]:
The essence of most 'uniquely Japanese' management practices--be they productivity improvement, TQC activities, QC circles, or labor relations--can be reduced to one word: Kaizen. In this context, using the term Kaizen paints a far clearer picture of what has been going on in Japanese industry. .... Kaizen is an umbrella concept covering most of those uniquely Japanese practices that have recently achieved such worldwide fame. These concepts have developed strategies that assure continuous improvement involving people at all levels of the organizational hierarchy.
Kaizen, "continuous improvement," depends on workers' contributions through programs such as suggestion programs or small-group activities geared to problem solving. The goal is to get workers to support cost cutting, to accept job reductions, and to participate with management in changing work processes and practices. Kaizen involves more than participation it encourages workers to treat each other as suppliers and customers or competitors rather than as coworkers.
The combined effects of the different aspects of kaizen on karoshi is suggested by the following case study, drawn from the classic descriptive literature [6]: In 1979 the major task of a karoshi worker (who died at the age of 45 years after 13 successive duty days, including 6 successive night shifts) was assembling engine parts in the model plant under the "new producing method" at Toyo Industry Company (the new Mazda Motor Company) in Hiroshima. The line speed was 2 minutes per car; there was no difference in speed between shifts and no spare time which meant this worker assembled engine parts for 250 cars every 500 minutes. The production method at Toyo involved (1) synchronized production: "just in time", no pool of parts and no waste; (2) value organization: to identify the spare time used by each individual worker so as to identify waste time; and (3) supplement production: to get the minimum necessary parts from suppliers and subcontractors in order to reduce stock.
Two methods were used: One method focused on revealing any waste time by having workers with any spare time to stand conspicuously and simply do nothing. This meant that if a worker could finish his task in 40 seconds rather than the prorated 60 seconds, he would be made to stand the remaining 20 seconds. In other words, he would have to wait the 20 seconds before starting his task over again.
The second method involved a modification of the work factor system (WFS) imported from the United States. Management determined the standard time for each basic movement, measured the number of basic motions of a very skilled worker and identified the minimum number of each task. They did not factor in any safety coefficient on the final number. Under this new production method, the worker resembles a mouse running helplessly in a rotating wheel in order to avoid electric shock, rather than a working human.
According to its advocates the application of the philosophy of kaizen in JPM is manifested in many concrete ways: It organizes workers to adapt to any situation, to cooperate as a team, to become generalists, to pay attention to details, to make the best of human resources, to share all information with other workers, to manage cross-functionally, to build the system on existing technology, to cooperate cross-sectionally, and to give feedback to all other workers. One ostensible characteristic of JPM is to encourage the formation of small teams of workers. This team concept has been widely used in many corporations inside and outside Japan.. According to a survey conducted by the Japanese Ministry of Labor, about half of companies with more than 1,000 employees have small-group activities [27]:
The small groups have a vital role in raising productivity, creating a more pleasant and meaningful work environment, and improving industrial relations. Small groups also play an important role in resolving conflict and laying the foundation for good industrial relations. The creation of sound labor-management relations in Japan often depends on building up a small core of workers at the shop floor who are able to reconcile their dual roles as loyal employees and loyal union members. The loyal employee wishes to work hand-in-hand with management to create better products and bigger profits, almost without limit.
Japanese companies inculcate in workers their role as associates of the firm, sharing the same goals as management rather than having their own distinct interests as members of a different, working class. Companies have organized many formal, informal and/or secret activities to spread the ideology that management and workers share the same fate. Corporations often fail to recognize constitutional rights, including those related to education embodied in Japan's School Education Law. Japanese sociologists of work and the labor process report that they have eroded labor unions and converted them into company tools for controlling workers through various formal and informal means [29]. Most Japanese labor unions are organized on a corporate basis. Some low level managers are organized in the company-based labor unions. Corporations have often exploited these union-member managers and structured the labor unions along the lines of corporate organizations [29]. Thus, they have been able to promote the views of management much more easily than could have occurred in other countries. Aoki calls this "Toyota's human management method" or "corporate fascism" and has characterized such labor unions as a "camouflage" [29]. The labor movement has been considerably weakened; as shown by the decrease in rates of organization and strikes.
Womack et al. have referred to JPM as "lean production" [30]. These authors suggest that in the future automotive and other manufacturing plants will have to operate on this system in order to survive. Indeed their claims of the efficacy of JPM are quite dramatic and enthusiastic, as indicated by their statement that [30]:
"Lean production is a superior way for humans to make things ... It provides more challenging and fulfilling work for employees at every level, from the factory to headquarters. It follows that the whole world should adopt lean production, and as quickly as possible."
Clearly these authors believe that they have seen the future, and they believe it works. It is interesting to note that their studies were based on the International Motor Vehicle Program of MIT between 1985 and 1990 which received $5 million in grants from auto industry itself to undertake the study. These authors advertise the myths of JPM by selecting convenient facts while ignoring other, hence become advocates for the spread of JPM (lean production) worldwide [30].
Corporations everywhere are motivated to undertake similar programs of quality management, waste elimination, and process improvement involving the workers themselves. However, most people who glorify JPM do not consider that its focus is almost entirely on what benefits the company, not on what benefits the workers. JPM essentially increases management control and undermines the independence of labor unions and the human rights of the work force. Thus JPM must use various devices to break workers collective resistance and rebuild group solidarity on the basis of management goals, a process that has been summarized by Cole from the work of Japanese scholars [31]. Corporations cannot set and attain their production goals without "camouflaged" voluntary, employee-initiated activity; small workers' groups must implement the goals whenever there is a gap between the goal and actual performance. But this is not a process of democratization, as seen in the autonomous work groups in the Nordic countries. There is little (if any) rank and file democracy in the JPM workplace. Rather, there has been a severe shift away from human and social considerations toward such goals as improved productivity and reduced turnover and absenteeism, as Gardell and others have pointed out [32]. Some Japanese scholars and labor unions have described this as the next stage in the process of rationalization within capitalist enterprises [33].
JPM and the Psychosocial Work Environment
Several recent reviews have discussed the implications of JPM or lean production on the three psychosocial components that make up the expanded job strain model: psychological job demands, work control, and work related social support. A growing body of scientific literature suggests that workers in high demand, low control and low social support jobs are at increased risk for developing and dying of cardiovascular disease [34]. Yet the question remains: How does JPM influence the relative degree of exposure to these three key psychosocial work environment risk factors? To address this question Landsbergis, Cahill and Schnall [35], reviewed 15 separate studies where the impact of JPM on work content and job stress was examined mainly in transplant firms in the United States and Canada [35]. The general pattern of findings across a variety of countries, and industries indicate that psychological job demands increase, and control decreases in lean production workplaces. Moreover a number of these studies also reported an increase in fatigue, stress, tension, and muscle-skeletal disorders associated with the introduction of lean production methods. The authors conclude: "Recent surveys tend to confirm some earlier case studies that lean production does create an intensified work pace and work demands, and that promised increases in decision authority and skill levels are very modest. Thus such work can be considered to have high job strain (24, page 8)." Landsbergis paper suggest that karoshi should really not be thought of as a solely Japanese phenomena. Workers in other countries who are exposed to a similar system of work organization and management philosophy also report stress related symptoms. It is very possible that with increased exposure time, cardiovascular and cerebrovascular outcomes may also be reported in the West. At the same time it is likely that other types of disorders that are thought to be stress related in the West, such as elevated blood pressure, digestive system disorders, work related musclo-skeletal disorders, depression, anxiety, and behavioral outcomes such as drug and alcohol use may be an understudied consequence of lean production in Japan.
The studies reviewed by Landsbergis, et al did not directly examine work related social support, the other element in the expanded Job Strain Model. It is important to distinguish the team concept from the workers collectivity. As one of the authors of the present paper [36] has discussed previously, there is a considerable difference between socially engineered groups that have been constructed to maximize productivity and to maintain managerially oriented norms and values from the workers collectivity which is the construction by workers themselves of social support systems that are adaptive forms of response to industrial demands and pressures. We would anticipate that lean production or JPM would tend to eliminate worker-oriented social support and collectivity considering it either an obstacle to increased productivity or as merely a form of unnecessary waste.
The job strain model has not explicitly examined the impact of working hours, and indeed, it is rare for Western models of work environment to focus on the quantity of working hours, per se. More attention has been given to the adverse effects of rotating shift work. Several studies performed in Sweden, however, have shown that individuals exposed to extensive overtime periods demonstrated markedly elevated levels of the stress hormones adrenaline, nor-adrenaline and cortisol [18]. The Effort -Distress Model proposed by Marianne Frankenhaeuser has identified the excretion of these hormones as part of the pathophysiological pathway leading to CHD [37]. Jobs which require prolonged effort with emotional distress -- a condition typical of intense overtime periods, places the greatest risk on the human organism for long-term functional and structural changes. These neuro-hormonal elevations, if pronounced and prolonged over time, may place the individuals exposed at greater risk for permanent pathophysiological effects on the cardiovascular system [37].
Researchers have examined the impact of changes in the labor process and its impact on health over the past three decades [34, 38]. Regardless of the conceptual model, or the measurement methods, a general consensus has emerged that the legacy of F.W. Taylor, the founder of "scientific management" has been the creation of an essentially inhuman workplace -- a work environment characterized by authoritarian supervision, a radically delimited task structure, and broken social connections between workers [39]. Many of the adverse exposure characteristics that have become accepted psychosocial risk factors -- low work control, high demands, repetitive and monotonous work, are direct and natural consequences of the managerial principals of Taylorism. JPM or "lean production" is currently being touted as the way to increase both worker empowerment and productivity -- thereby eliminating the ill effects of Taylorism [30]. Though JPM may indeed result in greater productivity over the short-run, this may come at an even greater cost to the work force. Very little of the current international research on JPM has examined its health impact in either the Japanese work force or in Europe or the United States. Although a number of critics have called JPM and lean production "Management by Stress" [40], to date, there have been no well conducted epidemiological studies that explicitly examine the health impact of JPM in comparison to either Taylorism or more democratic forms of work organization. The survey research that has been performed does indicate that workers in lean production transplants in North America report that they believe that they work substantially harder than workers in traditional manufacturing plants (and, their managers agree with this assessment) [36].
The results of Japanese studies that have examined the association between job strain and adverse health outcomes are mixed and rather inconclusive [41-43] Although few epidemiological studies have actually been performed, those that have did not use measurement methods that would allow a real test of the job strain hypothesis. One case-control study of coronary heart disease patients reported higher demands among cases compared to controls but failed to examine the effects of work control [41]. More recently, a study of hypertension in Japan, actually reported a negative association between job strain and blood pressure [42]. It has only been recently that measures have been developed and applied in Japan that will permit standardized international comparisons in the future [43].
Yet, it is possible that the measurement scales developed to test the Demand-Control-Support model may not able to capture what is particularly stressful about JPM. Many of the current work content instruments were developed to examine the characteristics of Taylorism, where there was little, if any, participation in decision making, and very little group work. Without understanding and measuring the organizational context of decision making and group activities, it is likely that current instruments will over-estimate the amount of work control and social support employees actually have in JPM firms. There is a great need to study the health consequences of JPM more concretely, with specifically designed measures, and in an epidemiological rigorous manner through international comparative research.
The myth of JPM and "lean production" as the inevitable wave of the future has been widely promoted throughout the world by both the Japanese government and corporations and their followers, as observed at the Second Meeting of the Panel Forum on Labor in a Changing World Economy held by the International Labor Organization [44]. There has been little discussion of the occupational health consequences of JPM in the international research community.
In the future it will be necessary to study Japanese labor-management practice itself by a social epidemiology that utilizes an international comparative approach. The risk factors in JPM work organizations should be studied both in terms of work intensity, the magnitude of working hours, and its effects on skill discretion, decision authority and workers social support.
The real danger is that JPM may be a kind of work organization "Trojan Horse." Since it is often posed as a seemingly progressive change away from the authoritarian management style of Taylor, and towards participation and team work, its anti-democratic implications have been well disguised. Health researchers and occupational health professionals should view the current popularity of JPM/lean production techniques with some skepticism. Until well designed and conducted epidemiological studies that examine the health impact of JPM are available, the Japanese phenomena of karoshi should serve as a warning.
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10. Statistics and Information Department, Minister's Secretariat, Ministry of Health and Welfare. 1982. Showa 58nen Hoken Eisei Kiso Chousa (Basic Survey of Health, 1980). Tokyo, Japan: Health and Welfare Statistics Association.
11. Kajiyama Y, Hosokawa M. 1994. A case of tank truck driver that died in acute myocardial infarction caused by 5,700 hours annually spent at work. The 36th Annual Conference of Social Medicine.
12. National Defense Counsel for Victims of Karoshi. 1992. Karoshi, Kodan-sha, Tokyo, Japan.
13. Jenkins P. 1990. Rich Japan, Poor Japanese. In Twenty-Twenty, June 20, 1990, ABC TV, USA.
14. Rengou Tsushin. 1990. Schematic manual for Karoshi to be recognized as an occupational disease by the Ministry of Labor. In Asahi Shinbun (Asahi Newspaper), May 19, 1990.
15. Hosokawa M. 1978. Gendai no 'gourika' to roudou igaku (Modern 'rationalization' and occupational medicine). Tokyo, Japan: Roudou Keizai Sha.
16. Hosokawa M, Nishiyama K, Nakaseko M. 1981. Occupational cervicobrachial disorder frequently noticed among telephone operators in Nippon Telegraph and Telephone Public Corporation. International Advanced Course on Ergonomics of Constrained and Repetitive Tasks with Special Reference to the Neck and Upper Limb Strain. Helsinki, Finland.
17. Hosokawa M. 1983. Ringyou 'gourika' to shindou byou tousou (Forestry ' rationalization' and struggle for vibratory disease). In Shakai Hoshou Zenshi (Whole History of Movement for Social Security). (Ed.). Tokyo, Japan: Roudou Junpou Sha.
18. Rissler A. Paper presented at the 1988 meetings of the American Public Health Association, Boston, MA.
19. Shor JB. 1992. The Overworked American. Basic Books, New York.
20. Policy Planning and Research Department, Minister's Secretariat, Ministry of Labor 1965-1994 Montly Labor Survey/National Survey. Tokyo, Japan: Roudou Hourei Kyoukai.
21. Statistics Bureau 1993, Annual Report of Labor Force. Tokyo, Japan: Agency of Management and Coordination, Japanese Government.
22. Supreme Court 1991 Iwayuru jikangai roudo no gimu wo sadameta shugyou kisoku to roudousha no gimu (Corporate Regulations defining the duty to so-called overtime work and workers' obligation). Hanrei Jihou 1404: 35-64.
23. Nakamura T. 1988. Labor in Japan. Tokyo, Japan: Rodou Kijun Chousa Kai.
24. Bosch G, Dawkins P, Michon F. 1994. Times Are Changing- Working Time in 14 Industrialized Countries. Geneva: International Institute for Labour Studies.
25. Koike K. 1993. Onore wo shiru muzukashisa (Difficulty to know oneself). ESP 252: . Tokyo, Japan: Keizai Kikaku Kyoukai.
26. Kumazawa M. 1992. Logic to force work in Japanese management. In Structure of Japanese Type Corporate Society. Institute of Basic Economics (Ed.). Roudou Junpou Sha, Tokyo, Japan
27. Imai M. 1986. Kaizen (Ky'zen) The Key to Japan's Competitive Success. New York, NY: Random House Business Division.
28. Deming WD. 1982. Quality,Productivity, and Competitive Position. Cambridge, MA: Center for Advanced Engineering Study, Massachusetts Institute of Technology.
29. Aoki S. 1993. Toyota's Human Management Method. Tokyo, Japan: East Press, Inc.
30. Womack JP, Daniel TJ, Daniel R. 1990. The Machine that Changed the World. New York, NY: Rawson Associates.
31. Cole RE. 1979. Work, Mobility, and Participation - A Comparative Study of American and Japanese Industry. Berkeley, CA: University of California Press.
32. Gardell B. 1991. Worker participation and autonomy: A multilevel approach to democracy at the workplace. In The Psychosocial Work Environment: Work Organization, Democratization and Health. Johnson JV, Johansson G (Eds.). New York, NY: Baywood Publishing Co.
33. Tokita Y (Ed). 1986. ME 'gourika' to roudou kumiai ('Rationalization' by Microelectronics and the Labor Union). Tokyo, Japan: Otsuki Shoten.
34. Schnall PL, Landsbergis PA, Baker D. 1994. Job strain and cardiovascular disease. Annu Rev Public Health 15:381-411.
35. Landsbergis PA, Cahill J, Schnall P. New systems of work organization: Impacts on job characteristics and health. Paper presented at the International Congress of Occupational Health, Stockholm, Sweden, September 17, 1996.
36. Johnson JV, Hall EM. 1995. Class, work and health. Pages 247-271 in Amick BC, Levine S, Tarlov AR, Chapman Walsh D (eds). Society and Health. New York: Oxford University Press, 1995.
37. Frankenhaeuser, M.A biopsychosocial approach to work life issues. In JV Johnson and G Johansson (eds), The psychosocial work environment and health: Work organization, democratization and health (pp 49-60). Amityville, NY: Baywood.
38. Johnson JV, Hall EM (1996). Dialectic between conceptual and causal inquiry in psychosocial work-environment research. J Occup Hlth Psych, 1: 362-374.
39. Hall E. 1994. Women, work and health: Employment as a risk factor for coronary heart disease. J Preventive Cardiology 4(1): 25-38.
40. Parker, M, Slaughter, J. Unions and management by stress. In Lean Work: Empowerment and Exploitatiion in the Global Auto Industry. Steven Babson (ed). Pages 41-53. Detroit: Wayne State University Press, 1995.
41. Kayaba K, Yazawa Y, Natsume T, Yaginuma T, Hosaka T, Hosoda T, Hosoda S, Tamada T. (1990). The relevance of psychosocial factors in acute ischemic heart disease: A case-control study of a Japanese population. Japanese Circulation Journal, 54, 464-471.
42. Tarumi K, Hagihara A, Morimoto K (1993). An inquiry into the relationship between job strain and blood pressure in male white-collar workers. Japanese Journal of Industrial Health, 35, 269-276.
43. Kawakami N, Kobayashi F, Araki, S, Haratani T, Furui H. Assessment of job stress dimensions based on the job demands-control model of employees of telecommunication and electric power companies in Japan: Reliability and validity of the Japanese version of the Job Content Questionnaire. International Journal of Behavioral Medicine (1995), 2, 358-375.
44. International Labour Organization 1993. Lean Production and Beyond Labour Aspects of a New Production Concept. Second Meeting of the Panel Forum on Labour in a Changing World Economy. 1993. Geneva, International Institute of Labour Studies.


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You're leaving Wedding Paper Divas to see the Deal of the Day at our parent site, Tiny Prints.
You won't be able to dismiss this by usual means (escape or click button), but you can close it programatically based on user choices or actions.
"These addresses labels are very good quality, but they were bigger than I expected. I think they are a little pricey, but they are definitely nice."
"These address labels came out perfect. The quality and color of the labels are beautiful. They add a perfect touch to our wedding invites. Great buy!"
"I absolutely loved these address labels. I used them for my wedding invitations and it was much cheaper than if I had personalized stamps made. I personalized them with a pink color, and they sent me proofs for the pink in the background and another with pink font to choose from. They turned out great!"
"These return labels turned out beautifully! I got them to match the save the dates and they look really nice on the envelopes. I would order something like this again."
"I loved these! They added a nice personal touch to our save the date mailing! They were super easy to design and WPD even matched them to our save the sates! The labels are pretty inexpensive and are a great touch!"


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Island Windjammers Diamant Press Trip
Ryan was invited by Island Windjammers to sail on their tall ship the Diamant. The cruise left from Grenada and sailed north through the Grenadines. Here are some of the stories that were generated by this trip. RumShopRyan.com The Islands of Sagitta Exploring Trails Unknown On Carriacou and The Tobago Cays Island Windjammers Adds A […]
Concordia Eco-Resort: St. John
In April of 2013 Coastlines & Tan Lines was invited by the Concordia Eco Resort to spend 8 days at their amazing resort on St. John U.S.V.I. Here are some of the post from that trip: Concordia Eco-Resort: A Real Island Paradise Getaway. Nestled on the south shores of St. John in the U.S. Virgin Islands you […]
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Bimini may be the closest Bahamian island to the US, but we found that it holds on to that laid back Out Island vibe and embraces it. Here are the stories, photos and videos that were produced from our two day trip to Bimini. RumShopRyan.com Video: Authentic Caribbean Conch Salad Recipe Video: A Bimini Summer […]


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Readers' Favorite: Brynn's Big Girl Room
It's the start of a new week, and we are ready reveal which project our readers picked as their favorite for the week. A huge congratulations to rxjenna for being the week's Readers' Favorite!
Brynn's Big Girl Room by rxjenna
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Want to be one of next week's Nurseries and Parties We Love? Upload your project to our gallery, and on Friday, the Project Nursery team will select the top projects. Then it's up to you all to let us know which room or party you "like" best.
http://www.eastwitching.etsy.com eastwitching
That sweet little gallery wall is catching my eye – so arty and fun!
Congrats! I think you really deserve the win. What you did with the wall is really awesome!
Thanks, everyone! :)
Shai Virtuso
Really awesome job, Rxjenna! You deserve the win because this room is really lovely!
That sweet little gallery wall is catching my eye – so arty and fun!
Agree with you there. That collection of frames and letterings are simply a good use of the wall. I'm just wondering though if you need to be careful with it. It might turn out to be too busy or with too much going on.
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Companies Mentioned
Vancouver, BC / ACCESSWIRE / Apr 8 2014 / Iron South Mining Corp. (TSX-V: IS, FSE: OAY1 (WKN: A0RK7E), "Iron South" or the "Company") announces that it has amended the Fierro Project option agreement ("Option Agreement") previously announced in the Company's news releases dated October 24, 2011 and April 5, 2013 in respect of an option on the group of mineral concessions, known as the Fierro Claims, located in Rio Negro Province, Argentina.
The Company and the Optionor, a private company, have agreed to accelerate the earn-in provisions such that the Company can earn an immediate 100% interest in the property by waiving the remaining work commitments on the Fierro Project and accelerating the issuance of the remaining 3,500,000 common shares payable to the Optionor, subject to TSX Venture Exchange approval.
Under the original Option Agreement and Amendment No. 1, the Company was required to make four remaining Expenditure payments totaling $2,850,000 between April 4, 2014 and April 4, 2017 and issue to the Optionor an aggregate of 3,500,000 common shares of the Company, on or before April 4, 2017. Upon the issuance of the 3,500,000 common shares to the Optionor, all conditions for the Company to have earned a 100% interest in all of the mining concessions that are subject to the Option Agreement shall have been fulfilled.
About Iron South Mining Corp.
Iron South is a Vancouver-based iron exploration company led by an industry-renowned management team with technical expertise and market experience. Iron South has an option to earn 100% interest in the Fierro high-grade iron project, located in Rio Negro, Argentina. The project is immediately adjacent to the producing Minera Sierra Grand iron mine, owned by Metallurgical Corporation of China Ltd. Management is continuing to evaluate acquisitions to build its property portfolio with a focus on iron projects with established value and significant upside potential. Iron South is a member of the Grosso Group, a management company specializing in resource exploration since 1993.
"Nikolaos Cacos"
Nikolaos Cacos, President & CEO
For further information please contact:
Corporate Communications
Tel: 1-604-687-1828
Toll-Free: 1-800-901-0058
Email: firstname.lastname@example.com
Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.
This news release may contain forward-looking statements including but not limited to comments regarding the timing and content of upcoming work programs, geological interpretations, receipt of property titles, potential mineral recovery processes, etc. Forward-looking statements address future events and conditions and therefore involve inherent risks and uncertainties. Actual results may differ materially from those currently anticipated in such statements. Readers are encouraged to refer to the Company's public disclosure documents for a more detailed discussion of factors that may impact expected future results. The Company undertakes no obligation to publicly update or revise any forward-looking statements. We advise U.S. investors that the SEC's mining guidelines strictly prohibit information of this type in documents filed with the SEC. U.S. investors are cautioned that mineral deposits on adjacent properties are not indicative of mineral deposits on our properties.
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This 10 hectares site in San would not have previously been
Sounds like a professional company, good luck
Is this the same Simplifile they partnered with in 2009?
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Here is a card I made for Sunflowerfields Designs, using the
Linking to Catered Crop Put a Bird on it
This is beautiful love the image hugs cheryl xxReplyDelete
Oh that is tooooooo cute:) Love that Springy card! Have a blessed evening dear friend, HUGS!ReplyDelete
Soooo pretty, Kim! Love the sweet image! Love your DP, design & embellishments, too! :^)
Hugs, Penny
How pretty! Love the shiny, cheerful flowers on the fence, and that mint cs is a beautiful color.ReplyDelete
Thank you friend!!!
Your comments are so appreciated and cherished.
Have a wonderful and creative day.
Come back soon.
Trust in the Lord with all thine heart, and lean not unto thine own understanding. In all thy ways acknowledge him and he shall direct thy paths. Proverbs 3: 5,6


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Diabetes Mellitus: A Fundamental and Clinical Text
|© 2004 Lippincott Williams & Wilkins
Table 101.1. Potential roles of the 12- and 15-lipoxygenase pathway in cardiovascular disorders
Table 101.2. Beneficial vascular action of nitric oxide
Table 101.3. Potential mechanisms by which hyperglycemia can lead to free radicals and lipid peroxidation
Figure 101.1. Effect of elevated glucose concentrations on basal and tumor necrosis factor-α (TNF-α)–induced superoxide generation by porcine vascular smooth muscle cells (VSMCs). VSMCs growing in a normal glucose (NG) medium were placed in medium containing 12.5 mM glucose or high glucose (HG; 25 mM) and 10% fetal calf serum (FCS) for 1 week. Confluent cells were made quiescent for 24 hours in Dulbecco's modified Eagle medium (NG, 12.5 or 25 mM glucose) + 0.2% bovine serum albumin (BSA) + 0.4% FCS. Washed cells were then placed in fresh medium containing 0.2% BSA only. Cells were then incubated with or without 5 ng/mL TNF-α for 4 hours and then processed for superoxide measurement by the lucigenin chemiluminescence assay as described (64). Results shown are the mean ± SEM (n = 6). a, p < 0.01 vs. 5.5 mM basal; b, p < 0.001 vs. 5.5 mM basal; c, p < 0.02 vs. 5.5 mM basal; d, p < 0.03 vs. 12.5 mM basal and p < 0.04 vs. 5.5 mM TNF-α; e, p < 0.01 vs. 5.5 mM TNF-α (using analysis of variance and paired Student's t tests).
Figure 101.2. Regulation of porcine leukocyte-type 12-lipoxygenase (12-LO) messenger RNA (mRNA)by angiotensin II (100 nM) treatment for 24 hours in porcine vascular smooth muscle cells cultured in normal glucose (NG) or high glucose (HG) concentrations. mRNA samples (0.5 mg each) were amplified for 25 cycles with porcine leukocyte 12-LO primers. Hybridization was performed with 12-LO oligonucleotide (A) and glyceraldehyde-3-phosphate dehydrogenase probes (B). (Reproduced from
Natarajan R, Gu JL, Rossi J, et al. Elevated glucose and angiotensin II increase 12-lipoxygenase activity and expression in porcine aortic smooth muscle cells. Proc Natl Acad Sci USA 1993;90:4947, with permission.)
Figure 101.3. Hyperglycemia-induced modulation of nuclear factor κB (NF-kB) DNA binding activity in vascular smooth muscle cells (VSMCs). A: Serum-starved VSMCs growing for two passages in normal-glucose (NG) or high-glucose (HG) media were treated for 3 hours alone or with 5 ng/mL of tumor necrosis factor (TNF)-α. Nuclear proteins were prepared and subjected to electromobility shift assays (EMSAs) to determine activation of NF-MB using an NF-MB consensus vascular cell adhesion molecule (VCAM) oligonucleotide. For the competition studies shown in the last two lanes, nuclear extracts (5 mg each, from TNF-α–treated HG cells) were pretreated with either 40× excess cold wild-type (wt) VCAM promoter sequence oligonucleotide or 40× excess cold mutant (m) VCAM oligonucleotide. These samples were then subjected to DNA binding reactions with the labeled VCAM oligonucleotide and EMSA. Results demonstrate specificity of the binding. For the supershift experiments with p65 and p50 antibodies (fifth and sixth lanes), nuclear extracts from TNF-α–treated cells in HG were incubated with the respective antibodies for 1 hour at 4 °C and then EMSAs run as usual. Specific complexes, X and Y, are indicated. Results indicate that the binding complex is composed of p65 and p50 subunits. B: Bar graph showing the mean ± SEM of results from the phosphorimager quantitation of the EMSA results obtained from six experiments. *p < 0.005 vs. NG basal; **p < 0.01 vs. NG TNF-α, by analysis of variance using Prism software (GraphPad, San Diego, CA, U.S.A.).
Figure 101.4. Effect of high-glucose (HG) culture of human aortic endothelial cells (HAECs) on monocyte binding to HAECs. HAECs were cultured in HG (25 mM) for 14 days (chronic, CH-HG) or for 4 days (acute, AC-HG) or for the same period in normal glucose (NG; 5.5 mM) or high mannitol (CH-HM; osmolality control). Monocyte binding (with human monocytes) experiments were then performed as described (72,74). Minimally oxidized low-density lipoprotein (MM-LDL) and lipopolysaccharide (LPS) were used as positive controls.
Figure 101.5. Effect of glucose on malonyldialdehyde (MDA) (A) and phospholipid-MDA (PL-MDA) (B) adduct formation in erythrocytes of diabetes mellitus (dotted lines) and normal healthy control subjects (bold lines). Erythrocytes (45% hematocrit) in phosphate-buffered saline (PBS) were incubated with glucose (0–35 mM) for 24 hours at 37 °C. At the end of incubation, erythrocytes were washed three times in PBS, and from the aliquots, the formation of MDA and PL-MDA adduct was determined. Each value represents mean ± SD (n = 25 for type 2 diabetes mellitus; n = 10 for normal healthy control subjects). TBA, thiobarbituric acid. (Reproduced from
Rajeswari P, Natarajan R, Nadler JL, et al. Glucose induces lipid perioxidation and inactivation of membrane-associated ion-transport enzymes in human erythrocytes in vivo and in vitro. J Cell Physiol 1991;40:100, with permission.)
Table 101.4. Mechanisms by which diabetes can alter nitric oxide (NO) pathways
Figure 101.6. Reversal of hyperglycemia-induced inhibition of ouabain-sensitive 86Rb-uptake by L-arginine and sodium nitroprusside (SNP) in endothelium-intact aorta. L-arginine (0.3 mM) and SNP (10 mM) were added to the incubation media during the final 30 and 10 minutes, respectively, of the 3-hour incubation; hyperglycemia failed to decrease ouabain-sensitive 86Rb-uptake. The asterisk denotes values that are significantly different from those in aorta incubated in 5.5 or 44 mM glucose (p < 0.05). Cont, control. (Reproduced from
Gupta S, Sussman L, McArthur CS, et al. Endothelium-dependent inhibition of Na+, K+ ATPase activity in rabbit aorta by hyperglycemia: possible role of endothelium-derived nitric oxide. J Clin Invest 1992;90: 727, with permission.)
Figure 101.7. Plot of forearm blood flow response to intraarterial infusion of methacholine chloride in normal and diabetic subjects. Cholinergic vasodilation was less in the diabetic group than in the normal group. The difference between groups was significant at the 3- and 10-mg/min doses. (Reproduced from
Johnstone MT, Craeger SJ, Scales KM, et al. Impaired endothelium dependent vasodilation in patients with insulin-dependent diabetes mellitus. Circulation 1993;88: 2510, with permission.)
Figure 101.8. The role of inflammation in atherogenesis. Vascular and intravascular proinflammatory conditions lead to release of proinflammatory cytokines, which in turn influence all stages of atherosclerosis from monocyte endothelial cell interactions to plaque rupture. Reproduced from
Huerta MG, Nadler JL. Role of inflammatory pathways in the development and cardiovascular complications of type 2 diabetes. Current Diabetes Reports 2002;2:396–402, with permission.)
Figure 101.9. Common inflammatory pathways have been proposed as the underlying mechanism leading to both development of type 2 diabetes and its complications.