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Dogs crack me up because they're all jerks. Lovable jerks, for sure, but they're still idiots, and they have no shame. Dogs just enjoy doing what dogs do.
Simple things amaze them. Every weekday you come home from work, and they're ecstatic that you were able to find your way back on your own. When they hear a siren, they howl to help spread the alarm. Throw a snowball into a drift and they'll spend 15 minutes looking for it before they realize that they've been had, and then they want you to do it again.
But dogs know how to play us as well. Sure Rover is happy to see you, licking your face and all, but he remembers where his tongue was a few minutes before, even if you didn't see him doing it.
When that happens you've been Dog Pwnd on The Overnight Open Thread.
Update: For those of you following the race to the top, there's this:
Tags: Dogs, greetings, Overnight Open Thread, penis penis penis lol, politeness


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Kotsenburg finishes second in Dew Tour Big Air
Competing in the first-ever Dew Tour Big Air event turned out quite well for Park City's Sage Kotsenburg. The 19-year-old snowboarder took second place in the event, finishing behind Canada's Mark McMorris, who landed a backside triple cork 1440 to earn a score of 96.75 and take home the gold. Kotsenburg finished with a score of 81.75 to claim silver. Kotsenburg advanced to the final round as the last qualifier. There were two groups of six boarders who competed for spots in the finals. The top two scorers from each group advanced, along with the one person who had the highest score of the rest of the competitors. With a score of 86.25 in his first round, Kotsenburg was that fifth boarder to advance into the final group.
Free Avalanche Lecture
White Pine Touring will hold a free avalanche awareness lecture on Wednesday, Dec. 19, from 6:30 p.m. to 9 p.m. in the Park City High School Lecture Hall. The event will feature presentations from IFMGA certified Mountain Guides Jonathan Spitzer and Freddy Grossniklaus. For those who can't attend in person, the lecture will be broadcast online at http://jans.yourbrandlive.com/c/avalancheawareness.
Holiday game night at the PC MARC
Shed the holiday excess with a variety of fun tennis games and competitions from 6 to 8 p.m. on Friday, Dec. 28, at the PC MARC. Any level of player is welcome. There will prizes and lots of good holiday cheer.
Holiday Break Camp
Join Basin Recreation's Holiday Break Camp on Dec. 26-28 from 9 a.m. to 4 p.m. at the Ecker Hill Middle School Gymnasium. Cost is $90 for all three days or $40 per day. Please bring winter clothes for sledding, swimsuits and towels, lunch and snacks. To register, visit www.basinrecreation.org , call (435) 655-0999, or stop by the Fieldhouse.
Shotokan Karate
Park City Recreation will offer classes for ages 4-6 and 7 & older beginning Jan. 7. Six-week sessions will be held Mondays and Wednesdays. Instructor Nikki Ikeda has studied Shotokan Karate for more than 30 years. She instills confidence, self-esteem and respect in her students. Nikki incorporates fun activities to keep children motivated to learn. Visit www.parkcityrecreation.org or call 615-5400.
UOP Explorers
UOP Explorers is geared toward skiers with intermediate skiing ability who want to enhance skills and try a variety of ski disciplines like ski jumping, freeride skiing (terrain park and jumps), freestyle mogul skiing and alpine skiing. Sessions are held on Mondays from 4:30 to 6:30 p.m. Session 1: Jan. 7-Feb. 4; Session 2: Feb. 11-March 11. Cost is $185 per session. President's Week camp will be held Feb. 19-22, 10 a.m-4 p.m.; cost is $275 (including Canyons Resort lift ticket). Please call Matt Terwillegar at (435) 658-9119 or go to www.utaholympiclegacy.com for more information.
Little Foot Indoor Soccer
Basin Recreation won't let soccer stop with the onset of snow! Little Foot Indoor Soccer will run from Jan. 8 to Feb. 15 at The Fieldhouse for players in preschool through second grade. Cost is $45 with a $10 late fee after Dec. 15. To register, visit www.basinrecreation.org , call (435) 655-0999, or stop by the Fieldhouse. Indicate interest in coaching at the time of registration.
Competitive Baseball tryouts
Park City Baseball will hold tryouts for its 2013 Competitive Baseball teams Wednesday, Dec. 19, and Wednesday, Jan. 9, at the Park City Basin Recreation Fieldhouse. Players ages 8-10 will try out from 4:30 to 6 p.m. and players ages 11-14 from 5:30 to 7 p.m. (ages as of April 30, 2013). Tryout fee is $25. Come to tryouts and learn about the growing program. Park City Baseball is a development program for the PCHS teams and is committed to developing players with the proper fundamentals in a competitive environment. Park City youth baseball will start the season with 14 player clinics run by six former and current MLB players. For more information email firstname.lastname@example.com .
Winter coed volleyball league
Park City Recreation is ready to hit it up with its winter coed volleyball league. Register your team and play Wednesday nights starting Jan. 9 in either the power or the competitive division. Registration closes Jan. 1. Register online at parkcityrecreation.org or call 615-5400.
First aid, CPR and AED class
When an emergency happens, make sure you know what to do. Register now for a first aid, CPR and AED class being offered at the PC MARC taught by certified National Safety Council instructors on Monday, Jan. 14, from 5:30 to 10 p.m. Register online at parkcityrecreation.org or call 615-5400. This course meets national safety standards.
Team Soldier Hollow cross-country program
Looking for a fun, active and affordable winter sport? Join Soldier Hollow's youth cross-country ski program in Midway at the 2002 Olympic venue. Programs for beginners to elite racers, ages 6 to 18, are available. Prices start at $100 for the season including rentals and season pass. For registration and additional information, visit teamsoldierhollow.blogspot.com or call Morgan at (435) 654-2002.
Basin Recreation's Junior Jazz program
It's almost basketball season, so check out Basin Recreation's Junior Jazz program, which runs from Jan. 3 to March 9 for third through eighth grade boys and girls. Practices and games will be held at Trailside Elementary School, Ecker Hill Middle School, and Treasure Mountain Middle School. The cost is $70 and includes a jersey. There is a $10 late fee for those who sign up after Dec. 1. To register and for more information, visit www.basinrecreation.org, call (435) 655-0999, or stop by the Fieldhouse.
U.S. Masters ski season schedule
The 2013 U.S. Masters ski season schedule has been released. If you are 18 or older and want to race the same caliber venues as Olympic skiers, attend JANS Cup races this year. The 2013 JANS Cup schedule is: Jan. 11-13 - Park City Mountain Resort; Feb. 9-10 - Snowbasin Resort; Feb. 22-24 - Wolf Mountain; March 8-10 - Snowbasin Resort. Adult race training and advance skiing are available at Park City Mountain Resort. The Masters program features 90-plus all day and night sessions featuring gates and the latest free ski skills. Info. can be found at www.pcmr.com under special programs Masters.

subset: commoncrawl


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"In negotiation, 'yes' is the worst word. It just betrays a fear of failure and a fear of losing this deal, and it primes you to please the other side, to rush ahead, to compromise early and often to come to a deal, any deal. 'No' is the best word. It's what you want to be prepared to say and to hear. 'No' will liberate you and protect you."
The above is the opening paragraph of the introduction to a book by my friend, Jim Camp, "No, The Only Negotiating System You Need for Work and Home" and, for the forthcoming election, Americans or at least a majority of the voters have to say "no" to four more years of Barack Obama.
Camp, the creator of the Camp Negotiation Institute, has more than twenty years of experience and these days is coaching people from America to Brazil, China to Italy, Argentina to England, France to Russia, Sweden to Iraq; all of whom are seeking to become certified negotiators using his system.
Camp emphasizes the role of emotion in negotiations and what I am witnessing these days is a totally dispirited and depressed Republican and conservative voter community when, in fact, it should be energized by the dreadful prospect of a reelected Obama.
Regarding the conduct of negotiation Camp says, "'No' will liberate you and protect you."
Part of it the Grand Funk GOP that is occurring is unquestionably tied to the lengthy primary process, the fluctuations between the rising and falling fortunes of the candidates, and the horse race coverage by the mainstream media.
Camp emphasizes that "'No' requires a solid, ironclad mission and purpose." Can there be a single purpose greater than ridding the nation of the worst President in its history?
And isn't every election a negotiation between the candidate and the voter?
Last week's results of the polling by the Rasmussen organization found the following:
# 60% say that the U.S. economy is in Recession.
# 52% favor candidates who would raise taxes on the rich.
#46% say it's possible for any American to find a job.
#46% say America's best days are in the past.
In short, Republicans and other voters are all over the place trying to figure out what is happening and what may happen in the future. They are bouncing back and forth between emotions that are either pessimistic or unrealistic.
"Before you make a decision," says Camp, "your emotions rage all over the place. Then when you make a decision, you set about rationalizing it." This is a perfect description of what I hear from people trying to make up their minds about who the Republican nominee should be to lead the party.
The fear in the hearts of too many Republicans is driving them to seek the perfect candidate, something that never was and never will be. All politicians seeking the nomination arrive with all manner of baggage from their years in office. Some are conservative and some are too conservative.
After what was arguably the best President of the modern era, Ronald Reagan, Republicans failed to support George H.W. Bush, allowing him to be defeated by Bill Clinton. In 1996, they supported a lackluster Bob Dole and Clinton won again. Then George W. Bush came along and Republicans had their man in the Oval Office for eight years.
By any rational standard, a completely unknown candidate should not have defeated John McCain, but Barack Obama offered not policies, but pure emotion based on "hope and change." In the midst of a financial crisis, it worked.
The same fear that drove the 2008 campaign is now driving the 2012 campaign, but Obama has little to campaign upon. Rationally, we know he has mired the nation in debt that threatens an economic collapse.
We know his "stimulus" program and its promise of higher employment has been a total failure. We know that millions are still unemployed. Millions are on food stamps.
We know that Obamacare is now less popular than when it was passed against much vocal opposition; the first time that has ever happened to a piece of social legislation.
So why are Republicans in such disarray, in such a great funk over the process by which we pick nominees? EMOTION.
Republicans need to ask themselves who will say "no" to Obama and "no" to the nation-crushing changes he and his administration have imposed on us. Republicans, independents, and all conservatives have to get over their funk and get into the fight to save America.
© Alan Caruba, 2012
Views: 722
No MORE TO FOUR MORE! Remove the "thing" from office! Prosecute the "thing" for treason and hang him up by its entrails! "Golem" is far more horable than this "thing!"
This "thing" is and of "SEVERE TOTAL STUPID LUNACY" or what can only be treated as "SEVERE TOTAL STUPID 'TREASONOUS' LUNACY!" How many Secrets do you know he will be leaving office with to sell to our enemies!
What part of a liberals brain will it take for them to understand this?
Has anyone considered the possibility that Soros has his fingers in the GOP just to keep it off task and ruin the election for conservatives? Dumbo does not seem to be a bit concerned with the election and seems to relish the future spending of a billion dollar campaign war chest to defeat less than what America needs and deserves for the future of our country and the future of our children, grandchildren, and great grandchildren, because it looks like, if we started unraveling the damage done to date, it will take at least three generations to get 'er done.
I am NOT in a funk about MY candidate...
To paraphrase Mark Farner, Grand Funk Railroad, Live Album, "Words of Wisdom":
Brothers and sisters, there are people out there that try to look and act just like you or maybe your conservative brother, but they're not. And, when they hand you some line of horse hockey, don't take it -- don't take it, okay?
What we really need to say "no" to is the entire liberal machine. Two of the key components of the liberal machine (and maybe the two most important components of the continued success of the liberal machine) are the the MSM, who pretty much tell the masses exactly "what to think about", and the judges who continue to issue ruling after ruling that fly in the face of our founding documents and principles. Through thier rulings many of these judges endorse and sponsor the growth of the liberal agenda each and every day . I have only heard one candidate directly reference the pervasive influence of these two very devious components of the liberal machine and express a willingness to address them in any substantial manner.
Remember Transparency????? Why is it so many democratic voters are okay with being lied too?Are voters so gullible that obama can break every promised he made and yet still get there vote again? Hello people.. Its okay to think for yourself...obama promised to cut our debt in half yet he has increased it by 50% in less than 4 years...Hello people...obama promised to have the most transparent administration ever..Hello people.. Okay mr transparent,show us all your college records,show us your real birth certificate,tell us why you will not secure our borders and why you stopped the ketstone pipeline and why you are bringing unrest to the middle east... Tell us why everytime you fail you blame bush... Wake up people...
I just think this primary season is pretty normal -- it only SEEMS in disarray because of the MEDIA definition! Media and the establishment have been trying to force-feed a short primary cycle and Mitt Romney on everybody since the Iowa caucus for heaven's sake! I say, with Sarah Palin, let the primary go on and on! WE learn the most that way and will make the BEST choice! And, anybody who is in a FUNK is listening to too much left-wing media who want nothing more than to dishearten all of us so we'd stay home, not vote, and Obungler would get 4 more years!!!
What part of "NO" do you not understand, the "N" or the "O"?
No Obamacare.
No Obama
No Napolitano
No Holder
No Czars
No Socialism
http://senateconservatives.com/site/endorsements/2012/oh/josh-mande... use this link to send Money to Senator Josh Mandel of Ohio...His election comes in 2 Weeks.
© 2016 Created by Judson Phillips. Powered by


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Joined IHG® Rewards Club at a Hotel?
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Redeem points for free rooms and more
Contact your local IHG® Rewards Club Customer Care to source your PIN and to update your profile with your email address. When you receive your PIN you can also update your email address via www.ihg.com/updateemail.
Reward Nights
When redeeming points for a Reward Night, you may only book one room at a time.
Once you complete your Reward Night reservation you will be given the option to duplicate this reservation.
* Requires affiliation in the respective organization.
** Best Available Rate Search does not include affiliation rates.
To book more than 9 rooms for one stay or request a quote, please use our Easy Meetings tool, call 1-800-MEETING (in United States, Mexico and Canada) or contact a Global Sales Office.
We invite you to visit our complimentary, hot breakfast bar and try one of our signature cinnamon rolls. It also features bacon, sausage, turkey sausage, eggs and fancy gourmet coffee. After a great night's sleep on one of our Serta Pillow Top mattresses feel free to stop by our fully equipped fitness center before heading out for your day.
Also, feel free to take a dip in our indoor heated pool or relax in the Jacuzzi hot tub. No need to worry about the last minute paperwork you
View More
Also, feel free to take a dip in our indoor heated pool or relax in the Jacuzzi hot tub. No need to worry about the last minute paperwork you need to finish, just stop by the 24-hour business center.
We are conveniently located off exit #11 of I-70.


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Prof. Ivan Ilchev is the New Rector of Alma Mater
Updated on: 15.11.2007, 11:11
Published on: 15.11.2007, 10:57
Former dean of the History Department, professor Ilchev won with 218 votes after a ballot last night. His opponent the dean of the Chemistry Faculty professor Ivan Petkov gathered 109 votes.
Professor Boian Biolchev who was rector of the University until now congratulated his successor with the victory, bestowing him the honored key with the image of Alma Mater.
The newly accepted rector expressed his thankfulness, stating that he feels proud to receive the key from the hand of so deserving rector.
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Scientists Absolutely Baffled As Jupiter Loses One of Its Stripes
In just under a year, Jupiter has lost its Southern Equatorial Belt. Scientists have no idea why this has happened and they remain baffled.
Scientists across the globe are in panic, as Jupiter has lost one of its stripes. This is akin to one day looking through a powerful telescope and noticing Saturn is missing a ring, or that Mars has turned blue.
Jupiter is a giant planet full of gas and liquid, its distance from the Sun being some 500 million miles. We know Jupiter's surface to be composed of dense red, brown yellow and white strata of cloud formations. Each of these cloud zones are referred to as belts.
Data extrapolation from thermodynamic charting reveals that the highest of these clouds, the natural white layers, are made of crystals from frozen ammonia.
The darker clouds are naturally made from more impure, dirty chemicals, such as phosphorous and sulfur. High winds and torrential storms on Jupiter's surface blow these clouds into the formations we are used to seeing.
As astronomers race to theorize why Jupiter has lost a stripe, we are left to wonder if any cataclysmic change on Jupiter could have affect on any other parts of our solar system.
- Excited
- Fascinated
- Amused
- Shocked
- Sad
- Angry


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SILVERTON — L.B. "Beefie" Garvin, 82, died Sunday, April 29, 2012.
Services will be at 2 p.m. today in First Baptist Church in Silverton. Burial will be in Silverton Cemetery. Arrangements are by Moore-Rose Funeral Home of Silverton.
L.B. was born June 9, 1929, to L.B. "Dick" Garvin Sr. and Verna Mae Poole Garvin. He was born in Silverton and grew up there. After graduating from high school in 1948, he went to business school in Lubbock, then to Texas Tech University. He married LaRue Gilkeyson on Aug. 3, 1951. They were
married for 60 years.
L.B. was a farmer and he loved his occupation. He served many years on the Silverton School Board. He was a county commissioner for Briscoe County as well as a charter member of the Briscoe County Appraisal
District. He served as a board member of the Plainview Federal Land Bank. He was a faithful member of First Baptist Church in
He was preceded in death by his parents and a brother, Billy Wayne Garvin.
Survivors include his wife, LaRue Garvin; a son, Lane B Garvin and wife Paula of
Silverton; a daughter, Danna Coleman of Wellington; four grandchildren, Kayla Hansen and husband Paul of
Shamrock, Brooke Whitworth and husband Max of Wichita Falls, Kurby Mitchell and
husband Brandon of
Silverton, and Zack Coleman and Rodney Mestas, both of Wellington; five great-
grandchildren, Acylynn and Kory Coleman, Landry
Whitworth, Baron Mitchell and Ansylee Hanson; and a brother, Kenneth Garvin and wife Lena of Petrolia.
The family suggests
memorials be to Samaritans Purse or Silverton Cemetery
Sign the online guest book at www.moore-rose.com.
Amarillo Globe-News, May 1, 2012


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Roomer was built on a unique concept – why should people have to spend money on a hotel reservation they're not even using? Roomer provides a solution in a way that is both helpful and trustworthy to all parties affected by these cancellations. Likened to the "StubHub" of the travel industry, the site serves as an online marketplace where people who need to cancel a trip anywhere in the world can connect with those looking to plan one, at a greatly reduced price.
To give you a brief background, in a market that sees $8.6 million wasted annually in non-refundable hotel room cancellations, Roomer is a safe and effective travel solution that, for the seller, greatly reduces the cost of these cancellations. In addition, Roomer enables hotels to keep their inventory occupied and generate additional revenue from these guests that would have been lost were the room to remain unused.
How it works: Say you have a hotel room reservation with a full cancellation fee of $500. You can post your reservation for sale on Roomer and set your own price. Even if you sell it for $250, you're still making half of your money back. Or, if you're looking to take a Summer Vacation at the last minute, you could be the lucky buyer who scores a great hotel room at a 50% discount. When you book a hotel room on Roomer, you're not only getting the best price--you're also helping someone out. Talk about good karma!


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An easy and lasting way to update your wardrobe for the changing of the seasons is with a new bag or briefcase, and Ben Minkoff has released their pre-fall 2014 lookbook to get you thinking ahead for the warmer months.
Just like a tie or pair of socks can brighten up a gray, gloomy Seattle day, so can a new bag. Whether it's a backpack for the weekend, something more formal for the work week or a getaway bag for when you head to the mountains or sound, there are some great ideas out there if you know where to look.
Take a look through the Ben Minkoff Pre-Fall 2014 Lookbook by clicking on the slideshow. You can shop Ben Minkoff's collection via the company's website.


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Creator Gustavo Duarte burst onto the Dark Horse Comics scene with the all new graphic novel Monsters! & Other Stories. The book contains three separate stores with each bringing a unique story to life in one of most original ways to date, but does it work?
In the first story Có!, an alien abduction disarms a gentle farmer, followed by Birds, in which two business partners run from fate only to find themselves hopelessly unable to change the future and finally in Monsters! oversized beasts wreak havoc on cities in the tradition of Godzilla and King Kong. While these stories may not feel all that special on the surface the execution is brilliant. First and foremost the entire 152 page book is done with no words at all. Every aspect of this story is purely visual and Duarte is clearly a master of it. His artwork is not only unique and amazing to look at, but is able to bring these stories together without ever needing a single word. There have been other stories like this that tried and failed to tell the story with visuals alone, but none have been able to capture the beautiful brilliance of Duarte's work here. His character designs and art style is amazing and harkens back to a more classic style with a modern flair. His work could and should be transition into animation that will surely be another brilliant piece of work. His simplistic attention to detail is a visual feast to the eyes that keeps you hoping for more. While the artwork is brilliant alone, the choice of using one single color of aqua-green like tone along with the black and white aspect makes the visuals pop even more.
This is easily one of the most creatively brilliant works to come along in some time. Gustavo Duarte is true master story teller and an amazing artist that we will hopefully be seeing for years to come.
For more information head over to www.darkhorse.com


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The focus of research in the Raskind laboratory is to identify and study genes responsible for neurobehavioral disorders. We investigate a variety of Mendelian neurogenetic disorders, including spastic paraplegia, movement disorders, and ataxias, in a large family set collected over more than 3 decades. We use multiple gene localization techniques combined with exome sequencing and bioinformatics to identify candidate genes responsible for the disease. Supportive evidence for the pathogenicity of the gene is sought through cosegregation studies in the relevant families and screening the gene in other subjects who may have the same disorder. We perform many types of functional studies in cell lines and model organisms to investigate the effect of the mutation on gene function and to delineate steps in the pathogenesis of the disease. We previously discovered that spinocerebellar ataxia type 14 is caused by mutations in protein kinase C gamma and are now studying pathologic differences related to different mutations in mouse models of SCA14 that we generated. More recent gene discoveries include ADCY5 for a heterogeneous movement disorder and ATP6AP2 for a parkinsonian disorder.
In addition to Mendelian disorders, we study the genetics of dyslexia and familial Alzheimer's disease. We are using a combination of linkage analysis and genomic sequencing to identify genes that contribute to the risk to develop these common and heterogeneous disorders.
Neurogenetics research:
Chen D-H, Brkanac Z, Verlinde CLMJ, Tan X-J, Bylenok L, Nochlin D, Matsushita M, Lipe H, Wolff J, Fernandez M, Cimino PJ, Bird TD, Raskind WH: Missense mutations in the regulatory domain of PKC: a new mechanism for dominant nonepisodic cerebellar ataxia. Am J Hum Genet 72:839-849, 2003. PMC1180348
Brkanac Z, Spencer D, Shendure J, Robertson PD, Matsushita M, Vu T, Bird TD, Olson MV, Raskind WH: IFRD1 is a candidate gene for SMNA on chromosome 7q22-q23. Am J Hum Genet 84(5):692-697, 2009. PMID: 19409521; PMC2680994
Chen Y-Z, Matsushita MM, Robertson P, Rieder M, Girirajan S, Antonacci F, Lipe H, Eichler EE, Nickerson DA, Bird TD, Raskind WH: Autosomal dominant familial dyskinesia and facial myokymia: single exome sequencing identifies a mutation in adenylate cyclase 5. Arch Neurol 69:630-635, 2012. PMID: 22782511; PMC3508680
Korvatska O, Strand NS, Berndt JD, Strovas T, Chen DH, Leverenz JB, Kiianitsa K, Mata IF, Karakoc E, Greenup JL, Bonkowski E, Chuang J, Moon RT, Eichler EE, Nickerson DA, Zabetian CP, Kraemer BC, Bird TD, Raskind WH. Altered splicing of ATP6AP2 causes X-linked parkinsonism with spasticity (XPDS). Hum Molec Genet 2013 Aug 15;22(16):3259-68. PMC3723311.
Chen Y-Z, Friedman JR, Chen D-H, Chan G, Bloss CS, Hisama FM, Topol SE, Carson AR, Pham PH, Bonkowski ES, Scott ER, Lee JK, Zhang G, Oliveira G, Xu J, Scott-Van Zeeland AA, Chen Q, Levy S, Topol EJ, Storm D, Swanson PD, Bird TD, Schork NJ, Raskind WH, Torkamani A. Gain-of-function ADCY5 mutations in familial dyskinesia with facial myokymia. Ann Neurol 2014 Apr;75(4):542-549. NIHMS ID 588309.
Dyslexia Research:
Raskind WH, Igo RP, Jr, Chapman NH, Berninger VW, Thomson JB, Matsushita M, Brkanac Z , Holzman T, Brown M, Wijsman EM: A genome scan in multigenerational families with dyslexia: Identification of a novel locus on chromosome 2q that contributes to phonological decoding efficiency. Molec Psychiatry 10:699-711, 2005. PMID: 15753956
Rubenstein K, Rothstein JH, Matsushita M, Berninger VW, Raskind WH, Wijsman EM: Genome scan for spelling deficits: effect of verbal IQ on models of transmission and loci. Behav Genet 41:31-42, 2011. PMC3030654
Rubenstein K, Raskind WH, Berninger VW, Matsushita MM, Wijsman EM. Genome scan for cognitive trait loci of dyslexia: rapid naming and rapid switching of letters, numbers, and colors. Neuropsychiatr Genet, in press 2014. NIHMS ID: 595138
additional publication listings available via PubMed


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Cory R. Hall
Position: DB
Height: 6-0 Weight: 213 lbs.
Born: December 5, 1976 in Bakersfield, CA
High School: South
College: Fresno St. (school history)
Drafted by the Cincinnati Bengals in the 3rd round (65th overall) of the 1999 NFL Draft.
Weighted Career AV (100-95-...): 24 (4153rd overall since 1950)


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Benefits Overview
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- Guaranteed Yield – participating banks earn a guaranteed yield on their Foundation loans and investments, based on the yield paid on the bond used by each bank to collateralize its loan or investment less 1% retained by the Foundation to support its programs.
- Marketing Support – the Foundation provides training and tools for each bank to use in its marketing efforts. Through the annual Wish Comes True grant, the annual Time of Your Life video series, and free access to the Welcome Home Banking website, participating banks are able to remain top of mind and develop profitable banking relationships within their sponsored nursing homes.
- No administrative burden or ongoing monitoring – the Foundation's programs are completely turn-key.
The focus of the Foundation is to reduce all aspects of crime in the nation's nursing homes and to provide ongoing, effective crime prevention programs that ensure a safe and secure environment for the residents of senior housing. In part, this is accomplished through the Senior Crimestoppers program.
Senior Crimestoppers is a coordinated set of components that work together to create a zero tolerance-to-crime platform in senior housing facilities. Components include personal lockboxes for the residents, cash rewards up to $1,000 paid anonymously for information about wrongdoing of any kind, and effective, on-going education and training for staff members and residents. Senior Crimestoppers has reduced all aspects of crime in participating facilities by 94% through March 31, 2015.
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With the support of our partners, the Senior Housing Crime Prevention Foundation transforms the lives of vulnerable nursing home residents. It is hard to overstate the transformative effect a bank can have on the life of an elderly person by removing fear from their lives — fear of neglect, fear of theft, fear of needing equipment and not knowing where to turn.
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Our bank partners transform the lives of vulnerable nursing home residents by removing fear of theft, neglect, and physical or financial abuse and the Senior Crimestoppers program gives them a place to turn when they need help.


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At First Presbyterian we're pretty "particular" - we believe that our ever-active God calls particular people and draws them to particular places in God's own time and for God's own reasons. Everyone at FPC is God's workmanship, an indispensable part of the Body of Christ, called by God to use their special gifts in works of service which God prepared in advance for us to do, so that the body of Christ may be built up. In his letter to the church at Ephesus, Paul writes that the power to do these works is sourced in knowing Jesus better.
Spend some time here and let us help you discover the reason you're reading this at this particular time - You've come to the right place!
You are welcome to worship with the SOUTH SUDANESE CHRISTIAN FELLOWSHIP each Sunday 2:00-3:00 p.m.
© First Presbyterian Church of Guymon 2015


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Ekadasi - Devthan Ekadasi - Tulasi Vivah
Tuesday, 16 November 2010
Ekadasi is an auspicious day dedicated to Lord Vishnu on the eleventh day of every lunar fortnight in traditional Hindu calendar. In 2011, there are 24 Ekadasis. Fasting on Ekadasis is considered highly auspicious and is believed to help in washing away the sins committed. Observing Ekadashi is also considered one of the ways to attain Moksha.


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They love each other, don't talk down to people, don't complain and the mom doesn't force her kid into doing those pageants or things she doesn't want to do. Also, her kid isn't a ridiculous brat.
Maybe its just me.
Vanessa, Mommy to Anna (5.5) and Azalea (3.5) + Brooks Matthew & Caroline Virginia (2), Angels P 4/29/11 & F 12/16/14 both 8w6d.Bodhi Thomas born 11/24/15 @ 36+3!
I thought the exact same thing when I watched it. I saw people calling them the scum of all humanity and other horrible things but really? They're not that bad. Maybe a little gross at times and not "classy" but they're not awful people. If you watch that little girl always claps for the other kids at her pageants, enthusiastically even. And while she gets sad when she doesn't win she doesn't insult the other girls or whine like a brat. I got a little teary when the mom was talked about her pregnant daughter and how she'd support her and wanted better for her life. They seem to be a really loving and happy family. Maybe they aren't sophisticated enough for your standards or whatever, but I don't think they deserve the disrespect they get.
"God save us from half the people who think they're doing God's work." - Dean Winchester
Anya Elizabeth 4/29/10 - Jensen Scott 1/23/13
Working mommy to three amazing kids! DS (12), DD (10), and now DD#2 (born May 20,2011)!!!! I am so in love with them all!!
No, they are that awful.
Words. They have actual definitions and shit.~Tam47
Hold up. Tell him EXACTLY how you feel, report back here. I'll wait. ~Lynds82
I've seen one episode...they were at an auction or something buying chips, the girls went to an etiquette class, and they went to the 17-year-old's U/S. It was pretty boring, IMO. I don't think the little girl is funny--she pretty much annoys me. And the rest of them are just...hard to look at.
Mother to E (5) and S (1)
Stepmother to A (12)
Married to David
Honestly, Pumpkin (12 year old) is the only one who makes me batty.
"If your brains were dynamite there wouldn't be enough to blow your hat off" Kurt Vonnegut
DT Elder Member: Only One SN Club
I would just like to clarify, I didn't mean the people on the show were shopping barefoot. I was tying in the barefoot in public thread.... Saying that you know, if that kid (shoes or otherwise) was in the grocery store acting like I've seen her act on whatever "news" shows I've seen her on briefly, you'd be appalled. But because it's on TV.... It's somehow okay to lack manners.
Never mind. I think my point was missed.
I was such a terrible teenager that I not only have a daughter just like me, but 2 step daughters, too. Thanks, karma.


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It's been almost 25 years since the original Strider hit arcades with a futuristic ninja hacking and slashing his way through the oppressive Kazakh City. Capcom and Double Helix Games revisit the series with an updated take on the classic side-scrolling platformer that injects more than a little Metroidvania style gameplay into the PS4, Xbox One, PS3, Xbox 360 and PC title.
Strider opens with the signature laugh of the main villain – Grandmaster Meio – followed by Strider Hiryu dropping into Kazakh City via a hawk-shaped hang glider like a boss. Equipped with only his Cypher blade, his moves are limited to begin with but enough to dispatch the basic robotic enemies but there's more abilities and attacks to find within every nook and cranny of the map starting with the simple charged Cypher attack all the way to the robo-panther and other drone options.
Yes, in true Metroid and Castlevania style, the map is completely open to you so long as appropriate ability has been discovered to pass. Double Helix also liberally sprinkled mini-bosses throughout as well ranging from lower level mecha-bosses with differing attacks to the more dangerous Four Wind mercenaries to larger mecha-bosses that challenge Hiryu both with attacks and level limitations as well. There is, of course, a pattern to all of these boss's attacks but it is the timing of getting in the counter-attacks that is the challenge.
Aside from the character movement and responsiveness, the design of the levels is key to the success of any good platformer and Strider's varying design keeps things fresh while challenging the player as well. The levels are largely open with plenty of verticality to take advantage of Hiryu's leaping and climbling ability but turn more claustrophobic during some encounters to heighten the difficulty.
Those worried about the length shouldn't be as Strider sports ten levels to fight through and explore. The game gets progressively more and more difficult with each level though both in terms of adversaries and the puzzle-like levels. The game also packs Beacon Run and Survival Mode Challenges. Once unlocked, the Beacon Run tests player's ability to perform a speed run through consecutive checkpoints while cutting through enemies and dodging obstacles. Meanwhile, the Survival Mode puts combat skills to the test with wave after wave of increasingly difficult enemies.
While it's been years since I've touched the original arcade version or its NES port, this re-imagining of Strider is a welcome treat. I was originally apprehensive about the title's return and whether the gameplay could live up to my nostalgia fueled memories. However, Double Helix Games and Capcom's Osaka studio exceeded expectations by delivering a sharp, fluid and balanced platformer.
Title: Strider
Platform(s): PS4, PS3 (PSN). Xbox One, Xbox 360 (Xbox Live), PC (Steam)
Developer: Double Helix Games, Capcom Osaka Studio
Publisher: Capcom
Price: $14.99
Release Date: Feb. 18, 2014 (PS3, PS3), Feb. 19, 2014 (Xbox One, Xbox 360, PC)
A review code for the Xbox One was provided by Capcom for the purposes of this review.
You can follow Scott via Facebook, Twitter, RSS feed or email alerts for all the latest game news and deals as well as the weekly Furious Fourcast podcast/videocast. All game news on Examiner can be followed at the Game On Facebook page and Twitter feed.


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The Singles: A Novel
ISBN13:by Goldstein, Meredith
Penguin Group USA
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Bee wanted the perfect wedding; she got the "Singles" Back in her single days-before she met the man of her dreams-Beth "Bee" Evans hated being forced to attend weddings solo. Determined to spare her friends the same humiliation, she invites everyone on her list with a guest. Much to her chagrin, however, Hannah, Vicki, Rob, Joe, and Nancy insist upon attending Bee's lavish Chesapeake Bay nuptials alone. The frustrated bride dubs them the "Minus-Ones" and their collective decision wreaks unintended havoc on her otherwise perfectly planned wedding weekend. One of today's most popular relationship columnists, Meredith Goldstein, has penned a sparkling debut novel that chronicles the promises and disappointments of love and friendship with humor, compassion, and wisdom.


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What it Takes to be a M Girl
There are many things our guests notice when first entering our resort, aside from our design, scent and four-star service, sometimes it's our Team Members themselves. M Girls are our most recognized Team Members and serve as ambassadors for our resort; they even have their own calendar. So what does it take to be one of these cocktail cuties? We sat down with Ena, one of our M Girls who has been with us since opening to find out.
If you want to be an M Girl, you have to be outgoing, personable, smile and get along with your guests. You need to be dedicated to your job, take time, look good, do your makeup correctly and hair because it will make it worth your while. It's important to have a smile on your face even if you've been on your feet all day.
As an M Girl you have to learn how to multitask. Sometimes you're busy on the floor and you have a lot of drinks to take out but you make sure that you always have a smile on your face and take care of the guest.
Every day is different as an M Girl that's what makes it so much fun to come to work! Sometimes the days are long and you do stand on your feet a lot but, overall when a customer remembers you, that's what makes a job worthwhile. On a typical day we greet our guests, we take their drink orders, we talk to our guests about the newest promotions and we also make sure that our guests have enjoyed their visit while staying at the M Resort.
We do take a training class with our drink orders and you go on the floor and you train for a week with one of us and we will help you. As an M Girl the job is very flexible. If you want to go to school during the day you can work the night shift or you can work the on-call shift which gives you more flexibility.
The employees at the M are fun, we're like a family. We all get along. I enjoy working with our supervisors they listen to us and they take care of problems. I have worked at several properties but I feel the M is the best place that I have ever worked at.
If you're interested in being an M Girl, we're hiring for pool season! Visit the employment page of our website to submit your resume today!


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A Sunday drive in Newport is always a pleasant experience. It is exponentially so when the drive comes courtesy of Mercedes in the 2011 SLS AMG, the high-performance sports coupe with the gullwing doors.
The invitation came because Mercedes was in town for yesterday's Newport Concours D'Elegance at Fort Adams. It's a great show with some stunning samples from throughout automotive history (as well as a couple of motorcycles). It also had the new Audi A8 on display, which debuts later this year.
But I'm not here to write about Audis, motorcycles, or classic cars. I come to praise the SLS – a thrilling AMG-developed super sports car with aluminum body, a naturally aspirated, hand-built V8 engine with 563 horsepower, 479 lb-ft of torque, and the ability to stop grown men and women in their tracks.
The ride from 0-60 comes in 3.7 seconds, according to Mercedes, and I have no reason to doubt that claim. A few quick jaunts to 60 mph (not amidst the mansions) leaves one impressed by just how fast this coupe really is.
Yet, this is no temperamental sports car. Its immense power only introduces itself at the driver's behest. Feather the accelerator and it's as if you're driving a luxury sedan – not a coupe that has a top speed of 197 mph (and even that's limited, which means a computer-savvy owner could probably go a lot faster).
It handled itself well among mildly twisting roads. It would be fun to get some track time with this mighty beast to see what it is fully capable of.
What's most impressive about the SLS is its refinement. Sure, it's a mighty beast that delivers an exhilarating exhaust note and gobs of power from under its almost six-foot long hood, but it's also a surprisingly comfortable car to drive. Admittedly, I only piloted the SLS for a scant hour or so, but my intuition tells me this is a car that could be driven for hours. Please don't tell the Audi R8, but I may have a new automotive crush.
The SLS, which features a steel suspension, has a 6.3-liter front-mid engine with dry sump lubrication; seven-speed automatic transmission with a dual-clutch in a transaxle configuration; a sports chassis with aluminum double-wishbone suspension; and stands just 49.3 inches high. A 10-year old could look over its roof.
What's most compelling about the SLS (and helps explain why I might favor it over the R8) is its interior space. Two adult American males who aren't long distance runners can sit side-by-side without awkward elbow bumping that results in the passenger sitting with his hands primly in his lap. Mercedes achieves this feat by artfully carving out space from the doors.
It is an awkward car to enter and exit – but not because of the gullwing doors. It has more to do with the deep footwell. Fortunately no video cameras were around to record my ungainly egresses and ingresses. Closing the gullwing doors requires just a light grasp of the door handle. Once seated behind the tilt and telescopic steering wheel, the driver has lots of legroom.
After getting the hang of getting in the SLS, you're going to want to drive it every day (even though its $183,000 price tag would make me want to park it behind protective cordons). This is a car that could be driven daily. It has good sightlines that make it driving friendly and there is no shortage of creature comforts, including features like heated seats, satellite radio, and a navigation system.
Not that fuel economy is going to be an issue, but the SLS AMG actually gets good numbers for a sports car. No official EPA numbers are posted yet, but Mercedes says the SLS gets a combined 18 mpg. Premium fuel is required.
Even super sports cars can be involved in collisions (but thankfully not during my time behind the wheel). The SLS safety equipment includes three-point seatbelts, seat-belt tensioners, belt force limiters, and up to eight airbags: adaptive front airbags, a kneebag each for the driver and front passenger, two sidebags integrated into the seats and two window airbags that trigger out of the door waistline.
As mentioned above, the SLS does carry a price tag of $183,000. Add a few extras, like an upgraded sound system and sportier brakes, and the price tag can hit $200,000. If that's the kind of world you travel in (and barring a Power Ball win I never will), you're going to thoroughly enjoy your SLS AMG. Plus, your other affluent friends will know you drive a winner because it was the 2010 Robb Report Car of the Year.
(Questions and comments about this review and other automotive concerns can be e-mailed to email@example.com. All queries are answered.)
- Wheelbase: 105.5 inches
- Length: 182.6 inches
- Width: 76.3 inches
- Height: 49.3 inches
- Curb weight: 3573 lbs.
- Engine: 6.3-liter, naturally aspirated V8
- Horsepower: 563 horsepower
- Torque: 479 lb-ft of torque
- EPA estimated mpg city/highway: Not Available
- Base price: $183,000
- As-tested price: $200,000 (approximate)
- Also consider: Audi R8, Porsche 911 Turbo S, Corvette ZR1


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LOS ANGELES -- Writers Guild and Academy Award-nominated screenwriter Tony Kushner has been chosen to receive the WGAW's 2013 Paul Selvin Award for his adapted screenplay for Lincoln. Named after the late Selvin, who served as counsel to the Guild, the award is given to the WGA member whose script best embodies the spirit of the constitutional and civil rights and liberties, which are indispensable to the survival of free writers everywhere. Kushner will be recognized, along with other honorees, at the Writers Guild Awards ceremony on Sunday, February 17, at the JW Marriott Los Angeles L.A. LIVE.
For media inquiries about the 2013 Writers Guild Awards Los Angeles show, please contact Gregg Mitchell in the WGAW Communications Dept. at: (323) 782-4651 or email: Gregg Mitchell, or visit online at: www.wga.org.
For media inquiries about the 2013 Writers Guild Awards New York show, please contact Jay Strell at Sunshine Sachs at (212) 691-2800 or email: Jay Strell; or visit online at: www.wgaeast.org.
The Writers Guild of America, West (WGAW) is a labor union representing writers of motion pictures, television, radio, and Internet programming, including news and documentaries. Founded in 1933, the Guild negotiates and administers contracts that protect the creative and economic rights of its members. It is involved in a wide range of programs that advance the interests of writers, and is active in public policy and legislative matters on the local, national, and international levels. For more information on the WGAW, please visit: www.wga.org.


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Bradley Beach Fire Department
United Engine & Truck Company
Banquet Hall
Junior Firefighters
Website Designed
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Welcome to Bradley Beach Fire Department
The Bradley Beach Fire Department has been serving the Borough of Bradley Beach since 1893. The department is made up of entirely volunteer firefighters that answer calls 24 hours a day. 7 days a week. The fire department is always looking for new members that wish to help protect their community. The fire department has also started a junior firefighter program for young men and women that wish to fill volunteer hours and help out in their community.
Line Officers
Chief J.D. Everett
Deputy Chief J. McLoughlin
Captain J. A. Malysko
Lueitenant C. Baker
Engines Foreman J. San Felice
Truck and Rescue Foreman F. Cimino
Company Officers
President J. McLoughlin
Vice President T. Migdon
Secretary J. W. Zech
Treasurer M. Rubenstein
Sgt. Arms W. Wilson
Sgt. Arms R. Pahlck
Contact Info:
815 Main Street
Bradley Beach, NJ 07720
Chief's Office
(732) 776-2402
Chief Fax
(732) 776-5952
Banquet Hall
(732) 776-6169
Banquet Hall Fax
(732) 766-6228


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College of Arts & Sciences The Graduate Division Professional and Liberal Education
During this shopping season, have you found yourself standing frozen with a potential present in your hand, wondering if your mom would like it? It may feel like a tiny wrestling match, but what is actually going on in your brain?
Baird Term Assistant Professor of Psychology Joseph Kable is starting to answer that question. A neuroeconomist, Kable uses economic theory as a basis to study brain processes—in this case, the assumption that people are trying to be as rational as they can be. "This theory doesn't explain all of behavior, and the fringes where it seems to break down are interesting. But rather than starting with the exceptions, let's start at the core."
This would mean that the first step in making a decision is for the brain to consider all the pros and cons of each option and collapse that into a summary verdict. Kable recently conducted a meta-analysis of the decade's worth of decision-making studies that have been done using non-invasive functional brain imaging. He showed that there is a consistent signal of neural activity that corresponds with the subjective valuations people put on the choices—that they are indeed assigning values to the options.
Sometimes that assessment is easy: Would you rather have $1 or $2? Most decisions are more complicated and involve tradeoffs. One example is the classic "marshmallow test"—whether a four-year-old would rather have one marshmallow right now, or two at some later time. Researchers had found that kids will often wait for a time, but then give up and eat the single marshmallow. It's important because research also shows that people's ability to wait for a reward is linked to many traits that contribute to success in life, such as academic achievement, health and addiction, even divorce rates.
Kable and postdoc Joseph McGuire recently discovered that the test results change if the waiting period is specified. "Our intuition is that when we are waiting for something, the longer we wait, the closer and closer we get to that thing," Kable says. "But what we found is that if you don't know anything about when the outcome will occur, the longer you wait, the more you think you're getting farther and farther away from that outcome." On a recent trip to New York City, he discovered that the subway system had figured this out—they now have clocks that tell the time to the next train. "Waiting isn't so much of a problem when you have certainty about when the train's coming."
Can this be used to help people learn to delay gratification? "There are two questions," says Kable. "Can we get people to choose delayed rewards over immediate, and can we promote persistence, so that you keep working toward your goal?"
Kable is working with Caryn Lerman, Mary W. Calkins Professor of Psychiatry in the Perelman School of Medicine and the Annenberg School for Communication, to see if brain training to improve short-term memory leads people to be more patient. The study is based on data that show that the brain networks involved in short-term memory are more active in individuals who are more patient. He and his lab are also researching whether practice in visualizing future goals helps people be more patient, akin to sports therapists who have athletes visualize hitting the ball onto the green or serving an ace.
"If we want to encourage persistence, for people to really stick with it, we have to address the uncertainty," he says. "To the extent that it's possible to make the rewards fairly regular and predictable, that will help."
School of Arts & Sciences Office of Advancement
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In a classic, Peter Drucker, there is a brilliant article by L. Urwick.
Drucker has written a row of books. In the writer's study they occupy a position immediately behind his desk, in the shelf he reserves for those volumes to which, as a student of management, he wishes to refer repeatedly. They are, in short-with Frederick Taylor, Henry L. Gantt, Henri Fayol, and a few later writers-among the books he would take with him if he were banished to a desert island and limited to a single box for reading.
If he were asked why? he would reply:
(1) Because Drucker writes clear, economical, vivid, readable English. Considering that English is not the language to which he was born, that, in itself, is a very great achievement. Very few people known to me, and no one else who is writing about management currently, writes so well.
(2) But good writing is that and no more, unless the ideas it expresses are of intrinsic value. Drucker's ideas are always original, interesting, and challenging. His latest book, The Age of Discontinuity, is full of challenges, not least to those who, since he is a professor at New York University, might be described as "his own reference group," the academic fraternity.
(3) While Drucker has his eyes on the future-his latest book is full of looking forward-his work is as firmly rooted in the present as it has grown out of the past. We may live in an "age of discontinuity," but the end of all knowledge in the individual is wisdom, and wisdom knows that people cannot be forced to change. They can only be led to accept change and be helped to keep up with its consequences.
(4) Thus Drucker, who for part of his life has been a consultant to great business corporations, has written about management with insight and foresight. And again he has not neglected the past. While too many writers about management are busy "seeking a bubble reputation" (did Shakespeare mean "that bauble reputation"?) by showing how mistaken their predecessors were, Drucker sees knowledge as a continuum. It is a cathedral growing slowly through the centuries to which each generation adds its contribution-an extra aisle, a tower here, a buttress there. It is not a jerry-built block of apartments to be ripped out to the foundations every decade or so because new techniques enable us to erect double the rentable value on the same site.
Because this writer's academic experience was cut short by World War I and he was thereafter preoccupied, first with a practical business career and then in building a management consultancy partnership, the book of Drucker's which he has found most valuable is his Practice of Management, first published in 1954.
The author refers to it constantly and always finds new insights and fresh suggestions. Drucker is a big thinker, unconfined by current academic fashions or economic shibboleths.
Quite early in the book, Peter Drucker deals with the cant that profit is the purpose of business. If business has any social purpose at all, any aim which justifies society in retaining it as an institution, it cannot be its advantage to particular individuals. "It is irrelevant for an understanding of business behavior, including an understanding of profit and profitability, whether there is a profit motive or not. That Jim Smith is in business to make a profit concerns only him and the Recording Angel. It does not tell us what Jim Smith does and how he performs."
And he continues "The concept of profit as a purpose is worse than irrelevant. It does harm. It is a major cause for the misunderstanding of the nature of profit in our society and for the deep-seated hostility to profit which are among the most dangerous diseases of an industrial society."
He states clearly and succinctly what the purpose of business is with the proviso that that purpose must lie in society since a business enterprise is an organ of society. There is only one valid definition of business purpose-to create a customer.
And he returns to the point (in Practice of Management) after almost four hundred pages. "No society can lastingly be built on the belief, originally stated by an English pamphleteer Bernard de Mandeville, that private vices become public benefits. For in a good, a moral, a lasting society public good must always rest on private virtue. . . Every leading group must . . . be able to claim that the public good determines its own interest. This assertion is the only legitimate basis for leadership; to make it reality is the first duty of the leaders."
"The hostility to capitalism and capitalists is moral and ethical. Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure."
"Today it has become possible if not commonplace in this country the United States of America to assert the opposite principle that the business enterprise must be so managed as to make the public good become the private good of the enterprise. . . . That more and more of our managements claim it to be their responsibility to realize this principle in their daily action is the best hope for the future of our country and society, and perhaps for the future of Western society altogether. To make certain that this assertion does not remain lip service but becomes hard fact is the most important, the ultimate responsibility of management."
That is the clearest statement of the purpose of the economic element in a "free society" known to this writer.
Because he has this clear view of the purpose of business, Drucker is equally clear about the human conditions which must be satisfied if that purpose is to be realized. I have always found his chapter "Is Personnel Management Bankrupt?" (Practice of Management) the most constructive analysis he has ever read of the present halfway house in which we are trying to live with reference to the human factor in business undertakings.
Drucker answers the question posed by his own title-No, it personnel management is not bankrupt. Its liabilities do not exceed its assets. But it is certainly insolvent, certainly unable to honor, with the ready cash of performance, the promises of managing worker and work it so liberally makes. . . . Perhaps the biggest working capital is the things we have learned not to do, but what banker ever lent on such collateral?"
And his touch is equally sure when he analyzes the reasons for this unsatisfactory condition. "Personnel management is still regarded as a specialty, something one tacks onto a business," not as an essential element, indeed the most important element, in every manager's job.
He distinguishes between personnel management and human relations, but what he has to say about the one applies to the other. Both suffer from being treated as "accidental and incidental," when in reality they are fundamental. Both avoid "the two most important areas in the management of workers: the organization of the work and the organization of people to do the work." They accept "both as they find them."
The writer's first experience of organization on any large scale was as a very junior officer in what Wilhelm II of Germany called "that contemptible little Army," initially a force of six divisions that Great Britain sent to France in 1914. Four and a half years later, when the carnage drew to a close and the British army was nearer one hundred divisions, he noted one curious fact. With the exception of the American army, which was engaged in the holocaust only in its last year, the British army was the only army in that war which at some stage of the long struggle did not come close to dissolution in mutiny or near mutiny.
And the writer was driven to the conclusion-a conclusion to which he came unwillingly-that the ability of the British army to endure the strain without losing cohesion must be traced to the rather special relationship between officers, especially junior officers, and other ranks, which was built up in the British long-service professional army in the nineteenth century. It was a relationship illustrated by a sentence in an official British Army Training Manual published in World War II-"The first duty of an Officer is to care for, that is to know, his men."
But it was only when the writer read Drucker's chapter that he appreciated why this was so. In business we regard personnel administration and human relations as "something one tacks on to a business," that is to say, as something extraneous to the "real work" business exists to do, not as something essential to getting that work done properly.
In the British army, as the writer knew it, all the specialized departments supplying personnel services found in a good modern business-medical services, supply services, recreational arrangements, pay arrangements, and so on-were what Drucker describes as "the things the personnel administrator in business is typically responsible for, necessary chores."
But, in addition to these specialized services, there was a tradition that the officer in immediate command of the unit or formation in which the soldier was serving was responsible, that he was not only a good soldier, but also proud of his platoon, his company, his battalion, his brigade, his division, and the army in which he served. And this lesson was rubbed home with young officers from the moment they joined the army. To this condition of cohesiveness military writers have applied the term "morale," which has been defined as "moral condition, especially as regards discipline and confidence." An experienced officer can tell whether morale of a military unit is high, average, or dangerously low within a very short period of becoming acquainted with it. To maintain the morale of his command is the first duty of an officer at all levels.
This meant that personnel administration was treated, not only as a line function, but, next to fighting and training for fighting, as the most important function. The dilemma which arises when it is treated as a specialty did not exist. As Drucker points out, where it is treated as a specialty, "either personnel administration has to usurp the functions and responsibility of the operating manager or operating managers, in self-defense, have to confine personnel administration to the handling of incidental chores."
Where it was treated not only as a line function, but as a line function that was an essential preconditon of fighting efficiency, the conflicts which so often arise in business between "the line" and the specialized services were rare. And when they occurred it was not because the specialized services were interfering with the "authority" of line management but because they were not performing their specialized functions adequately. The line officers recognized to a man that those functions were essential to fighting efficiency. In business, good personnel management is essential to working efficiency. But it cannot be good if it is in competition with line management for the control of the worker. It can only be good if line managers at all levels regard it as an essential part of their own work and see the specialized personnel departments as existing to help them to discharge their responsibility.
It is also in the same chapter that Drucker shows his own deep sense of respect for the past. He refers to scientific management as developed by Taylor and his immediate followers as "all but a systematic philosophy of worker and work. Altogether it may well be the most powerful as well as the most lasting contribution America has made to Western thought since the Federalist Papers."
Since the middle 1940s there has been a growing chorus of academic disapproval of F. W. Taylor. Where it is not blatantly ignorant of what Taylor did and wrote, it is spiteful. Regarded as serious criticism much of it is absurd. As Professor Harold Koontz, speaking officially as president of the American Academy of Management, noted in 1961, some "writers seem to have become overly concerned with downrating and sometimes misrepresenting what anyone else has said or thought or done."
Previous work is described as "classical" or "traditional" Of course, these terms, in the fast-moving climate of American academic opinion, are pejorative. Their implication is out of date, superseded. Drucker will have none of this contempt for the past. His passage on Taylor, already noted from Practice of Management, is one example.
Another was his comment on being awarded the Taylor Key in 1967:
The popular game of belittling Taylor makes not much more sense than a belittling of Newton because all he did was to create the science of physics without, 300 years ago, being able to anticipate quantum mechanics. Indeed just as we can only have quantum mechanics because a Newton gave us classical physics, we can only have today all the new shiny tools and concepts of modern management theory because a Taylor founded the study of work and the study of organization 75 years ago.
That was well said-a truly constructive contribution to the study of management.
Signs are not wanting that other students of management are beginning to follow Drucker's lead. At the annual meeting of the American Academy of Management in 1969, Professor William M. Fox of the University of Florida in a paper "What Are the Classicists?" observed: "I feel that the classical label is neither accurate nor useful. To date, this same conclusion appears to have been reached by all of the graduate students to whom I have assigned the task of defining what a classicist is." Put crudely, "classicist" means someone who ventured to write about management before the unique thoughts of the author using the term were launched upon an indifferent world.
Probably Drucker's most valuable contribution to the study of management is his reiterated emphasis on integrity as the quality essential in a manager. Thus:
In its practice management must demonstrate that it realizes that integrity is the one absolute requirement of a manager.
Management should not appoint a man who considers intelligence more important than integrity. For this is immaturity. . . . If he lacks in character and integrity-no matter how knowledgeable, how brilliant, how successful-he destroys. . . . In appointing people to top positions, integrity cannot be overemphasized.
And again, in more than a dozen other places throughout the book, we find a similar emphasis on integrity.
What does this word "integrity" mean? A standard American dictionary gives the following definitions: Integrity 1. Soundness of and adherence to moral principles and character; uprightness, honesty. 2. The state of being whole, entire or undiminished. 3. Sound, unimpaired or perfect condition. The Concise Oxford Dictionary is briefer: "Integrity: wholeness, soundness, uprightness, honesty."
Why is integrity so important? A man of a very different background than Drucker's has put it in a sentence. As governor general of Australia in 1953, Field Marshall Sir William Slim, who commanded the Allied forces in Burma in World War II, in a luncheon address to the Sydney Division of the Australian Institute of Management, said that there were five qualities essential in a leader in any walk of life: courage, will-power, flexibility of mind, knowledge, and "the last quality on which all the other qualities have to be based is Integrity-the thing that makes people trust you."
He was merely endorsing a much earlier comment by a chief of staff of the United States Army, Gen. Charles P. Sunnerall: "the leader must be everything that he desires his subordinates to become. Men think as their leaders think and men know unerringly how their leaders think."
This is only a positive statement of Drucker's view, already quoted, that "capitalism is being attacked. . . because it is cynical." No one wants cynical subordinates, individuals who say, either overtly or to themselves, "I'm all right, Jack. . . I don't give two cents what happens to the rest of the outfit or to the corporation." The man who tends to think, "I don't care what happens to the United States, or to my city or even to my next door neighbor, so long as my bread is well buttered," is a poor citizen of his nation and of his neighborhood, and he is, almost inevitably, a poor worker. For one consequence of modern technology is that intricate cooperation between worker and worker is far more essential than it has ever been in the past. And a philosophy of untrammeled self-interest on the part of an individual prevents him from being even a moderately useful citizen of an industrial society.
A critical subordinate is relatively harmless if the sentiment of the remainder of his group is relatively contented. A superior who is cynical about the pursuit of his own interests destroys the moral basis of his own authority because authority derives from one source and one source only: the demands of the job to be done. Authority is necessary to cohesive action for a common aim. As the late Chester Barnard pointed out, "the decision as to whether an order (communication) has authority or not lies with the persons to whom it is addressed." Authority comes from below: it is given. And it is never given to an individual who is known to be pursuing ends of his own rather than the common purpose for which the group has been set up.
In other words, "an ounce of example is worth a ton of precept." It is because he saw and expressed this truth so dearly that Drucker's Practice of Management is, in the writer's opinion, the best book on the subject which has been published since F. W. Taylor wrote The Principles of Scientific Management.
Of course, this definition of the responsibility inherent in authority is not all that is in the book. It is only the core of its philosophy. But it is this, coupled with his insistence on integrity, which gives the whole work its unity and its value.
Drucker's second great quality is his breadth of outlook. Most students of management confine themselves to business. This is a restricted approach. Public administration, military administration, hospital administration, and a score of other callings all use management knowledge. As the late President Franklin D. Roosevelt remarked in 1937, "a government without good management is a house built on sand."
Ten years ago, the writer was asked to contribute to the decennial study organized by the American Society of Mechanical Engineers: "Ten Years' Progress in Management." In this context, the ASME asked about fifty eminent professors and students of management in the United States to write me a letter answering certain questions. One of these questions was, "What is the best book on management published in the last decade?"
Two of the correspondents chosen by the ASME, one of whom was Drucker, replied that it was Philip Woodruffs two-volume memorial study of the former British Indian Civil Service, The Men Who Ruled India. Coming from the United States that selection at first seemed astonishing. Why did these two American professors find Woodruff's book and the evolution it records so interesting and pertinent? In the United States, British rule in India has traditionally been considered a bad example of bureaucratic imperialism.
We live too close to these events to see them in the round. But will that be the verdict of history? Reading through Woodruff for a second time and considering Drucker's opinion, the writer came to the conclusion that he might well be right. British rule in India was a remarkable example of enlightened administration. In little more than a century and a half it had welded a continent of conflicting religions, warring factions, and scores of petty sovereignties into the two emerging nations of India and Pakistan.
There was, of course, an element of force-the Anglo-Indian army. But in comparison with the size of the continent, the intricacy of the problem, the mixture of warlike and less warlike people who had to be protected from each other, the clutter of native princelings often proud, jealous, and mutually hostile, its size was minimal. It seldom exceeded 250,000 men. There was one mutiny. But that was largely checked by native troops who remained loyal.
The writer dined with the engineer colonel of an Indian Royal Engineers' workshop about ten years after the liberation. He told the story of an English lieutenant colonel, formerly in command of an Anglo-Indian battalion, who had been visiting with his old regiment a couple of years before. Toward the end of dinner he turned to his host, the Indian lieutenant colonel then in command, and said, "You know, if I shut my eyes, it might be eight years ago: nothing has changed." The Indian lieutenant colonel replied, "Thank you very much for the compliment. That's just how we're trying to keep it."
Behind the force, which was really no more than a police force, was a small but handpicked group of dedicated administrators-the former British Indian Civil Service. It is perhaps typical of the spirit in which this service was developed that in this century it was just as open to Indian nationals as to British-born entrants, provided they could pass the extremely exacting entrance examination which was necessary to qualify for selection. It is in memory of and about these men that Philip Woodruff has written.
How were they trained? Not, to be sure, in all the new tools and concepts of modern management. Most of them had never heard of Frederick Winslow Taylor. But they were highly educated men. The entrance examination for the former British Indian Civil Service was a tough hurdle. Some of them were educated at Balliol College, Oxford. And for many years after his death in 1893, Balliol reflected the breadth and dedication of Benjamin Jowett.
What did they learn? Many of them took the intermediate examination known as "honour moderations" and the final examination described as litterae humaniores, popularly known as greats. Honour moderations covered the languages of Greece and Rome, "greats" the philosophies, religions, arts and politics of these two peoples. "Greats" taught scholars both detachment and an ability to see a problem in its setting as a part of a total environment. Then, after more special training in the languages and outlook of some of the Indian peoples, they were sent to India, often to assume large administrative responsibilities at quite an early age.
They were superbly taught. Jowett's biographer has reported that "at the time of his death, several of the Fellows of Balliol wished more leisure for the pursuit of their own studies and researches, less concentration on preparing their pupils for the schools, a pursuit of knowledge more for its own ends and less for ulterior ends, however valuable."
Jowett never concealed his own view that education, not research, was the first and final function of a tutor. Research, he seems to have thought, was more often than not a self-indulgence, an agreeable escape from more urgent, if more tedious, duties. If it was other than that for some exceptional teachers, if a room in a tower was essential to them, then they should make the kind of sacrifice in order to work in it and return to it that he himself made throughout his life. It was wrong to use public money to make their choice easy. If teaching was their function, they must put their pupils first and do their research in their spare time. The phrase "the kind of sacrifice" refers to the fact that Jowett never married.
Here again Drucker seems to belong to "the great tradition of knowledge" rather than to its more modern counterparts. In the concluding chapter of The Age of Discontinuity, "Does Knowledge Have a Future?," he points out that the emphasis in a society based on knowledge places a special responsibility on those who control the sources of knowledge-the universities. "Where there are large sums of money floating around, one always has to guard against the smart operator. If the knowledge community will not do this by itself, the safeguards will be imposed on it. Similarly, immorality is not to be excused simply because no one makes a profit out of it."
Students all over the world are in revolt. Why? In a pamphlet circulated over a year ago, Professor Courtney C. Brown, dean of the Graduate School of Business Administration at Columbia-and Columbia has had its troubles-suggested part of the answer:
Students have sensed a lack of faculty commitment to work in the classroom, a propensity to place other commitments ahead of classroom commitments and office hours: they have complained of classes where discussion is desirable but prevented by the size of the enrollment and of other practices that have accompanied the growth of what has been described as 'academic professionalism. . . . These characteristics of faculty have been evident in differing degrees on most university campuses. Commitment to the institution and its students has too frequently been given second priority to a personal professional interest with an inevitable growing reliance for classroom work on preceptors, teaching assistants, and other types of junior instruction. This has happened at a time when the costs of education have greatly increased. The student has tended to feel short-changed.
A colleague of Professor Brown's, Professor Neil W. Chamberlain, sharply criticized this view for displaying a "misunderstanding of the educational process."
Among the institutions which are most under attack by students is the Western-style business corporation itself. But neither students nor any other group risk their futures and make their present unprofitable because of what may happen to them. Their protest is always sparked by present conditions. They have occupied offices at Columbia, not the offices of business corporations in New York. And if the teaching at Columbia has been such as to make them so dissatisfied with their present circumstances as to lead to open revolt, it is futile for those same teachers at Columbia to point to other unsatisfactory features of our society. It is ancient wisdom that men should "First cast out the beam out of thine own eye: and then shall thou see clearly to cast out the mote out of thy brother's eye."
Drucker, though a professor himself, does not make this mistake. He says flatly "a group in power either takes responsibility for its morality or it is corrupt and corrupts." And he asks the pertinent questions:
Can the requirement of the Ph.D. be justified (except perhaps in the physical sciences)? Is there any evidence that the Ph.D makes a man a better teacher or even a better scholar? Or is the main reason for this requirement that it reserves access to appointments and enrollments to people who have paid their fees in time and money at the academic toll-gate?
In this writer's experience, the Ph.D. in business administration is a direct obstacle in teaching the oncoming generations of men and women. Experienced practitioners of management have no opportunity to teach without academic credentials. The Ph.D. is a craft-union "ticket," not any kind of test of good workmanship as a teacher. The insistence on it by the universities in the field of management is a clear example of what the French describe as deformation professionelles.
Because he sees these issues and expresses them clearly, Drucker strikes a chord in the experience of every man who has carried heavy practical responsibilities. To quote his two concluding sentences:
The shift to knowledge as the foundation of work and performance imposes responsibility on the man of knowledge. How he accepts this responsibility and how he discharges it will largely determine the future of knowledge. It may even determine whether knowledge has a future.
That is why the writer has described him as: The Managers' Professor.


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Reader's Choiceis among the world's best loved and most successful ESL/EFL textbooks for the teaching of academic skills. Based on the theory that proficient reading requires the coordination of a number of skills, this classic text recognizes that the most important of these is the reader's ability to select the proper skills or strategies to solve each reading challenge. The exercises and readings inReader's Choicehelp students to become independent, efficient readers. Each carefully selected reading is accompanied by a wide variety of exercises. Skills-focused units alternate with units centering on full reading passages.Reader's Choice, FifthEdition,preserves this proven format and popular readings while bringing new material and updates to every unit from the previous edition. New in this edition ofReader's Choice: Visual Literacy.Today's students are confronted with a dizzying array and combination of print and graphics. This edition features more activities that develop strategies for gleaning information from combinations of text and graphics. Web Work.The ability of today's students to evaluate information sources is nowhere more crucial than on the Internet. Extensive Web Work appears in three skills units and additional web-based activities occur throughout the book. * New Readings. Nine new reading selections respond to the changing environment faced by our students, taking up issues of globalization in a multicultural, multigenerational world. Additional Vocabulary and Additional Skills. New readings bring additional vocabulary with new lexical items topically related across a series of linked readings. Additional skills work includes reading longer passages and creating prose summaries for Paragraph Main Idea work and transferring data from prose to tables and from graphs to prose. Some vocabulary activities have been moved to the companion website. Users ofReader's Choicewill be pleased to find that many of the features they have used with success have been retained: intensive language-based reading practice; realistic literacy tasks based on the use of authentic reading passages; a focus on reading skills but opportunities for speaking, listening, and writing in the context of the issues raised in the readings; activities that support task-based learning; and texts and tasks that stretch and challenge students in meaningful ways. A companion website featuring interactive vocabulary acti


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How to Cope With RA Caregiver Burnout
Published Dec 18, 2013
Caring for someone with RA can take a lot out of you — physically, mentally and emotionally — but it doesn't have to cause caregiver burnout. Learn more about the warning signs of caregiver burnout, and find out how to handle caregiver-related stress.
A Portrait of the Burned–Out Caregiver
Your parent, spouse or friend has RA. They are very private and independent, and insist they do not need any help to care for themselves and their household. But you can see how painful and difficult it is for them to lift objects, stand for long periods or move between rooms.
When you visit you end up cleaning, running errands and wearing yourself out, instead of spending quality time with them, and they won't leave the house without you by their side. They do have good days, but on the bad days you are exhausted.
Warning Signs of Caregiver Burnout
You may be burned out if you:
- Can't seem to relax
- Experience a change in eating habits
- Have trouble sleeping
- Feel helpless, sad or angry
- Lose your temper and patience, or feel anger or resentment toward the person you're caring for
- Are losing interest in your favorite hobbies
4 Ways to Deal With RA Caregiver Burnout
- Remember That No One Wants You to be Exhausted! What would your loved one say if they knew how worried and exhausted you were? What if they knew you were on the brink of RA caregiver burnout? Caregiving is both mentally and physically stressful, and caregivers are considered to be at increased risk for physical health problems and depression. Most friends and family members — despite their pride — don't want to be a "burden" on their loved ones, and if they are wearing you down, they'll want you to get the help you need.
- Accept Help — Even if You Don't Want to. Oftentimes, we don't take help from our friends and family members, even when we really need to. My mother, for example, used to remind me that, although she wasn't well, she (and not me) was still the mother! Although it may be difficult to accept, sometimes we just need to accept help where we can.
- Get an Objective Outsider to Provide Expert Advice. Consider speaking with your loved one's physician prior to a visit and expressing your concerns about being at risk for RA caregiver burnout. You could also ask the physician to recommend a care manager in your area. Afterwards, the doctor could discuss alternative care options with your loved one to ensure that they stay independent and able in their own home.
- Sometimes You Just Need to Draw the Line. Respecting your loved one's privacy and independence is essential in preventing RA caregiver burnout. However, if your loved one is too demanding and you're constantly at their beck and call, then you need help for yourself. Talk to an expert to know where to draw the line. An expert can also discuss alternative care options that are more suitable for both you and your loved one.
Claudia Fine, LCSW, MPH, CMC, CCM, is Chief of Professional Services at SeniorBridge, a national care management and home care organization that specializes in meeting the needs of people with rheumatoid arthritis and other chronic conditions.