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What happened to video game manuals? I bought Modern Warfare 2 at Costco on the day it came out. Being the fine food connoisseur that I am, I stopped for one of their reconstituted meat delicacies. While I savored my hot dog, I opened the game to read the manual while I ate so I didn't have to actually look at what I was putting in my body. Much to my chagrin I was met with a meager two-page information booklet that provided little more than hardware information. Why such a long and appetite-whetting anecdote? Because I can say where I was when I knew the video game manual was dead. I was sitting in a Costco sliding anonymous animal meat down my throat while a single tear ran down my cheek.
Anyone born before 2005 probably has a similar story. Game manuals used to be such an integral part of the gaming experience, so much so that games sold back to now-defunct game stores fetched a better price if they still included the game manual. Button schemes were far from universal, and trying to figure them out usually put your character at the bottom of a very deep pit. But more than button layouts, game manuals were an intricate part of the gaming experience.
In Pokémon it was inconvenient to revisit the opening cutscene, but with the game manual, you could read about why a 12-year-old was living out Michael Vick's dream. Manuals provided backstory, character information, helpful tips, and even blank pages to jot down the sweet codes you looked up on American Online. Back in the 8-bit days you may have wondered what an Italian plumber was doing stomping on all of those turtles, but a manual gave you some insight.
Games began trying to cut out this middle man rather early on by using introductory cutscenes that laid out the backstory of an entire game. These were hit and miss … just think about Zero Wing. But by the time of the PlayStation the cutscene was king. Those scenes in Final Fantasy VII defined the game more than anything else. The thought of reading a story was now as archaic as the telegraph. So by the turn of the century, the desire for a ten-page story in a game manual complete with character bios had all but vanished. Either game designers' desire to tell the story themselves or gamers' inherent laziness had eliminated a decade-long tradition of geeking out over game manual canon.
The other main purpose manuals served (and usually the only one they still serve) was button schemes. Before every other game was a first-person shooter with a generic control scheme, games were varied and figuring out which button did what was often a chore. But as games became more complex, creating an extra tutorial level became all but requisite for most games. Accordingly, yet another justification for an instruction manual was lost.
One of the most enduring features of game manuals is its position as an RPG-aide. Games like Fallout and Pokémon are so large and offer so many features that a booklet can answer simple questions like "Why can't I catch another trainer's Pokémon?" Increasingly though, these questions are more frequently answered on the internet, either on forums or fan-made wikis. There probably isn't a single question about Fallout 3 that can't be answered on The Vault – Fallout's own wiki.
I think game companies have taken notice as well. Indeed, in just two years, from Fallout 3 to Fallout: New Vegas, the manual went from a 39-page "Vault Dweller's Survival Guide" to a slimmer "Game Manual." Even finding locations isn't dependent upon a map anymore. Rockstar's full-sized fold-out maps are intended to help gamers figure out the city, but one can find a map (with all notable points) on the internet in seconds.
It's a dying art, like so many things in video games, but I can't say I don't understand the reasoning. We're paying $60 for a disc and plastic case that cost fractions of a cent, so cutting a few more pennies off cost by cutting down on an unused stack of paper is a good business move. Just ask EA, who recently announced that they were getting rid of all game manuals. And just to feed the hippie-trolls; yes I'm sure that's good for the environment as well. This isn't to imply that I revel losing what was such an intricate part of gaming.
I often watch friends skip tutorial levels and figure the game out on the fly. Are we in such a hurry to shoot things that we can't play an extra level? I still remember sitting in my mom's car on the way back from Media Play tearing into the packaging of Sonic the Hedgehog for Sega Genesis. I absorbed the entire manual and was stoked as all hell to play by the time I got home. Make sure when you toss aside an uncracked manual that to enjoy games sometimes we ought to stop and sniff the game manuals.
What do you think? Do you miss the good old days of amazing game manuals, and pack-in materials like Infocom used to give us? Or do you even read them? Would you rather jump straight into the game?
Nationally unacclaimed freelance writer Jonathan Deesing has been writing about video games for dozens of weeks. His professional knowledge ranges from skiing to Peruvian history and of course, anything with buttons. If you can't get enough of his musings, check out his Twitter feed.
Game manuals image courtesy of yoppy


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Game Haiku – 04/15/07 – Cards 10, Brewers 2
What's ailing Pujols?
Nothing today. El Hombre
knocks two o'er the fence.
1 Comment
Pujols will be Pujols again because…he's Pujols. What's up with a losing record at home so far? I hope the Cards get turned around. I think they will. Love the haikus by the way. I started writing some poetry about my Braves. Check out my first one if you get a chance, under "Two in a Row"
JB in ATL

subset: commoncrawl


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I'm a little bit country...
July 14, 2011 —
And just prior to becoming "a little bit Rock & Roll," I was a teeny bit Doo Wop as well. This week the Bethel Woods Center for the Performing Arts (www.bethelwoodscenter.org) became my second home as I returned to the site of the 1969 Woodstock Festival—repeatedly!
The White Lake Saltshaker Reformed Presbyterian Church (www.whitelake church.com) sponsored a "classic" car show on the grounds of Bethel Woods this past Saturday, in conjunction with the Doo Wop Festival scheduled for the same evening on the main stage. Lovingly restored vehicles were on display for several hours, along with their owners, and the event served as a fundraiser for the Shepherds Pantry food bank, which serves the community on the second Thursday of each month.
The vehicles represented two decades, ranging from the fabulous '50s through the early '60s, and people milled about, inspecting everything from interiors to fins, while reminiscing and celebrating the "golden age" of automobiles. Banion Felders' 1932 Ford was awarded "best in show" and White Lake resident Dick Morey took home the people's choice award with his 1961 Buick convertible. The cars were a perfect backdrop for the Doo Wop show that followed, and by the time I had perused the lot, I was more than ready for the music that followed.
As thousands cheered, '50's and '60's vocal adrenaline hit the stage with an onslaught of memories. While on the cusp (I was born mid-'50s) I can recall being in my playpen (whatever happened to them?) as my mother played "happy homemaker" (before women's lib) swaying and bopping to the radio while ironing and dusting before Daddy-O would get home in time for Dean Martin on the black & white.
The Fireflies, Chantels, Crickets and Planatones (do the walk) joined combo-group Brooklyn Reunion (Mystics, Classics and Passions) sounding incredible, though there were many silver streaks in the pompadours and bouffants. Major chart-toppers like "Maybe," "Till Then," "Peggy Sue" and "That'll Be The Day" paved the way for the (all original members) group The Drifters, as they hit the stage in their matching red suits, performing the signature choreography and ultra-smooth sound ("Under the Boardwalk") that helped define a generation.
It was a gorgeous night, and couples could be spied slow-dancing on the lawn in a really sweet flashback moment that invoked what could be interpreted as a kinder, gentler era.


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Enhance Physical Education Task Force (EPETF)
Illinois Association for Health, Physical Education, Recreation and Dance: Blue Ribbon Programs
The Criteria reflects the standards established by the Health and Physical Education profession and the Illinois State Board of Education.
The Criteria covers the areas of curriculum, instruction, enrichment, facilities and equipment, finance, medical and safety, and administration.
Why use the Criteria:
- The Criteria are to help teachers and/or administrators develop quality physical education and health programs.
- They have been designed for self study and self evaluation. Each grade level booklet provides a check list and includes a rating form.
- The Criteria Serves as a basis for recognizing excellent programs in all Illinois schools at all grade levels.
Link to criteria: http://www.iahperd.org/programs/blue-ribbon/blue-ribbon-forms
Physical Education
Attea Middle School - Glenview
Health Education
A.A. Stagg High School - Palos Hills


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University Hospitals Birmingham via AFP - Getty Images
Malala Yousufzai speaks to critical care consultant Dr. Mav Manji at the Queen Elizabeth Hospital in Birmingham, England, after she underwent surgery.
A Pakistani schoolgirl who underwent reconstructive surgery in Britain after being shot in the head by the Taliban said on Monday she felt much better and was focused on her mission to help others.
A team of doctors carried out a five-hour operation on 15-year-old Malala Yousufzai on Saturday to mend parts of her skull with a titanium plate and help restore hearing on her left side with a cochlear implant.
Speaking 24 hours after waking up from surgery at Queen Elizabeth Hospital in Birmingham, central England, Yousufzai said she was already walking around.
Malala Yousafzai, the 15-year-old shot by the Taliban in October, spoke to the media for the first time Monday and thanked them for their prayers, which she says has given her new life. NBC's Keir Simmons reports.
"I can walk a little bit, I can talk and I'm feeling better," she said from her hospital bed in a video clip released by the hospital.
"I think I will just get better very soon, and there will be no problem. The thing is my mission is the same, to help people, and I will do that," she said.
Yousufzai was shot in the head at point-blank range in October by the Taliban for advocating girls' education, and was brought to Britain for treatment.
Doctors at the hospital said they were impressed by her recovery so far and hopeful she would be discharged fairly soon, describing her as focused and enthusiastic.
"She should be feeling sorry for herself 24 hours after an operation like that, not talking about helping other people," said Dave Rosser, the hospital's medical director.
Fifteen-year-old Malala Yousufzai was shot by the Taliban for speaking out against Pakistani militants and promoting education for girls.
The attack on Yousufzai, as she left school in the Swat valley, drew widespread international condemnation, and the schoolgirl has become a symbol of resistance to the Taliban's efforts to deny women education and other rights.
"There's still a lot of support (for Yousufzai) coming in, a lot of communication coming in from around the world," Rosser said.
Malala, teen champion of girls' rights, nominated for Nobel Peace Prize
Al-Qaida, Taliban struggle to justify attack on Pakistani teen
Thousands rally in Pakistan for Malala
'Strong young woman': Taliban shooting victim leaves UK hospital


text: Home > Experts > Question Question Posted by: Anonymous | 2009-10-26 coughing My 13 yr old staffie sems to be coughing about 5 or 6 times a day as if she swallowed food that is sticking in her throat. What should I do ? Thank s dr Not what you were looking for? Try searching again, or ask your own question Our expert says: CyberVet Dear Anon It can be infection, even heart problems. Best to have her checked. The information provided does not constitute a diagnosis of your condition. You should consult a medical practitioner or other appropriate health care professional for a physical exmanication, diagnosis and formal advice. Health24 and the expert accept no responsibility or liability for any damage or personal harm you may suffer resulting from making use of this content. 1 Our users say: Posted by: Cybervet | 2009-10-26 Dear Anon It can be infection, even heart problems. Best to have her checked. Reply to Cybervet Have your say Your name (optional) Your comment Security × Thanks for commenting! Your comment will appear on the site shortly. Search health advice Find an answer × Thanks for commenting! Your comment will appear on the site shortly. Reply to Your name (optional) Your comment Security Close Submit comment Recently: Asked Questions Answered Questions Commented Questions My three year old imitates her one year old sister 3 year old imitates one year old sister My husband doesn't want to sleep with me Teens pamoentjies Acne scarring 9 maande kleinseun gooiop Green mucus 3 year old imitates one year old sister How can i gain weight? Wet at the gynae Husbands strange likes Censorship I don't know how to manage my marriage and desperately need help please Unappreciated advertisement From our sponsors Sun protection for all children Understanding your sunscreen The science behind cosmeceuticals Do you know these 5 facts about skincare?


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I would hope that Harlequins buy him.
The Londoners have lost prop Louis McCarthy-Scarsbrook (St Helens), half Danny Orr (Castleford) and winger Will Sharp (Hull FC). Former Manly backrower Luke Williamson has retired injured from Quins.
Menzies would be a good temporary fix for Harlequins.
But I fear that Salford have him in their sights.
Edited by ParisSurtout, 13 August 2010 - 05:32 AM.


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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Baby boomers are micromanagers, work hard, do not understand technology, are stubborn and want to destroy the planet. Millennials are lazy, entitled, tech savvy, want to save the world and don't know how to communicate in person. Although the generalizations of baby boomers and millennials vary, they do share one similar characteristic, they both share particular entrepreneurial characteristics. Millennials crave freedom and earning potential. Baby boomers have a desire to build something.
One of the questions I get asked the most is some version of "what do you think of crowdfunding?" I usually answer with some noncommittal answer about how it is going to be important, but no really knows how it will impact the trajectory and success of startup companies. After all, the notion of banding together through social media to fund the development of a prototype, documentary film or art project has been going on for many years now.
"CODE2040 is a unique and dynamic program that creates access, awareness and opportunities for top minority engineering students to ensure their participation and leadership in the innovation economy." CODE2040 places students in internships with top tech companies and provides them with mentorship, leadership training, and network development.
Last week, we hosted Ice House Facilitator Training here at the Foundation. We had people come from across the country and the international community to be trained in how to facilitate an entrepreneurial mindset to members of their community. I had the chance to sit down with one of the facilitators, Rob Elwood, and learn about his reason for coming to this training, and how he sees it benefiting his community in Annapolis, Md.
Adam Berk had a vision of creating an online library where neighbors could borrow tools and electronics from one another. Why buy a fancy camera you only needed to use once for a big trip? Why invest the money in physical tools for a home remodeling project if you are never going to need them again? Adam and his best friend Dave spent 5 years creating this utopian community, neighborrow, powered by a new form of currency. Their business model was to eventually white label the product and sell it to large apartment buildings and others who wanted to facilitate a borrowing community. But they never achieved their vision.
As Kauffman Labs helps grow and educate the entrepreneurial community through programs, events and workshops, we came across an aspiring gentleman with an idea. Nodir Abdullayev (Bek) has just recently found out about the entrepreneurial community in Kansas City and has made strides to become engaged since finding his first event through Kauffman Labs. Learn how Bek's first experience made him go from an aspiring entrepreneur to lean entrepreneur.
Can entrepreneurism be taught? A new Babson College study on what influences startup business owners says it can.
Business owners could learn a lot about disaster readiness from Waffle House. Yes, Waffle House.
Academia is getting ever more aggressive about helping entrepreneurs get a running start. An emerging crown jewel could well be Stanford University's brand new StartX.
When considering the optimal number of founders for any new entrepreneurial adventure, the calculus extends well beyond simple formulas seemingly supported by observations of startup cohorts within specific industries. Famous technology twosomes that come to mind include David Packard and William Hewlett of Hewlett-Packard, Steve Jobs and Steve Wozniak of Apple, Paul Allen and Bill Gates of Microsoft, Larry Page and Sergey Brin of Google. In these examples, it is widely observed that these buddy teams complemented each other well in the early formative years of their companies.
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text: Main Content Section 333.26427 friendly link Printer Friendly MICHIGAN MEDICAL MARIHUANA ACT (EXCERPT)Initiated Law 1 of 2008 ***** 333.26427 THIS SECTION IS AMENDED EFFECTIVE DECEMBER 20, 2016: See 333.26427.amended ***** 333.26427 Scope of act; limitations. 7. Scope of Act. Sec. 7. (a) The medical use of marihuana is allowed under state law to the extent that it is carried out in accordance with the provisions of this act. (b) This act shall not permit any person to do any of the following: (1) Undertake any task under the influence of marihuana, when doing so would constitute negligence or professional malpractice. (2) Possess marihuana, or otherwise engage in the medical use of marihuana: (A) in a school bus; (B) on the grounds of any preschool or primary or secondary school; or (C) in any correctional facility. (3) Smoke marihuana: (A) on any form of public transportation; or (B) in any public place. (4) Operate, navigate, or be in actual physical control of any motor vehicle, aircraft, or motorboat while under the influence of marihuana. (5) Use marihuana if that person does not have a serious or debilitating medical condition. (c) Nothing in this act shall be construed to require: (1) A government medical assistance program or commercial or non-profit health insurer to reimburse a person for costs associated with the medical use of marihuana. (2) An employer to accommodate the ingestion of marihuana in any workplace or any employee working while under the influence of marihuana. (d) Fraudulent representation to a law enforcement official of any fact or circumstance relating to the medical use of marihuana to avoid arrest or prosecution shall be punishable by a fine of $500.00, which shall be in addition to any other penalties that may apply for making a false statement or for the use of marihuana other than use undertaken pursuant to this act. (e) All other acts and parts of acts inconsistent with this act do not apply to the medical use of marihuana as provided for by this act. History: 2008, Initiated Law 1, Eff. Dec. 4, 2008 Compiler's Notes: MCL 333.26430 of Initiated Law 1 of 2008 provides:10. Severability.Sec. 10. Any section of this act being held invalid as to any person or circumstances shall not affect the application of any other section of this act that can be given full effect without the invalid section or application. © 2015 Legislative Council, State of Michigan


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The varsity girls won 3rd as a team overall, with Freshman Jordan Garcez winning 6th and medaling as well as Sophomore Kristina Sauceda placing 10th and medaling. Sophomore Clara Gotthardt won 24th, Senior Courtney Garcez placed 17th and Sophomore Madie Walter was 34th.
In the varsity boys division. Juniors Jeremy Coronado medaled with his 7th place finish and Chris Tobar placed 9th to earn a medal. Junior Ari Lopez came in 22nd.
For the JV girls' team, Freshman Emily Valdez placed 6th, Sophomore Savannah Segura followed at 7th, Freshman Elena Valdez came in 8th, Senior Dominique Garcez placed 9th, and Senior Hailey Johnson rounded out the medals at 10th. Sophomore Jade Gonzales was not far before with her 12th place finish.
For the JV boys, Senior Rodney Foreman medaled with his 6th place finish, and Freshman Edmond Valdez earned a medal with his 8th place finish.
At the junior high level, the seventh-grader girls won the meet and had four medalists. Kendall Kelley topped all runners with a 1st place gold medal, while Katia Cavazos won 4th, Tara Coronado placed 6th and Abigail Franke finished 10th. Jenny Steward placed 13th and Haleigh Kunschik got 16th.
For the junior high boys, eighth-grader Kyler Palmer was a 10th place medalist, and seventh-graders Jacob Coffman won the meet with 1st and Brent Gisler followed at 3rd.
Teams the Badgers and Lady Badgers faced included Skidmore, Pettus, Sinton, Rockport, Skidmore, Orange Grove, Robstown, Yoakum, Mathis, George West, Agua Dulce and Kenedy.
The Badgers and Lady Badgers travel to Poth this Saturday for their last practice meet before district.


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Using integrated platform capabilities and popular third-party management and security applications, Intel® Active Management Technology (Intel® AMT) allows IT or managed service providers to better discover, repair, and protect their networked computing assets. Intel AMT enables IT or managed service providers to manage and repair not only their PC assets, but workstations and entry servers as well, utilizing the same infrastructure and tools across platforms for management consistency. For embedded developers, this means that devices can be diagnosed and repaired remotely, ultimately lowering IT support costs. Intel AMT is a feature of Intel® Core™ processors with Intel® vPro™ technology1 2 and workstation platforms based on select Intel® Xeon® processors.
Intel design teams determined that better asset management, reduced downtime, and minimized desk-side visits were best addressed through platform architectural enhancements, resulting in the following features and benefits for supporting those needs.
With built-in manageability, Intel AMT allows IT to discover assets even while platforms are powered off.1 2
With out-of-band management capabilities, including Keyboard-Video-Mouse (KVM) Remote Control,3 Intel AMT allows IT to remotely remediate and recover systems after OS failures. Out-of-band alerting and event logging also help to reduce downtime.
Ensuring better protection for your enterprise, hardware-based agent presence checking proactively detects when software agents are running. When missing agents are detected, alerts are sent to the management console.
Intel® AMT System Defense Manager proactively blocks incoming threats, containing infected clients before they impact the network and alerting IT when critical software agents are removed.
Intel AMT helps keep software and virus protection up-to-date across the enterprise, enabling third-party software to store version numbers or policy data in non-volatile memory for off-hours retrieval or updates.
With the Intel® vPro™ technology module for Microsoft Windows PowerShell*, IT has direct access to Intel AMT and can use Windows PowerShell scripts to take advantage of features not available in their existing management console—for example, remotely configuring alarm clock settings.
Windows PowerShell scripts integrate seamlessly into existing tools, enabling IT to quickly and easily execute Intel AMT commands on their Intel vPro-based managed clients and workstations and Intel AMT-capable entry servers.
Factory robots and various industrial systems are often built on different platforms. This makes it difficult and time-consuming to manually track assets and keep them up to date with the latest software, policies, and licenses. IT professionals can remotely query, update, and inventory factory floor systems from a single management console regardless of the operating system or platform configuration. Asset information resides in the system's non-volatile memory, and it can be accessed by the console no matter the state of the machine.
For developer tools, insights, and other industrial automation resources, visit the Resource & Design Center
Although most retailers can power down some systems at the close of business to save power, many don't because IT departments typically send software and data updates during off hours. With remote management software based on Intel AMT, IT can reconfigure systems to turn off after work hours and turn back on when IT requires access. Embedded developers will note that this feature—combined with the power-efficiency of Intel® processors—can generate considerable cost savings and help protect the environment.
To view developer resources for retail applications, visit the Resource & Design Center
Take advantage of in-depth technical content, tools, and community resources for embedded designers.
Intel® vPro™ technology is sophisticated and requires setup and activation. Availability of features and results will depend upon the setup and configuration of your hardware, software, and IT environments. To learn more visit: www.intel.com/content/www/in/en/architecture-and-technology/vpro/vpro-technology-general.html.
Requires activation and a system with a corporate network connection, an Intel® AMT-enabled chipset, network hardware, and software. For notebooks, Intel AMT may be unavailable or limited over a host OS-based VPN, when connecting wirelessly, on battery power, sleeping, hibernating, or powered off. Results dependent upon hardware, setup, and configuration. For more information, visit www.intel.com/technology/vpro/index.htm.
KVM Remote Control (Keyboard, Video, Mouse) is only available with the Intel® Xeon® processor family, Intel® Core™ i5 vPro™ processor, and Intel® Core™ i7 vPro™ processor running activated and configured Intel® Active Management Technology with integrated graphics. Discrete graphics are not supported.


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Abstract: This paper explores the relevance and importance of measurement of IC and its impact on performance in the Caribbean hospitality industry. A survey using a 7‑point Likert scale was administered to hotel managers to test the relationship between measurement of IC and performance controlling for hotel size and rating of the hotel. The data analysis techniques used were exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and hierarchical multiple regression. The analysis of h ierarchical multiple regressions allowed us to support the hypothesis that measurement of IC explained a significant additional proportion of variance in performance above and beyond that of number of hotel rooms and hotel ranking. This finding of a sign ificant and positive relationship between measurement of IC and performance has relevance to both IC academics and practitioners, as it validates the use of measurement of IC to enhance performance. This paper adds to the extant literature on IC within th e Caribbean and the hospitality industry both under‑research areas in terms of IC.
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Abstract: At a time when intellectual capital and product innovation management are both considered to be critical for companies to gain a competitive edge (and even survive) in todays unstable business environment, this paper discusses the influence o f relational capital on product innovation performance at innovative small and medium enterprises (SMEs). Building upon the intellectual capital and new product development perspectives, an empirical research was conducted, using a questionnaire adminis tered to a network of Portuguese innovative SMEs. The findings suggest that relational capital does have a positive effect on product innovation performance. In particular, Vertical relationships emerges as the main relational capital element significan tly affecting product innovation at the innovative SMEs level. The existence and proactive management of relationships with customers and suppliers emerge as critical factors to product innovation success. We find our results to be useful for both researc hers and practitioners: we contribute to the ongoing understanding of relational capitals impact on critical business phenomena, while also identifying additional critical factors for new product development success.
Keywords: Keywords: intellectual capital, relational capital, product innovation, new product development, innovative SMEs, Portugal
Strategically Developing Intellectual Capital Effectiveness: A Conceptual Model for Innovative Companies pp309‑324
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Abstract: Developing intellectual capital at companies often results in large numbers of patents filed with little results other than protection of firm historical patents against intellectual property intrusion by current competitors or future competitor s. This paper presents exploratory research to classify into those patents filed in past years by several major technology companies as well as measuring the business results of the patents which shows the need for the new strategic conceptual model pres ented in this paper. A new approach to align corporate resources toward patent strategies, management capability and process with strategic intent is presented which enables firms to assure that all needed considerations are present in a comprehensive te chnology and patent strategy of intellectual capital development, especially at technology firms.
Keywords: Keywords: technology development model strategy, intellectual capital strategies, innovation and patent myths
Voluntary Disclosure of Intellectual Assets and Intellectual Liabilities: Impact on Financial Performance in Publicly Listed Firms in the United Arab Emirates pp325‑338
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Abstract: Financial reporting is an important, crucial task for achieving and sustaining a well‑organized, farsighted business. Furthermore, investor demand for relevant information and improved quality and timeliness of financial information is increasin g in the face of deteriorating usefulness of traditionally reported earnings, cash flows, and equity values. Thus, many accounting industry practitioners, analysts, and researchers now see Intellectual Capital (IC) as a driver for a firms long term bus iness competitiveness. However, most IC studies have overlooked the negative side of IC which is referred to as Intellectual Liabilities (IL). Therefore, the objective of the present research is to explore through empirical analysis how Intellectual Ass ets (IA) and IL components, as independent variables, influence Firm Financial Performance (FFP) as a dependent variable. The present study uses content analysis of 2010 and 2011 annual reports for all publicly listed companies in the United Arab Emir ates (UAE). Multivariate regression analysis is employed to answer the research question: What are the characteristics of a new conceptual model that assists in explaining the relationships between IC disclosure and FFP for companies listed on the UAE s tock exchanges? The findings indicate a statistically positive relationship between Human Assets (HA), Relational Assets (RA), Structural Assets (SA), Human Liabilities (HL), Relational Liabilities (RL), and Structural Liabilities (RL) on one hand, and Return on Equity (ROE) on the other hand. However, this research has some limitations which include the restrictions inherent in the content analysis method, in addition to the external validity to other jurisdictions due to the sample being c hosen from the UAE only. In terms of practical implications, the findings of this study provide an insight to firm managers on the impact of increased transparency and disclosure on FFP.
Keywords: Keywords: intellectual assets, intellectual liabilities, disclosure, financial performance, United Arab Emirates
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Abstract: Intellectual capital has become a key element of the knowledge economy. Their management is a factor that influences the competitive advantage of companies. The main objective of this paper is to present a methodology (ICM ‑ Intellectual Capita l Model) that allows the audit of intellectual capital management in small and medium enterprises (SMEs). From the conducted research, it can be concluded that the model is technically robust and determines that the management of intellectual capital i s likely to be audited and certified in order to control the quality and dynamism of the knowledge generated and allowing the partner organizations (customers, suppliers and enders) to estimate the innovation capacity and verify the conformity of their management parameters, compared with a reference standard. Indeed, the results of surveys also show that the proposed model forms the basis of a credible accreditation system for intellectual capital management in the majority of Portuguese SMEs. This pap er also contributes to enhance the discussion around the value of organizations intangible assets and therefore to change the current concepts of economic development.
Keywords: Keywords: intellectual capital management, audit, ICM
Intellectual Capital and Innovation: A Case Study of a Public Healthcare organisation in Europe pp361‑372
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Abstract: This research study focuses on innovation and the Human, Structural, and Relational components of Intellectual Capital, using Santos‑Rodrigues et al. (2011) research proposal as a framework. It aims to investigate the influence of Intellectua l Capital on a public Healthcare organisations capability for innovation. Sixty five of the sixty eight questionnaires administered to hospital managers and leaders between July and August of 2011, were used in the research. The study suggests that a rel ationship exists between the incentives to innovate (a dimension of Human Capital) and the innovation created, with trust being the only Structural Capital dimension related with the innovation adopted. It was found that networks and alliances (a dime nsion of Relational Capital), is the only dimension simultaneously related with the innovation created and adopted constructs, hence, Relational Capital being the only Intellectual Capital construct related simultaneously with both innovation creation an d adoption. The research further suggests that there is a direct relation between Human Capital and innovation, principally with the innovation created. The Structural Capital construct was found to be partly related with the Innovation Adoption construct .
Keywords: Keywords: Intellectual Capital, Innovativeness, Healthcare, Human Capital, Structural Capital, Relational Capital
ICBS Intellectual Capital Benchmarking System: A Practical Methodology for Successful Strategy Formulation in the Knowledge Economy pp373‑386
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Abstract: The advent of the knowledge economy fundamentally changes the way to create wealth. According to new theoretical foundations (Resource Based View, Dynamic Capabilities and Knowledge Based View) key strategic knowledge or Intellectual Capital h as become the fundamental driver of wealth creation. A revision of the literature concludes that business excellence has always been due to good strategy formulation and superior strategy implementation. In order to achieve business excellence in the know ledge economy context substantial efforts have been made to improve the process of strategy implementation and some of them have produced relevant frameworks and methodologies, such as Balanced Scorecard and InCaS (Intellectual Capital Statement. Made in Europe). Nevertheless, fewer efforts have been made in the process of strategy formulation and, in practice, the SWOT analysis still is the most well known existing framework. However, in a world where customer preferences are volatile and the identity of customers and the technologies for serving them are changing, a market‑focused strategy may not provide the stability and constancy of direction needed as a foundation for long term strategy. When the external environment is in a state of flux, the fir m itself, in terms of its bundle of resources and capabilities, may be a much more stable basis on which to define its identity. Hence, a definition of the firm in terms of what it is capable of doing may offer a more durable basis for strategy than a def inition based upon the needs the business seeks to satisfy. Consequently, the SWOT analysis methodology can⠒t cope with the new external environment requirements and a kind of improved or extended SWOT analysis is needed. ICBS (Intellectual Capital Ben chmarking System) is the output of a practical research on extended or improved SWOT analysis, a framework that knowledge economy requires for successful strategy formulation. ICBS is a new management method that allows companies to perform a competitive ness strategy check‑up of their business models. F
Keywords: Keywords: strategic management, core competencies, ICBS-Intellectual Capital Benchmarking System, intellectual capital, extended SWOT analysis
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Abstract: If a company aims to succeed at developing its competitive advantage, knowledge assets should be considered as an important resource as it is the raw material from which financial results are obtained. This Case Study aims to determine whether h uman Capital is presented and valuated in a small company working in the logistics sector, and if it has an impact on the financial performance. Considering this, we have developed a Case Study that utilises a pragmatic and unique, holistic and explorator y approach. Data collection was carried out mainly through interviews and observation centred on Human Capital and on the financial performance, conducted on two elements from different levels of authority and responsibility within the company, a director and an operation employee. A Likert scale of 5 points was used, and the study concluded that both participants interviewed, shared a similar point of view about Human Capital and the financial performance. It was also concluded that the company evaluated is human Capital, in particular, the follow elements: the employees formation and training, skills, teamwork, internal relations and knowledge share had impact in the financial performance of a firm, and the company had a positive result over the years, although yields have stagnated recently, and expenses have increased due to the current international crisis. Consequently, it was concluded that in those companies, Human Capital was valuated and the case study suggests that there is a relationship with financial performance.
Keywords: Keywords: human capital, enterprise results, financial results, financial performance, logistics


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Related Reading
Java Data Objects
Editor's Note: In this excerpt from Java Data Objects, authors David Jordan and Craig Russell provide a high-level overview of the architectural aspects of JDO, as well as examples of environments in which JDO can be used.
One of JDO's primary objectives is to provide you with a transparent, Java-centric view of persistent information stored in a wide variety of datastores. You can use the Java programming model to represent the data in your application domain and transparently retrieve and store this data from various systems, without needing to learn a new data-access language for each type of datastore. The JDO implementation provides the necessary mapping from your Java objects to the special datatypes and relationships of the underlying datastore. Chapter 4 discusses Java modeling capabilities you can use in your applications. This chapter provides a high-level overview of the architectural aspects of JDO, as well as examples of environments in which JDO can be used. We cannot enumerate all such environments in this book, because JDO is capable of running in a wide variety of architectures.
A JDO implementation is a collection of classes that implement the interfaces defined in the JDO specification. The implementation may be provided by an Enterprise Information System (EIS) vendor or a third-party vendor; in this context, we refer to both as JDO vendors. A JDO implementation provided by an EIS vendor will most likely be optimized for the specific EIS.
The JDO architecture simplifies the development of scalable, secure, and transactional JDO implementations that support the JDO interface. You can access a wide variety of storage solutions that have radically different architectures and data models, but you can use a single, consistent, Java-centric view of the information from all the datastores.
The JDO architecture can be used to access and manage data contained in local storage systems and heterogeneous EISs, such as enterprise resource planning (ERP) systems, mainframe transaction processing systems, and database systems. JDO was designed to be suitable for a wide range of uses, from embedded small-footprint systems to large-scale enterprise application servers. A JDO implementation may provide an object-relational mapping tool that supports a broad array of relational databases. JDO vendors can build implementations directly on the filesystem or as a layer on top of a protocol stack with multiple components.
JDO has been designed to work in three primary environments:
Nonmanaged, single transaction
Involves a single transaction and a single JDO implementation, where compactness is the primary concern. Nonmanaged refers to the lack of distribution and security within the JVM. The security of the datastore is implemented by name/password controls.
Nonmanaged, multiple transactions
Identical to the first, except that the application uses extended features, such as concurrent transactions.
Uses the full range of capabilities of an application server, including distributed components and coordinated transactions. Security policies are applied to components based on user roles and security domains.
You can focus on developing your application's business and presentation logic without having to get involved in the issues related to connecting to a specific EIS. The JDO implementation hides the EIS-specific issues, such as datatype mapping, relationship mapping, and the retrieval and storage of data. Your application sees only a Java view of the data, organized as classes using native Java constructs. EIS-specific issues are important only during deployment of your application.
In a nonmanaged environment, you do not rely on the managed services of security, transaction, and connection management offered by a middle-tier application server. Chapters through cover the uses of JDO in a nonmanaged environment, most of which also apply to a managed environment.
When JDO is deployed in a managed environment, it uses the J2EE Java Connector Architecture, which defines a set of portable, scalable, secure, and transactional mechanisms for integrating an EIS with an application server. These mechanisms focus on important aspects of integration with heterogeneous systems: instance management, connection management, and transaction management. The Java Connector Architecture enables a standard JDO implementation to be pluggable across application servers from multiple vendors.
Managed environments also provide transparency for application components' use of system-level mechanisms--distributed transactions, security, and connection management--by hiding the contracts between JDO implementation and the application server. Chapter 16 covers the use of JDO in the web server environment. Chapter 17 explains how to use JDO to provide persistence services in a J2EE application-server environment, which supports the Enterprise JavaBeans (EJB) architecture.
Multiple JDO implementations--possibly multiple implementations per type of EIS or local storage--can be plugged into an application server concurrently, or they can be used directly in a two-tier or embedded architecture. JDO also allows a persistent class to be used concurrently with multiple JDO implementations in the same Java Virtual Machine (JVM) or application-server environment. This enables application components--deployed on a middle-tier application server or client-tier--to access the underlying datastores using the same consistent, Java-centric view of data.
The persistent classes that you define can migrate easily from one environment to another. This also allows you to debug persistent classes and parts of your application code in a simple one- or two-tier environment and deploy them in another tier of the system architecture.
JDO supports a variety of architectures within the application's
JVM context. Your application can have one or multiple
PersistenceManagers accessing the same or different
datastores concurrently. Each
has its own persistent instance cache and its own
Transaction instance, which manages a
distinct transactional context. A JDO implementation may also maintain a
shared cache of instances (not visible to applications) to optimize the
application's access of data in the datastore.
The simplest JDO application architecture has a single
PersistenceManager, as illustrated in Figure 3-1. A
PersistenceManager is the primary
interface used by the application to access persistent services. It is an
interface that is implemented by an instance of the JDO implementation. The
persistent instances are managed in a cache, where
they are used directly by the application. The JDO implementation manages the
persistent instances both by using application control (e.g., using
PersistenceManager and
methods), and transparently (when the application accesses a field that is not
loaded). The cache contains other artifacts, used to
track the identity and state of the instances, but these artifacts are not
visible to the application. Whenever we mention the cache, we are referring to the cache of persistent
Figure 3-1. Application using a single PersistenceManager to access a datastore
The application cache is not a specific region of memory, as Figure 3-1 might imply; it is simply part of the JVM's object heap. Each persistent class has a field, named
jdoStateManager, added by the enhancer to reference a
StateManager. The
StateManager manages the field values and lifecycle state of the instance, and has a reference to its associated
PersistenceManager. A
PersistenceManager may use one or more
StateManagers; this detail is implementation-specific.
jdoStateManager field for any instance being
managed (either a persistent or transient transactional instance) is set to
reference a
StateManager; otherwise, the
jdoStateManager field is
A persistent instance in the cache can directly reference other persistent instances in the same cache. You can navigate from one instance to another using standard Java syntax. Instances of transient classes (for example, your application class) can also reference these persistent instances. A persistent instance in the cache can also reference transient instances of both persistent and transient classes. The persistent classes themselves are responsible for managing references to transient instances; the JDO implementation does not manage these references.
Figure 3-2 shows the relationships between the persistent instances, the
StateManager, and the
PersistenceManager. Each persistent instance contains a
reference to a
StateManager, which can manage one
or more persistent instances. Each
contains a reference to its
which can manage one or more
StateManagers. Each
PersistenceManager contains a reference to its
PersistenceManagerFactory, which can manage one or
PersistenceManagers. Each
PersistenceManager can manage one transaction serially,
and contains a reference to its
instance. The
PersistenceManager uses a
StoreManager to interact with the datastore; this
relationship is not defined by the JDO specification.
Figure 3-2. UML diagram of persistent instance cache
You can instantiate multiple
PersistenceManagers in your application from the same or
PersistenceManagerFactorys. Figure 3-3 illustrates an application with two
PersistenceManagers from the same
Figure 3-3. Application with multiple PersistenceManagers
PersistenceManager manages its
own transaction context and application cache. In this particular example,
PersistenceManagers access the same datastore
and are from the same JDO implementation. This is the typical architecture for
managed environments where different instances of the same component access
the same datastore via different
PersistenceManagers may have the
same datastore instance in their caches, represented by different persistent
instances. This architecture provides for transactional isolation of changes
made to the same datastore instance by different transactions.
Figure 3-4 illustrates
PersistenceManagers accessing
different datastores. These
could be from the same or different implementations. For example, one
datastore may be a relational database and the other an object database. Due
to JDO's binary-compatibility contract (covered in Chapter 6),
PersistenceManagers from different implementations can
manage different instances of the same persistent classes. JDO is the first
database-interface technology to offer this high level of portability across
database architectures.
Figure 3-4. Application with multiple JDO implementations
In addition to the application cache, some JDO implementations also maintain their own persistent instance cache that sits between the application cache and the datastore. Your application does not have access to this implementation cache. Its role is to cache the state of objects from the datastore in memory, so they can be provided to the application without requiring access to the datastore. Use of caches can result in significant performance improvements. A shared implementation cache is most useful when you use nontransactional access, covered in Chapter 14, or optimistic transactions, covered in Chapter 15. When you use datastore transactions, the shared cache is usually bypassed.
Figure 3-5 illustrates a shared implementation cache that is managed within a
single JVM. It allows each of the
PersistenceManagers to quickly access the state of
objects that have been accessed from the same datastore.
Figure 3-5. Implementation of a shared cache for transactions accessing the same datastore
For example, if one
PersistenceManager accesses a particular instance, the
implementation needs to read the instance from the datastore. But if the other
PersistenceManager then accesses the same instance,
the implementation can use the data in the shared implementation cache and
avoid having to access the datastore.
Several JDO implementations provide a distributed cache architecture, which allows them to migrate the state of objects between JVMs. Figure 3-6 illustrates this architecture.
Figure 3-6. Implementation use of distributed, synchronized caches
Again, the goal with these implementations is to avoid a datastore access whenever possible. For some systems where multiple applications may access the same objects, these implementations demonstrate substantial performance improvements.
We have explored the architecture in the application's JVM and discussed the application cache and implementation cache. Now let's examine the architectures of JDO implementations. We'll discuss each type of datastore separately.
These architectures don't affect your application's programming
model, but they affect the configuration of the environment in which your
application executes. In particular, the
ConnectionURL property of the
Properties instance used to construct the
PersistenceManagerFactory refers to a local or remote
Some JDO implementations store the objects directly in a local filesystem or datastore. Figure 3-1 illustrates this architecture. There is only a single process context in this architecture. The JDO implementation uses the Java I/O classes directly to manage the storage of the objects in a file. The JDO Reference Implementation implements this architecture, as do some object databases.
Some JDO implementations connect to a separate server that manages the datastore, as illustrated in Figure 3-7. The JDO Reference Implementation implements this architecture, as do most object databases. In this particular example, the JDO implementation itself provides a server built specifically for object storage, which then manages the filesystem directly. The component that executes in the same JVM as the JDO implementation and communicates with the remote server is called a resource adapter. The protocols between the client JVM and the JDO Server are vendor-specific.
Figure 3-7. Client access of a JDO server
Figure 3-8 illustrates the use of a relational database server for object storage. This is the most common architecture used by current commercial JDO implementations. Since the application is written in Java, the JDO implementation uses JDBC to communicate with the database server. When you deploy your application, you use a proprietary tool supplied by the JDO vendor to map your application's Java objects to tables in the relational database. Some JDO implementations use your application's persistent object model to create the relational schema for you.
Figure 3-8. Client access of a SQL datastore
The relational vendor or a third party provides a JDBC driver to communicate with the database, using protocols specific to the database. The JDBC driver is the resource adapter in this architecture.
Since the JDBC interface is well defined, this architecture offers a high degree of portability. JDO implementations have been written to use a variety of datastores that provide a JDBC driver implementation. While the JDBC interface is standard, the SQL data manipulation language, used by the relational databases, varies considerably; the JDO implementation hides these differences from JDO applications.
Now we'll examine where JDO objects and application logic can be placed relative to an application's overall system architecture, including both managed and nonmanaged environments. In the remaining examples in this chapter, we don't show the details of how the JDO implementation manages the storage for the persistent instances.
The simplest form of system architecture is a one- or two-tier application that may be executed from the command line, from a shell script, or via a graphical user interface. We refer to the application as a rich client to distinguish it from a browser that simply displays HTML and executes applets. The application uses local filesystem and JDO persistent services directly.
Figure 3-9 illustrates how an application can use JDO to provide persistent services to the implementation of a web servlet or JavaServer Pages (JSP). When using JSP pages, the application typically will use JDO in one of two ways: by calling JDO's APIs directly in Java, or using a JSP tag library to abstract the JDO API (similar to the way the JSP Standard Tag Library abstracts the JDBC API).
Figure 3-9. JDO application running in a web server
With this architecture, the servlet/JSP page gets data from the
browser in the form of strings from an HTTP
doGet( ) or
doPost( ) request and uses JDO to
implement the request. Your application may use the Struts framework to implement the servlets and JSP pages
in this architecture. We will discuss the web-server access patterns in detail
in Chapter 16.
Figure 3-9 also illustrates the use of JDO as the persistence implementation for a web server implementation of a web services endpoint. The web server may register the service using UDDI and a registry service, and clients may find the service via the same registry.
A web server implementation uses a servlet to implement the service endpoint. The servlet can use the JDO API for the persistent service, exactly as it does for servicing HTTP requests. The primary difference between SOAP and standard HTTP is that with SOAP requests, the message data in the HTTP message is formatted as SOAP XML instead of get/post data.
Figure 3-10 illustrates a rich client connecting directly to an application server using EJB beans. This architecture typically is implemented behind the firewall of a company, as it directly exposes enterprise services to clients. The clients use the JNDI services of the J2EE client container to look up services by name (including EJB beans) and to connect to the server via RMI/IIOP or a proprietary protocol. Alternatively, a client may use SOAP protocols to access the middle-tier server.
Figure 3-10. Rich-client connection to an application server using EJB beans
The EJB components inside the EJB container use other EJB components to implement their services. They use a combination of JDBC and JDO to access persistent services. Session beans and message-driven beans use JDO and JDBC directly. Entity beans use JDO transparently (the container implements CMP entity beans using JDO but does not expose JDO as an API to the CMP developer).
Figure 3-11 illustrates servlets and JSP pages that use the services of an EJB container to implement the business logic of an enterprise application. The EJB beans executing inside the EJB container use JDO as their persistence service. The web and EJB containers often reside in the same JVM in this architecture, even though they represent different tiers of the architecture.
Figure 3-11. Servlets and JSP pages access services of the EJB container
Figure 3-12 illustrates the session bean delegating parts of the business logic to session bean fa�ades that use JDO as their implementation. This architecture allows location transparency among the components. For example, if the session bean that interacts directly with clients delegates part of the functionality to other session-bean components, this architecture allows the other components to be located in different machines. Chapter 17 describes this architecture in detail.
Figure 3-12. EJB session beans using session bean delegates
As a side note, an EJB server may implement J2EE container-managed persistence (CMP) entity beans using JDO as the persistence layer. The J2EE components and the users of these components are unaware that JDO is used for the implementation of the persistence service.
David Jordan founded Object Identity, Inc. to provide Java Data Objects (JDO) consulting and training services. David is also a coauthor of O'Reilly's book on Java Data Objects, with Craig Russell.
Craig Russell is the specification lead for JDO at Sun Microsystems.
Return to ONJava.com.
Copyright © 2009 O'Reilly Media, Inc.


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Calling all dreamers out there, the new 2012 Porsche 911 configurator has just gone online so you can build your personalised car online and drive it in your imagination.
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dear friends
kind regards
i have a question about the higher self.
here is what david wilcock says about the higher self.
my question to you all is simply this.another teaching of ra is that all people have higher selves, a sixth-density future incarnative self that is guiding their life and guiding their physical incarnation from the
future. the higher self basically says, ''look, i know that you're going to evolve to become me. i'm looking back into my past at myself, but i also know that you have free will. i don't necessarily know all the choices that you will make on a day-by-day basis to eventually get to be me, where i am now. so i'm going to help you get to this point. i'm going to show you how to get to where i am, knowing that it's myself that's evolving.''
1. why is the higher self looking back at its personality in the past?
i have always assumed that the higher self is another name for our soul within.
if the higher self is looking back at itself, can we assume that the higher self has lived as all personalities already?
or is the higher self simply the highest expression of ourself that never left the spiritual realm with full knowledge of the past, present and future?
if someone (or a group of people) could get back to me a.s.a.p i'd appreciate it.
yours thankfully


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Bluefield State College Receives H1N1 Campus Grant Award from WV Higher Education Policy Commission
CreatedWednesday, January 20 2010
Created byJim Nelson/Media Relations - (304) 327-4103 firstname.lastname@example.com
(Bluefield)—Bluefield State College has been selected to receive an H1N1 Campus Grant Award from the West Virginia Higher Education Policy Commission. The grant, written by Dr. Bernadette Dragich (Professor of Nursing) and Sherri Williams (Assistant Professor of Nursing) in the amount of $12,803.60 to minimize the impact of influenza-like illnesses on the health status of the BSC community.
Specifically, the grant will a) change the level of awareness and practices regarding influenza prevention, b) perform influenza screening on 200 students who visit the BSC Student Health Center with flu-like symptoms, c) reach every student in the target market with a message promoting influenza inoculation, and d) schedule two meetings with the Mercer County Health Department and immunize 250 college students.


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Gwen Stefani was spotted wearing L.A.M.B. Bindi booties in Taupe/Black (currently on sale from Endless, $136, regularly $275) from her own collection line with a A.L.C. sweater and skinny jeans while attending the movie "Alvin and the Chipmunks: Chipwrecked" at the ArcLight Theatre in Sherman Oaks, California on December 22nd, 2011 (Source). LAMB bootie … [Read more...]
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December 29, 2011 By 1 Comment


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Show Me the Money: Tracing a Firm's Cash Flow
Step 1: Can I See How a Company Raises Money and What It Is Used For?
Earnings, dividends, and asset values are important factors, but it is ultimately a company's ability to generate cash that fuels the growth in these factors. Strong cash flow allows a company to increase dividends, develop new products, enter new markets, pay off liabilities, buy back shares, and even become an acquisition target. It is important to understand the statement of cash flows and the elements that impact upon cash flow trends.
Earnings and earnings multiples dominate standard measures of company performance and stock price valuation. However, slight accounting differences can make it difficult to track earnings over time or between firms. Net income reports on a company's performance under principles of accrual accounting, which attempts to match expenses to revenues when the revenues are recognized.
Classroom Steps
Step 1:
Can I See How a Company Raises Money and What It Is Used For?
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Step 3:
How Are Company Purchases and Sales Recorded?
Step 4:
Do the Stocks and Bonds a Firm Issues Count as Cash?
Step 5:
How Does a Firm's Cash Flow Relate to Its Income?
Step 6:
Why Should a Company Have Excess Cash Flow?
Accrual accounting introduces many interpretations and estimates by management into the financial statements. Decisions regarding the capitalization of expenses, the recognition of revenue, the creation of reserves against losses, and write-off of assets are examples of just a few of the factors that may vary from firm to firm. Many of these issues are factors that relate to the "quality" of a firm's earnings.
For example, cash used to build up inventory will not be reflected as an expense on the income statement until the inventory is sold. But even the recognition of this inventory cost may vary from firm to firm if one company uses a last in, first out (LIFO) method to measure the cost of inventory sold while another firm uses a first in, first out (FIFO) method. Higher sales may not translate into higher cash flow if accounts receivable is allowed to grow. Prepaid expenses such as income taxes and software development costs may not flow through the income statement when the payments are actually made. On the other hand, much like a personal checkbook, cash accounting tracks cash inflows and outflows directly when they actually occur.
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Learn about the medicinal benefits of the Choice Organic Wellness Teas created in a partnership with Bastyr University from Dhaval Dhru, MD, chair of the Department of Ayurvedic Sciences.Read more »
Returning students offer advice on getting through your first year of natural medicine school.Read more »
Nutrition faculty member Cynthia Lair shows how cooking can be a form of meditation.Read more »
Dr. Rebecca Love takes naturopathic students on a journey terrifying for some, exhilarating for others and deeply significant for nearly all.Read more »
Tribal leaders organize to improve nutrition policy at "Our Food Is Our Medicine" conference at Bastyr's Kenmore campus.Read more »
Fall is here, and with the cooler temperatures and crisper air come Bastyr events as refreshing as a cup of cider. Here are a few of the happenings at our campuses and clinics this month.Read more »
Bastyr researchers find strong benefit to probiotics, leading hospitals to rethink policy.Read more »
Erin Hayford sends this beautiful personal account of Revival, a student-organized camping trip for naturopathic medicine students and doctors to reconnect with the power of their medicine.Read more »
Bastyr students make the most of their summers — hiking, volunteering, training, kicking back, and studying the world over. See their photos.Read more »
The acclaimed Moosewood Cookbook author joins us for a Q-and-A before her campus talk on Sept. 27.Read more »


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The Full Edition Twilight Saga
Tax Avoidance for Dummies
Succes fragrance by Donald Trump
Personalized signed and autographed PSY CD with bonus anti-american apology
An etiquette guide on when to kiss, bow, or shake hands
Election posters for Bo in 2016
Iranians show their rationing cards as a
Tehran, IRAN: Iranians show their rationing cards as a man puts his car in a gasoline pumping machine at a petrol station in downtown Tehran, late 26 June 2007. Angry Iranian youths attacked a petrol station in the capital Tehran 26 June 2007, burning a car and pumps after the government announced it was going to begin rationing fuel. Since the 26 June 2007 announcement of the rationing plan, which allows for only 100 litres of petrol per month for private cars, long queues started appearing at fuel pumps not only in Tehran but also in the countryside. AFP PHOTO/BEHROUZ MEHRI (Photo credit should read BEHROUZ MEHRI/AFP/Getty Images)
Katy Perry's Movie on DVD with limited edition cut scenes and play by play color commentary
A New Teleprompter
(Photo by Justin Sullivan/Getty Images)
A New Empty Chair
A 50 Shades of Grey pink Fuzzy Hand Cuffs
50 Shades Of Grey..
(Photo credit should read KENZO TRIBOUILLARD/AFP/Getty Images)


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ESPN Insider article on Melo.
What execs really think of Melo
Knicks star's me-first attitude will prevent him from winning a title
Updated: November 14, 2013, 3:30 PM ET
By [Only registered and activated users can see links. ] | ESPN Insider
- [Only registered and activated users can see links. ][Only registered and activated users can see links. ]
- [Only registered and activated users can see links. ][Only registered and activated users can see links. ]
- [Only registered and activated users can see links. ][Only registered and activated users can see links. ]
- [Only registered and activated users can see links. ]
- [Only registered and activated users can see links. ]
Lintao Zhang/Getty ImagesCarmelo Anthony needs to look himself in the mirror, some team execs say.
The [Only registered and activated users can see links. ] enter tonight's game against the [Only registered and activated users can see links. ] with a disappointing 3-4 record. While it's way too early to panic, it's not too early to say this: Even when the Knicks right themselves (and I firmly believe they will), they have only a decent chance of getting out of the first round and no chance of getting past the second.
Hence, the Knicks' superstar, [Only registered and activated users can see links. ], is doomed for yet another postseason of failure. In his 10 previous NBA seasons, Anthony, to his credit, has made the playoffs every year. But just twice has his team advanced past the first round. This kind of perennial failure begs so many questions.
So how much of the blame for that should fall on Melo? What does that say about him as a player? What's he missing, if anything? Can he lead a team to a championship, or even to the NBA Finals? What type of team would fit best around him? Should he leave New York next summer in search of a better chance to win it all? Is he really just a star masquerading as a "superstar'?'
To answer these questions, I turned to four long-time league executives who were granted anonymity so they could share their true opinions.
Eastern Conference executive No. 1
In short: This particular executive says Anthony picked up some bad habits while he was in Denver. Is he a winner? Sure, but is he Batman or Robin?
"I like Melo. I like that he competes. He obviously can score at a high level. People forget that when he got drafted by Denver, the Nuggets had won 17 games the year before. And he immediately turned them into a playoff team and took them to the playoffs every year he was there. He took a 17-win team and led them to 43 wins. So he can win and make a team better. I think his problem is that he went to Denver, which was a dysfunctional franchise at that time, so he picked up some bad habits and didn't learn what it takes to really win in this league. If he had gone to a better organization with a truly professional environment coming out of the gate, he would have learned and been more professional. He won big in college (leading Syracuse to the National Championship in 2003). He won big in high school at Oak Hill. He's been a winner all his life.
Jim McIsaac/Getty ImagesAnthony scores because he has no qualms about taking his shot.
"But early on in Denver, he probably saw some bad habits and was allowed to get away with his bad habits -- like if he was five or 10 minutes late for a shootaround, or if he missed a team event somewhere. As a leader, you can't do that because you have to be able to get on guys when they do those things. He probably never learned that. And after leading a team from 17 wins to 43 wins, he probably thought winning in the NBA was a little easier than it really is, and he never was made to understand what it takes to get to the next level. He didn't learn the little things, the finer points of playing defensively - understanding that you have to make consecutive plays on defense if you really want to get it done. Things like that. So now, 10 years into the league, he's probably Robin on a championship team instead of Batman. He has Batman talent, but the intangibles are missing. And I think part of that is because of what he was introduced to when he came into the league with Denver… "As far as next summer, if I were him, I'd stay in New York and hope I can attract some more help. I think he has to put his feet in the concrete now and look at himself in the mirror. He knows where he's coming up short. I believe he's smart enough to recognize that. If [Only registered and activated users can see links. ] was younger, it'd be great for Melo to go play with him in L.A. because Kobe could get him to do the things he doesn't want to do right now. He'd have to listen to Kobe. But Kobe's older now and doesn't have enough left to help Melo win it. Overall, all these people talking crazy about Carmelo, saying he's not a winner -- ask them if they would take him on their team. You wouldn't get many people saying 'No.'"
Eastern Conference executive No. 2
In short: There's no denying Carmelo Anthony is a selfish player. The possessions and statistical inefficiency bear that out. And this executive agrees.
"He's a great player, but he's also a selfish player. That's just how he is. I don't think he'll look at himself in the mirror and say, 'What am I not doing? What am I doing that's keeping us from winning?' Again, I'm not saying he's not a great player. He's a phenomenal player. He's just selfish. He likes the glamour and the big time. Why else would he have left Denver for New York? That Denver team he was on was better than New York. But he wanted the show and the glamour. It wasn't about winning…" All the talk about where he'll go next year -- if he goes somewhere else, that puts more pressure on him to win. It's going to follow him. I don't know if he'll have the guts to leave. If he leaves, he better win wherever he goes."For him to win, he has to have the right team around him. But finding the right team for him is very hard. You really have to get five Tyson Chandlers -- guys that play like Chandler but play at the other four positions. You need guys who will cater to Melo, guys who don't need the ball, guys who don't care about shooting a lot, guys that can make spot-up jump shots. Those are the type of guys Melo needs because he's not looking to be a team player. He's going to be a gunner and just shoot. If you have those type of guys around him, maybe he can win it. But the way I see it, he might end up being 33 years old after he matures a little bit and on a team with a guy or two who's better than him, and then he'll win it…
" -- Eastern Conference team executive
"All the talk about where he'll go next year -- if he goes somewhere else, that puts more pressure on him to win. It's going to follow him. I don't know if he'll have the guts to leave. If he leaves, he better win wherever he goes. If he stays, he can get the most money from New York and then at some point, demand a trade if he has to.''
Western Conference executive No. 1
In short: Anthony can score, but can he win? This executive says Melo needs help.
"I actually think that, for whatever reason, Melo's always gotten a pass. At the end of the day, he's been in the league long enough where, if he was really a winner and about winning, he'd have figured it out by now. He's had enough time to do that now. He should be able to say, 'Ok, this is not working. I've got to figure it out. I've got to take it upon myself as a superstar to try something else. Try to be a facilitator, make plays for other guys, or like Kobe and LeBron, get some stops. Every team I'm on is bad defensively, let me make more of a commitment defensively.' If he was really about winning, there's more he could do…
"Is he overrated? As a scorer, he's not overrated. He's a professional scorer. And as a winner -- that's what it's all about, right? -- he's not rated highly. I mean, this is his 11th season. It's time to win something. He went to the conference finals one time when [Only registered and activated users can see links. ] was still good and they had some pieces around them. As a guy without some pieces around him, Melo doesn't get it done because he doesn't make anybody else better. He's going to play the way he plays, but the team's not going to have much success. I don't know if he can be the best player on a championship team. Yeah, he might lead the league in scoring but he's also up there in points allowed. If you're getting points on one end, you can't be giving up just as many on the other end. To win, Melo needs a team full of defenders -- dirty, grimy, tough guys. He needs a veteran point guard like Billups who can tell him what he needs to do and has the authority to back it up. He needs some shooters, too, because he's not going to change his game.''
Western Conference executive No. 2
In short: This executive offers a past player comparable to Anthony. But [Only registered and activated users can see links. ] probably isn't the guy you want to be compared to.
"I love him as a player. I just don't think he's your alpha male. He can't be your No. 1 guy. He's kind of like [Only registered and activated users can see links. ]. As the alpha male in Portland, Clyde never got over the top. But when he went to Houston and was the No. 2 guy to [Only registered and activated users can see links. ], he won. Melo's too much about himself to be the No. 1 guy. He's not malicious in his approach or anything. He's just not about winning. He's about getting his, and doing it his way. I would love to have him as a second guy. But as your alpha male? He's not going to win anything like that. He's kind of like the 2013 version of Stephon Marbury. He's not as bad as Stephon, but he's got Steph tendencies.''
While they acknowledge his elite skills, these are some harsh words for Anthony. With him, there's no question that he can score and is a great player on his own. But as a team player, it looks like there remains plenty of questions.
Dolan shouldve talk to these CEO's in 2010, before the 2011 February trade deadline.


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takahisa: *walks into the house*
hello? nii-chan?
in the bathroom!
*step out the shower then raps a tower around me*
takahisa: *walks to bathroom and stands by the door*
can i come in?
*combing her wet hair out*
takahisa: *comes in*
(O_o) h.....hi
Originally Posted by Tobi IsA GoodBoy
takahisa: *comes in*
(O_o) h.....hi
*stop and looks at you*
takahisa: *turns red* *scratching behind his head *
he he he nothing
Originally Posted by Tobi IsA GoodBoy
takahisa: *turns red* *scratching behind his head *
he he he nothing
you turning red taka
takahisa: it's not like that.....
(i'll be here)
*stomach growls I am soooo hungry*
(I actually have not had food in over 24 hours I am going to be back I just have to make breakfast)
*starts back combing my hair*
not like what takahisa
*i slowly open my eyes*
*yawns and streches*
morning already?
*fades through the roof*
hmmmm... shes already awake.
*flies around looking for you and sees you standing in the hall in a towel*
*still combing my wet hair humming*
um....Hey :o
takahisa: nothing forget it
ok takahisa
*looks over*
hey Dprian
*at a loss for words*
*shakes head*
...nothing. Anyway how are you??
takahisa: ha ha ha the lovers get together again
(ha ha ha dprian i love your mood)
Forum Rules


text:
Nutty Caramel
Start with loads of salted, roasted almonds, cashews and peanuts. Mix with crisp premium popcorn, bathe lightly in smooth caramel touched with brown sugar for a deep, rich taste, and you've got a new treat to go totally nuts for.
Please complete the short form below to learn more about Popcorn Palace's Fundraising Program. Your information kit will include step by step instructions for a successful fundraiser.
Please complete the short form below so you can immediately place your fundraising order.


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