text:
released in North America early 2008.
AMSTERDAM, Netherlands, Sept. 25 /-/ -- Today, Playlogic Entertainment, Inc. New York City, USA (OTC Bulletin Board: PLGC) announced it has signed a publishing and distribution agreement with Ignition Entertainment Ltd for the North American market. The titles covered by this agreement are Xyanide: Resurrection for PS2 and Obscure: The Aftermath for PC, PS2 and Wii.
Playlogic's International Sales Director Pierre Thiercelin comments: "We are excited to enter into this partnership with Ignition and are confident in their ability to successfully bring these titles to market."
"We very much look forward to working with Playlogic, and bringing their titles to the American market place," said Ajay Chadha, President, Ignition USA "We feel that each game will be well received by fans of their respective genres."
Obscure: The Aftermath (PC, PS2, and Wii) takes place two years after the gruesome events of the first game. The survivors have gone on to college and try to return to their normal lives. After they discovery of a beautiful but strange plant on school campus, events take a turn for the worse. Soon, the college students have to fight for survival once again.
Players of Obscure: The Aftermath can choose between six playable characters, each with their own unique abilities. In single player mode, the player controls his main character supported by an AI controlled sidekick. Due to the game's unique co-op feature, friends can join the action at any time, taking control of the second character to team up and attempt surviving Obscure II together. There are many available weapons to keep the monsters that hunt you at bay.
Xyanide Resurrection is an action packed classic 3D Shoot'em up game. The player takes on the role of Drake, a government executioner from the planet Mardar. His mission is to capture the escaped witch Aguira and bring her back to the judge. Aguira uses the mythical power of Xyanide to transform worlds and to create creatures and obstacles to keep Drake from catching her.
The technology used for Xyanide Resurrection has never been seen before on the PS2. High quality interactive video backdrops are seamlessly integrated with the real-time game scenery to deliver breathtaking graphics and effects. This game has been created at Playlogics in house studio, the Playlogic Game Factory in Breda, The Netherlands.
About Playlogic:
Playlogic Entertainment, Inc. is an independent publisher of entertainment software for PCs, consoles, handhelds, mobile devices, and other digital media. Playlogic distributes its products worldwide through all available channels, online and offline. Playlogic, who currently has approximately 75 employees, is listed on the OTCBB under the symbol "PLGC" and is headquartered in New York and Amsterdam. Its internal game development studio is based in Breda (The Netherlands).
Playlogic's portfolio includes games that are being developed by several teams at the Playlogic Game Factory, Playlogic's in-house development studio based in Breda, as well as games developed by a number of studios throughout the world with approximately 300 people of external development staff. Currently, 10 games on 12 platforms are in the works including "Obscure II," "Officers" and "Age of Pirates: Captain Blood" and "Evil Days of Luckless John" which will be published this year, and "Dragon Hunters" based on the animated TV series and up-coming movie which will be published early next year. Recent world-wide releases include "Xyanide Resurrection," "Ancient Wars: Sparta," "Infernal," "Age of Pirates: Caribbean Tales," "World Racing 2," "Knights of the Temple 2" and "Gene Troopers."
Playlogic publishes quality games, working with leading technology to produce digital entertainment from concept to finished product.
This release contains statements about Playlogic's future expectations, performance, plans, and prospects, as well as assumptions about future events. The reader is cautioned not to put undue reliance on these forward-looking statements, as these statements are subject to numerous factors and uncertainties, including without limitation, business and economic conditions and trends; fluctuations in operating results; reduced customer demand relative to expectations; competitive factors; and other risk factors listed from time to time in the company's SEC reports. Actual results may differ materially from our expectations as the result of these and other important factors relating to Playlogic's business and product development efforts, which are further described in filings with the Securities and Exchange Commission. These filings can be obtained from the SEC website located at http://www.sec.gov. Any forward-looking statements are based on information available to Playlogic on the date of this release, and Playlogic assumes no obligation to update such statements.
Playlogic Entertainment, Inc.
Loana Leatomu, Corporate PR & IR Office
E: email@example.com
For further information about Playlogic, please visit the Corporate Center at http://www.playlogicgames.com
About IGNITION ENTERTAINMENT LIMITED
Ignition Entertainment Limited is a privately owned software developer and publisher. Ignition was created by a core team of gaming industry veterans with the purpose of building upon their successful track record within the international games industry, and to bring a fresh new approach to both the development and distribution of original gaming product. You can find more information about IGNITION ENTERTAINMENT LIMITED at http://www.ignitionent.com
About UTV Software.
UTV Software Communications Ltd. is India's foremost Media & Entertainment Company with leadership position in four verticals that includes Motion Pictures, Broadcasting, TV Content and New Media (i.e. Animation and Gaming). Listed on the Mumbai Stock Exchange. Walt Disney Inc holds a strategic stake in UTV. It has subsidiaries with offices across India, the UK and USA.
UTV Motion Pictures pioneered the Studio Model in India with operations encompassing Production, Marketing, Distribution and International Co-Productions. Strategic relationships with 20th Century Fox, Walt Disney and Sony Pictures, along with Will Smith's Overbrook, have positioned UTV as the only South Asian Company in the International Movie Space. Recent releases include Mira Nair's "The Namesake" and under-Production M. Night Shyamalan's "The Happening". Its Indian slate includes the BAFTA nominated Rang De Basanti with a slate of over 12 movies on the floor, along with its International Co-Productions makes it the largest Movie Studio in South Asia. In New Media, UTV has one of the largest 3D Animated facilities located in Mumbai and after it acquiring controlling stakes in two Gaming Companies i.e. India Games (India's largest Mobile Gaming company) and Ignition UK (Console Gaming), along with it having under production three of the largest animation movies to come out of India in the next 2 years, it has carved a space as the premier New Media Company in South Asia.
In Television Content, a business with which UTV was founded, the company produces and markets over 20hrs of television programmes a week in multiple languages.
In Broadcasting, after its roaring success of its Kids Channel -- Hungama TV to the Number 1 position in 18 months, UTV launches a bouquet of Channels including India's first Youth Entertainment Brand and related channels called "Bindass", a World Cinema Channel entitled "Olive" and a slue of other Channels to be announced soon. UTV will also create its own Distribution Bouquet for its channels.
More information on the group is available at http://www.utvnet.com


text:
When Employees Stop Talking and Start Fighting: The Detrimental Effects of Pseudo Voice in Organizations
- First Online:
- Received:
- Accepted:
DOI: 10.1007/s10551-011-0960-4
- Cite this article as:
- de Vries, G., Jehn, K.A. & Terwel, B.W. J Bus Ethics (2012) 105: 221. doi:10.1007/s10551-011-0960-4
Many organizations offer their employees the opportunity to voice their opinions about work-related issues because of the positive consequences associated with offering such an opportunity. However, little attention has been given to the possibility that offering voice may have negative effects as well. We propose that negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be "pseudo voice"—voice opportunity given by managers who do not have the intention to actually consider employee input (i.e., managerial disregard). The effects of this kind of deception were examined by means of a survey among employees (N = 137) and managers (N = 14) of a Dutch healthcare organization. We hypothesized and found that perceived pseudo voice led to reduced voice behavior and, as a result, increased intragroup conflict. These results imply that while offering voice opportunity is mostly seen as an effective management strategy, negative effects are likely to occur when a manager is perceived to try to deceive employees by pretending to be interested in their points of view.
KeywordsDeceit Intragroup conflict Pseudo voice Voice behavior Voice opportunity
Many organizations provide their employees with the opportunity to present their views about work-related issues (Markey et al. 2001). This is often referred to as offering employees "voice opportunity" (Avery and Quinones 2002). The positive effects associated with offering voice opportunity are well documented and include increased feelings of fairness, trust, decision control, inclusion in the group, and respect (for overviews, see Lind and Tyler 1988; Miller and Monge 1986; Thibaut and Walker 1975). On the other hand, little attention has been given to the possibility that providing voice opportunity may also have negative effects, which probably is because negative voice effects are assumed to be quite rare (Lind and Tyler 1988). Recently, however, scholars have suggested that negative voice effects may not be as rare as previously thought (Potter 2006b; Sagie and Aycan 2003), although empirical evidence to back-up this claim is highly limited. Accordingly, for both the scientific community and practitioners (e.g., managers, decision makers) it is important to develop a better understanding of the conditions under which providing voice opportunity to employees is likely to backfire. The current research is a relevant first step in this regard.
In this paper, we argue that whether offering voice opportunity to employees has positive or negative effects depends on how employees perceive the motives of their manager to provide them with such an opportunity. More specifically, we propose that negative effects are likely to occur when a manager is perceived to try to deceive employees by pretending to be interested in their points of view. That is, the manager encourages employees to share their views about work-related issues without the intention to really consider their input. We refer to this combination of voice opportunity and managerial disregard as "pseudo voice", implying autocracy covered with a mask of democracy (Sagie and Aycan 2003). Torka et al. (2008) cite an operator from a textile printing factory who depicts pseudo voice as follows: "It's always been the same here that it's already been agreed upon before they even ask your opinion. So, actually, it's virtually all arranged and then you can come along and say what you think." (p. 151). Lind and Tyler (1988) and Potter (2006b) have referred to procedures that provide voice opportunity while the input is never really considered as "sham".1 Our goal is to demonstrate that perceived pseudo voice decreases voice behavior and, eventually, increases conflict within organizations, thereby demonstrating that providing voice opportunity to employees can indeed have significant negative effects.
The Ethics of Pseudo Voice
In organizational settings, pseudo voice is manifested in distinct forms. For instance, when ideas posted in suggestion boxes or the results of employee satisfaction surveys are ignored. The suggestion box is a popular management tool for offering voice opportunity but it could be quite susceptible to perceptions of pseudo voice. There is a myth that suggestion boxes are token gestures because organizations all too often ignore the suggestions delivered in these boxes (Opt 1998). Indeed, employees who suspect that their suggestions are not used, or not even considered, may easily start to believe that they are in fact offered pseudo voice. In a similar vein, employee satisfaction surveys may be seen as a form of pseudo voice when employees suspect that management only uses those results that suit them best.
Why would managers provide employees with an opportunity to voice opinions if they do not intend to actually regard their input? After all, offering voice opportunity may be costly in terms of both time and money (Milgrom and Roberts 1988). One reason why a manager could decide to offer pseudo voice is when he or she supports an autocratic leadership style whereas the organization requires a more democratic style. When offering voice opportunity is part of an organization's ideology and requirements, managers simply have no choice but offering such an opportunity. However, in this case autocratic managers may be tempted to disregard the input of employees all the same. In a way, this manifestation of pseudo voice compares to what happened in communist countries where socialist ideology and legal requirements evoked voice opportunity but autocratic leaders disregarded it (e.g., Etzioni 1969; Heller 1971).
Although it seems that valuable time and money is wasted if employees are encouraged to voice their opinion while their input is actually not regarded, this is not necessarily true. That is to say, offering voice opportunity has proven to be an effective strategy to create feelings of fairness, decision control, inclusion in the group, and respect (Lind and Tyler 1988; Miller and Monge 1986; Thibaut and Walker 1975), which in turn fosters employees' work motivation, job performance, group morale, trust, and policy acceptance (Chemers 2000; Lind and Tyler 1988; Miller and Monge 1986; Terwel et al. 2010). Indeed, this is why managers are often taught to consult subordinates and solicit their suggestions before making a decision. Important to note here is that managers may establish such positive outcomes by offering voice opportunity even if they do not have the intention to really consider the input, as long as employees do not perceive managers to disregard their input. Thus, offering pseudo voice is likely to positively affect the functioning of individual employees and, as a consequence, the organization as a whole when employees do not perceive that the voice opportunity offered to them is, in fact, a hoax.
In the end, it all boils down to whether or not employees perceive pseudo voice; they may perceive pseudo voice when it is absent by objective criteria, and vice versa (see Cohen 1989; Searle 1997). Although offering pseudo voice may have positive effects if it is not perceived as such, managers who engage in pseudo voice run the risk of being perceived as intentionally deceitful, with all its consequences. That is, they intentionally deceive employees by giving the false impression that their employees' views and opinions matter and are seriously considered in an attempt to create illusions of fair treatment (i.e., "fabrications of justice", Cohen 1989). In their study on perceived deceit during flights, Jehn and Scott (2008) proposed three forms of deceit: deceit of intention, deceit of belief, and deceit of emotions. One of the quotes reflecting perceived deceit of intention strongly connects to the concept of pseudo voice: "They always say they'll bring a pillow, and then never do. In fact, I bet they never intend to!" (p. 334). In an organizational setting, this could be reframed as "My manager often asks me what I think, but he never actually uses my ideas. In fact, I bet he never intends to!". We propose that it can be quite harmful when employees perceive that they are being intentionally deceived.
Pseudo Voice and Voice Behavior
Employees who suspect that their manager does not intend to regard their ideas, comments, and suggestions will not be very motivated to engage in voice behavior (intentionally expressing work-related ideas, information, and opinions; Van Dyne et al. 2003). If we return to the two examples of pseudo voice that we gave earlier—the suggestion box and the employee satisfaction survey—it is reasonable to assume that employees who perceive pseudo voice decide to leave the suggestion box empty and choose not to complete the survey. Employees might experience feelings of unfairness and outrage when they suspect that the opportunity to voice opinion is a hoax (Cohen 1989). Such feelings may cause them to display destructive, rather than constructive, organizational citizenship behaviors (OCB) such as intentionally withholding ideas, information, and opinions. This phenomenon is also known as "employee silence" (see Morrison and Milliken 2000; Van Dyne et al. 2003).
Employee silence is potentially an important negative consequence of perceived pseudo voice. If employees withhold expressing their views on work-related issues, the organization does not benefit from their ideas and perhaps useful suggestions which, if considered, could help improve the organization's performance. As research has thus far been relatively silent on the possibility that voice could also have negative effects (particularly likely in the case that pseudo voice is perceived), this paper focuses on perhaps the most basic yet important effect of pseudo voice, namely the effect on voice behavior. Based on the above reasoning, we hypothesize that more perceived pseudo voice leads to less voice behavior (Hypothesis 1).
Voice Behavior and Intragroup Conflict
Reduced voice behavior may harm organizations in different ways. For one, if employees do not speak up anymore, organizations cannot benefit from informational diversity which is often present within organizations (e.g., Jehn et al. 1999; Stasser 1992). Informational diversity refers to the presence of different perspectives and fields of expertise due to, for example, different types of education or work experience (e.g., Morrison and Milliken 2000). Informational diversity has the potential to positively influence group performance (Jehn et al. 1999) but "leaving the suggestion box empty" is equal to leaving the potential benefits of informational diversity untouched.
Perhaps, even more important than not taking advantage of informational diversity is the possibility that reduced voice behavior caused by perceived pseudo voice leads to increased intragroup conflict, which can be defined as the amount of tension and disagreements within a work group (Jehn 1995). Intragroup conflict has been identified as one of the main causes of organizational malfunctioning as it may lead to decreased employee performance and satisfaction (e.g., De Dreu and Weingart 2003; Jehn et al. 1999). Therefore, it is important to know whether there is an effect of reduced voice behavior (i.e., the proposed consequence of perceived pseudo voice) on intragroup conflict.
There are different psychological processes that may cause reduced voice behavior due to perceived pseudo voice to increase intragroup conflict. First, the negative feelings of deceit, unfairness, and outrage caused by the perception of pseudo voice are likely to create a negative organizational atmosphere. A negative atmosphere, which is characterized by negative attitudes (e.g., lowered interpersonal trust and commitment to the organization; Korsgaard et al. 1995) could cause counterproductive behavior (see Cohen-Charash and Spector 2001). Recent research shows that organizational illegitimacy (for instance in the form of offering pseudo voice) can initiate counterproductive work behavior. That is, in the mind of employees, organizational authorities' lack of legitimacy deactivates the validity of formal organizational rules (Zoghbi-Manrique-de-Lara 2010). In other words: "if the boss does not stick to the rules, I don't stick to the rules". Counterproductive behaviors such as sabotage, organizational and interpersonal aggression, or other forms of deviance (e.g., Spector 1978) could evoke conflict in the workgroup that causes group members to act aggressively toward each other.
Second, employees who perceive pseudo voice and consequently withhold their point of view cannot exert control over the decision-making outcomes. After all, they do not share their opinion with the decision maker. If employees feel that they cannot exert control through voice or other constructive means, they may attempt to regain control in ways that are destructive for the organization (see Morrison and Milliken 2000). However, employees might be reluctant to act out directly toward their manager (or higher management) out of fear of retaliation or of losing their jobs (e.g., Pelletier and Bligh 2008; Sims and Brinkman 2002). Instead, we expect them to direct their frustration at their coworkers rather than management and to try to control their group members, for instance by bossing them around, by showing nonco-operative behavior, or by starting a fight. This behavior represents a form of anger displacement—one of the defense mechanisms coined by Freud—explaining the shift of aggressive impulses to less threatening targets in order to avoid dealing directly with what is threatening (e.g., Balkwell 1990). Based on the above, we hypothesize that reduced voice behavior due to perceived pseudo voice increases intragroup conflict (Hypothesis 2).
Hypotheses and Model
We propose that employees intentionally withhold their opinions, ideas, or information when they perceive that their manager encourages them to share their views about work-related issues without his or hers intention to really regard their input (pseudo voice). We further propose that intragroup conflict increases when employees withhold their opinion as a result of perceived pseudo voice. In short, we hypothesize:
Hypothesis 1
Perceived pseudo voice (the interaction of voice opportunity and managerial disregard) leads to reduced voice behavior.
Hypothesis 2
Reduced voice behavior due to perceived pseudo voice leads to increased intragroup conflict.
Procedure and Sample Characteristics
We tested our hypotheses in an organizational field study among employees from a Dutch multi-sited healthcare institution ("Company Care"). Top management invited 325 employees to complete a survey under the condition that responses were not retraceable to individual employees. The response rate was 42% (N = 137), which is comparable to the average response rate for organizational field studies (see Baruch and Holtom 2008; Cook et al. 2000). Employees with access to the internet completed a web-based version of the survey (N = 76), others completed a paper and pencil version (N = 61). The sample consisted of 121 females and 16 males between 16 and 60 years old (M = 41.10, SD = 11.02). On average, they worked for 11.35 years (SD = 10.22) at Company Care. Of the employees, 77% had completed vocational or higher education. The survey asked employees to rate voice opportunity, managerial disregard, voice behavior, and intragroup conflict (see the "Measures" section below).
To avoid common-method bias (Podsakoff et al. 2003), we also invited 19 managers to complete a web-based survey about voice opportunity, managerial disregard, and intragroup conflict in the organization. The response rate of the managers was 74% (N = 14). The sample of managers consisted of six females and eight males between 37 and 60 years old (M = 46.93, SD = 6.47). On average, they worked for 14.34 years (SD = 9.88) at Company Care and 93% of them had completed vocational or higher education.
Voice Opportunity
Voice opportunity was assessed with three items based on the scale developed by Lam et al. (2002), α = 0.87. An example of an item was "I get the opportunity to influence decisions affecting me" (1 = totally disagree, 7 = totally agree).
Managerial Disregard
Managerial disregard was assessed with five items (reverse coded), α = 0.94. Examples of items were "My manager regards our input for his/her decisions", and "My manager uses the input for the benefit of the group" (1 = totally disagree; 7 = totally agree). Because we constructed a new scale to assess managerial disregard, we performed a pilot test prior to the study with 37 employees of a consultancy firm. The pilot test consisted of two extra items derived from the "behavioral integrity" scale (Simons et al. 2007): "There is a match between my manager's words and actions" and "When my manager promises something, I can be certain that it will happen". Factor analyses revealed that these two items loaded on a separate dimension and indeed measured behavioral integrity rather than managerial disregard, which is why we did not include them in the final assessment.
Voice Behavior
Voice behavior was assessed with seven items based on Van Dyne and LePine (1998), α = 0.93. Examples of items included "Do you speak up with ideas?" and "Do you make recommendations concerning issues that affect your team?" (1 = never; 7 = always).
Intragroup Conflict
Intragroup conflict was assessed with six items based on work by Jehn (1995),2α = 0.87. Examples of items include "How many disagreements about work-related issues are there in your work team?" and "How much friction is there about personal, non work-related issues in your team?" (1 = very little; 7 = very much).
Manager Ratings
As Avery and Quinones (2002) noted, objective levels of voice opportunity may differ from perceived voice opportunity (and this holds true for managerial disregard and intragroup conflict as well). Therefore, we asked managers' identical questions about voice opportunity, managerial disregard, and intragroup conflict, and checked whether their ratings were comparable to the employee ratings.
We compared employee and manager ratings of voice opportunity, managerial disregard, and intragroup conflict because similarity would increase our confidence about the reliability of the employee ratings. Ratings of managers and employees appeared quite consistent. First, manager ratings of voice opportunity (M = 5.00, SD = 0.72) were similar to the employee ratings (M = 5.10, SD = 1.01), F(1, 149) = 0.15, P = 0.699. Second, results concerning managerial disregard showed that managers rated managerial disregard a bit higher (M = 2.50, SD = 0.55) than the employees did (M = 2.08, SD = 0.76), F(1, 148) = 4.15, P = 0.043. Apparently, employees did not perceive as much pseudo voice as there was objectively. Finally, managers (M = 2.43, SD = 0.71) and employees (M = 2.48, SD = 0.89) reported equal levels of intragroup conflict, F(1, 149) = 0.04, P = 0.848.
Means, standard deviations, correlations, and reliabilities
Education level (1 = low/7 = high)
Organizational tenure (in years)
Voice opportunity
Managerial disregard
Voice behavior
Intragroup conflict
Hierarchical regressions of voice opportunity, managerial disregard, and pseudo voice on voice behavior and intragroup conflict
Column 1
Column 2
Column 3
DV = Voice behavior
DV = Intragroup conflict (including the effect of voice behavior)
DV = Intragroup conflict (excluding the effect of voice behavior)
Education level
Organizational tenure
Voice opportunity
Managerial disregard
Pseudo voice (VO × MD)
Voice behavior
R2 change
Second, we tested whether less voice behavior led to more intragroup conflict within the organization. We ran regression analysis with voice behavior as the independent variable and intragroup conflict as the dependent variable, controlling for the effect of voice opportunity. As shown in Table 2, column 2, we observed a significant effect of voice behavior on intragroup conflict (B = −0.29, P < 0.001), confirming Hypothesis 2.
As schematically represented in Fig. 1, we proposed that voice behavior mediates the direct effect of voice opportunity on intragroup conflict. We performed hierarchical regression analysis to test the relationship between voice opportunity and intragroup conflict. The results showed a significant negative effect of voice opportunity on intragroup conflict (B = −0.27, P = 0.001), see Table 2, column 3. This negative effect implicates that reduced voice opportunity leads to increased intragroup conflict. To establish mediation, an effect of voice opportunity on voice behavior (i.e., the proposed mediator) is required. This effect appeared to be significant as well (B = 0.30, P = 0.001), as shown in Table 2, column 1. Mediation also requires an effect of voice behavior on intragroup conflict (corrected for the effect of voice opportunity). As shown previously, the second column in Table 2 shows a significant negative effect (B = −0.29, P < 0.001). The final requirement for mediation is that the effect of independent variable (i.e., voice opportunity) on the dependent variable (i.e., intragroup conflict) disappears or is significantly reduced when taking the effect of voice behavior into account. As predicted, the effect of voice opportunity on intragroup conflict was significantly reduced after controlling for the effect of voice behavior (Sobel z = −2.76, P = 0.014), although the direct effect remained statistically significant (B = −0.20, P = 0.014), see Table 2, column 2. These results indicate partial mediation.
Moderated Mediation
Besides performing hierarchical regression analysis, we performed bootstrapping using the method of Preacher et al. (2007). Bootstrapping provides a method for probing the significance of conditional indirect effects at different values of the moderator variable. We examined the conditional indirect effect of voice opportunity on intragroup conflict (through voice behavior) at three values of managerial disregard: the mean (2.08), one standard deviation above the mean (2.83), and one standard deviation below the mean (1.32). Normal-theory tests indicated a significant conditional indirect effect at the mean (P = 0.019) and at one standard deviation below the mean (P = 0.013). We also computed conditional indirect effects at various arbitrary values of managerial disregard to identify the regions of significance; the values of managerial disregard for which the conditional indirect effect is just statistically significant at P = 0.05. Results demonstrated that the conditional indirect effect was significant for any value of managerial disregard smaller than or equal to 2.47. Thus, consistent with our reasoning, the results obtained by bootstrapping showed that the indirect effect of voice opportunity on intragroup conflict through voice behavior was conditional upon levels of managerial disregard.
In sum, our findings support the model proposed in Fig. 1. Employees who received the opportunity to voice their opinion and who perceived their manager to regard their input showed more voice behavior and encountered less intragroup conflict than employees who received the opportunity to voice their opinion but perceived their manager to disregard their input (the interaction we refer to as pseudo voice).
For managers, decision making about work-related issues is an important and recurrent task. Managers are often confronted with the choice to make a decision in an autocratic way (i.e., unilateral decision making) or democratic way (after consultation of their employees). They are often taught to solicit their employees' suggestions before making decisions because democratic leadership is associated with positive outcomes such as enhanced employee work motivation, job performance, and group morale (e.g., Chemers 2000; Lind and Tyler 1988; Miller and Monge 1986). Although positive effects of voice opportunity are quite robust and well documented, thus far little scientific attention has been paid to the possibility that offering voice opportunity to employees also can have negative effects.
The current research demonstrates that offering voice opportunity has negative effects when employees perceive to be offered pseudo voice—an illusion of influence that occurs because the manager does not have the intention to really regard the input. While scholars have theorized about the concept of pseudo voice (Sagie and Aycan 2003; Torka et al. 2008) and have illustrated its existence in an organizational context by means of qualitative data (Potter 2006a), our study shows empirically that employees who perceive pseudo voice are more likely to withdraw from voicing their input and, as a result, encounter more intragroup conflict. These insights are important to both theory and practice.
Our work makes an important contribution to voice literature by showing the relationship between perceived pseudo voice and voice behavior (i.e., intentionally expressing work-related ideas, information, and opinions; Van Dyne et al. 2003). Several factors were already known to influence voice behavior (e.g., Lam et al. 2002; LePine and Van Dyne 1998) but it was not yet known that perceived pseudo voice decreases voice behavior.
Furthermore, the current research contributes to conflict literature by showing that voice behavior is a predictor of intragroup conflict within organizations. Conflict researchers have proposed many predictors of conflict including group value consensus, group atmosphere, and group diversity (e.g. Jehn and Mannix 2001; Jehn et al. 1999); however, to date, voice behavior has not been examined as a possible determinant of intragroup conflict. We hypothesized and found that employees who were given the opportunity to voice their opinion and also perceived their manager to regard their input tended to engage in more voice behavior and to encounter less intragroup conflict than those employees who received the opportunity to voice their opinion but at the same time suspected their manager to disregard their input (i.e., pseudo voice).
The current findings concerning managerial disregard are in line with research by Bryson et al. (2006) on the effects of managerial responsiveness. They observed a relationship between employee perceptions of managerial responsiveness and managerial perceptions of productivity, implying that more responsive management improves productivity. This reasoning connects to our finding that responsive management (i.e., management that regards employee input after soliciting for it) increases voice behavior and reduces feelings of intragroup conflict, as compared to managers who disregard employee input after soliciting for it. Accordingly, we can only agree with Bryson et al.'s advice that policy interventions should be focused at how to motivate managers to become more responsive to their employees.
Practitioners (e.g., managers, decision makers) could benefit from the current research, as it provides a better understanding of the conditions under which offering voice opportunity to employees is likely to backfire. Allowing employees the opportunity to voice their opinion is likely to backfire when the decision maker is actually perceived as trying to deceive employees by pretending to be interested in their points of view. Importantly, negative effects of pseudo voice largely depend on perceptions of insincerity, as it all boils down to whether or not employees perceive pseudo voice. Employees may perceive pseudo voice when it is absent and vice versa (see Cohen 1989; Searle 1997). For this reason (and to be more confident about the validity of the self-reported data), we also surveyed the employees' managers, which allowed us to assess whether employees and managers perceived pseudo voice differently. We found that managers reported to disregard their employees' input even a bit more often than employees suspected. Apparently, employees did not perceive as much pseudo voice as there was objectively. In other words, employees were more frequently deceived than they thought. This implies that this study had provided a conservative estimate of the effects of pseudo voice.
From another perspective, this difference in perception also indicates that there is at least some room for managers to deceive their employees by unobtrusively using pseudo voice. If a manager succeeds in offering employees an illusion of influence without being noticed, the organization benefits from the positive effects of voice opportunity, and offering pseudo voice would be a successful strategy. Recent literature provides examples of managers that might deceive their employees by unobtrusively using pseudo voice. These managers represent different dimensions of the "dark triad" of personality: destructive narcissism, corporate psychopathology, and Machiavellianism (see Amernic and Craig 2010). We think that these managers are all likely to pretend to be interested in their employees' views on work-related issues without regarding the input (e.g., Amernic and Craig 2010; Boddy et al. 2010; Nelson and Gilbertson 1991).
Destructive narcissistic managers—in contrast to constructive narcissistic managers—can be described as exhibitionistic managers with inflated self-views who are fixated on power and prestige (see Amernic and Craig 2010). They may pretend to be interested in their employees' views because they have a strong need to be surrounded by followers (Amernic and Craig 2010). At the same time, destructive narcissists are likely to disregard their employees' views—especially when these views are not in line with their own—because they think they know best about what to do, are intolerant of criticism, and are unwilling to compromise (e.g., Amernic and Craig 2010; Duchon and Drake 2009). As such, destructive narcissistic managers are likely to use pseudo voice.
Corporate psychopathic managers can be described as managers who have no conscience and no ability to feel any empathy or commitment for those who report on them (e.g., Boddy et al. 2010). However, these managers are often seen as successful (see Boddy et al. 2010). Corporate psychopathic managers may create the illusion of democracy because they want to keep up the appearance of the successful, popular manager, and a democratic leadership style fits that. However, for corporate psychopaths "there is nothing they won't do, and no one they won't exploit, to get what they want" (Morse 2004, p. 20), and they probably have no problems with deceiving their employees because of their inability to feel any empathy or commitment to them. Thus, corporate psychopaths may be able to give their employees the opportunity to voice their opinion but disregard their input at the same time.
Finally, Machiavellian managers can be described as managers who are manipulative and who want to win at all costs (e.g., Nelson and Gilbertson 1991; Tang and Chen 2008). Machiavellians may encourage employees to voice their opinion as they tend to say things that others want to hear and often use impression management tactics to create a favorable image (e.g., Nelson and Gilbertson 1991). However, they are in fact mainly concerned with their personal agendas rather than the common good (e.g., Cyriac and Dharmaraj 1994; Fraedrich et al. 1989; Nelson and Gilbertson 1991; Rayburn and Rayburn 1996: Tang and Chen 2008). Thus, Machiavellian managers are capable of offering voice opportunity without the intention to regard their employees' opinions. In sum, destructive narcissists, corporate psychopaths, and Machiavellians may typically be the type of managers to use pseudo voice as a strategy to impose their own views while giving the impression of providing voice opportunity. Future research could aim to discover whether this is true or not.
However, even if managers are willing to engage in such unethical behavior—use pseudo voice as a strategy to impose their own views—and succeed in eliciting the positive effects of voice opportunity, this success will probably be only short lived. That is, if managers keep on offering pseudo voice, it is likely that their employees will soon notice that their input is not regarded, and the accompanying negative feelings will undo the positive effects of voice opportunity. As a result, employees are more likely to suspect pseudo voice in future situations; they recall that their input was disregarded in the past and will expect this to happen each time they are offered voice. Thus, offering pseudo voice may be an effective management strategy in once-only decision making but is unlikely to remain effective in recurrent decision making. Worse still, it could easily backfire and have negative consequences such as reduced voice behavior and increased conflict.
Employees may also suspect pseudo voice when there is none—people perceive lies when none have actually occurred (Elaad 2003). Indeed, in their study on perceived deceit during flights Jehn and Scott (2008) found that even though the aircrew was telling the truth, many passengers suspected to be lied to. Employees may perceive pseudo voice particularly when managers do not provide proper feedback how employee input has been used. Without such feedback, employees do not learn that their input was used. Therefore, managers should only give voice opportunity when they are able to convince their employees that they have the intention to regard their input and are also able to show how they used this input. In other words: do not install a suggestion box if you have no intention to regard the suggestions.
However, we like to stress the fact that providing voice opportunity has positive effects when the input is regarded (and this is perceived as such). Providing voice opportunity creates positive feelings among employees and is likely to positively affect the functioning of individual employees and thus the organization as a whole (e.g., Lind and Tyler 1988; Miller and Monge 1986; Thibaut and Walker 1975). Therefore, we do not want to advise against democracy, we only advise against autocracy covered with a mask of democracy.
Our research is among the first empirical studies to examine the possibility that there may be negative effects associated with offering voice opportunity, which is why we have chosen to focus on perhaps the most basic effect of perceived pseudo voice, namely its effect on voice behavior. We made some assumptions about the psychological processes underlying the effects observed with regard to voice behavior and intragroup conflict. For instance, we suggested that feelings of deceit, unfairness, and outrage cause employees who perceive pseudo voice to show less voice behavior. Furthermore, we reasoned that the accompanying negative organizational atmosphere and felt lack of control would instigate intragroup conflict. Further research is needed to examine whether these psychological processes indeed account for the effects observed.
Although we surveyed employees with different tasks and from different backgrounds, our sample was limited to one organization: a health care organization in a democratic country. We do not expect that the current findings only apply to this specific organization or that pseudo voice is an issue that is only relevant to the healthcare branch. However, it would be interesting to see how people in countries with communist and/or dictatorial regimes react to pseudo voice. As stated earlier, communist countries differ from democratic countries in that their socialist ideology and legal requirements could evoke voice opportunity, but autocratic leaders may disregard it (e.g., Etzioni 1969; Heller 1971). Democratic countries like the Netherlands, where the current research was conducted, are well-known for their voice culture. The Netherlands even have a name for it, the "poldermodel".3 Since voice is such an important part of daily organizational practice in democratic countries, it could be that people in democratic countries are more susceptible to pseudo voice, or perceive pseudo voice more easily than in communist countries. Future research could be aimed at researching the influence of political culture on perceptions of pseudo voice.
The positive effects associated with giving employees the opportunity to express their views and voice their opinions to management are well documented, but little attention has been given to the potential negative effects of offering voice opportunity. The current research shows that offering voice opportunity to employees may indeed have negative effects, in particular in the case that employees suspect their manager to pretend to be interested in their input without the intention to actually regard it. This type of managerial insincerity is a form of deceit which we refer to as offering "pseudo voice". Perceived pseudo voice leads to reduced voice behavior and increased intragroup conflict, as compared to the situation in which managers ask people to voice their opinions and do consider what people have to say. In other words, when employees perceive pseudo voice, they stop talking and start fighting.
We prefer the term "pseudo voice" over "sham" because it refers more specific to the voice situation. The word "sham" could refer to more general situations.
Jehn (1995) distinguishes two types of conflict: task conflict and relationship conflict. In our study, these two types of conflict were strongly correlated (r = 0.66) and represented one factor in principal component analysis, which is why we do not make this distinction here.
A popular explanation of the "poldermodel" is based on the situation that a large part of the Netherlands consists of "polders"; low-lying land that has been reclaimed from a body of water. Ever since the Middle Ages, leaders from competing cities in the same polder were forced to share their ideas to maintain the land, and avoid being flooded.
We thank all employees of Company Care for their cooperation. We also thank GITP Research, especially Patrick Vermeulen and Alec Serlie, for providing access to Company Care and for their making the research possible. Tony Simons is appreciated for sharing his views about the research.
Open Access
This article is distributed under the terms of the Creative Commons Attribution Noncommercial License which permits any noncommercial use, distribution, and reproduction in any medium, provided the original author(s) and source are credited.

subset: commoncrawl


text:
Discovery Education Streaming Plus is a comprehensive digital service that motivates students to learn and helps teachers in every content area to transform their instruction. Containing thousands of standards-aligned resources, Streaming Plus provides you with the tools to teach your students to think critically about the content they use, see, and experience in their daily lives and to ask questions about the world around them.
Our most popular student-centric feature, Board Builder, promotes independent learning by challenging students to be content producers. With Board Builder, students create virtual project boards using multimedia and text to synthesize their thinking and provide evidence of their understanding of a concept or problem. Boards can be shared with the teacher, classmates, parents, and even with classrooms across the country.
Discovery Education Streaming Plus is an annual subscription based service and may be purchased for an individual school or an entire school district.
*Pricing subject to change.
Math in Context
In Discovery Education Streaming, the brand-new Math in Context Content Collection offers a host of resources that demonstrate how to use math in the real world. Read more.
Discovery Education Resources on the Atomic Bombs of World War II
Students can examine the facts of these events in a narrative, basic-recall fashion. Or students can grapple with primary and secondary sources, in multiple multimedia formats, to construct claims with supporting evidence. Read more.
Lively Lessons: Community
Community building is an important part of any back to school lesson plan. Communities can be large or small, consisting of any group of people who have something in common. Read more.
For more content, visit the Discovery Education Blog: Conversations & Connections
Closed Captioning Gives Literacy a Boost
Sometimes I turn on my TV and the closed-captioning feature has been activated. I can't find the button to turn it off, so I think: It won't distract me. And yet, I usually find it impossible to ignore. Read more.
Watch this District Administration Solution Showcase to see how Streaming Plus can be used to build student's comprehension of informational text (Length: 30 min).
Access a wide variety of learning resources, including student engagement with instructional videos, skill builders, writing prompts, multimedia activities, and articles. Explore unique Discovery-only opportunities such as the Global Wrap news service, virtual field trips and exclusive content collections.
Our Model Lessons provide teachers with practical examples of how to pull the content together to meet specific standards, or, quickly find resources searching by standard, grade level, or subject.
Create informal, individual assessments with our Builder Tools to get actionable feedback on student understanding.
The Discovery Educator Network (DEN) is a community of educational professionals that fosters valuable networking, idea-sharing and inspiration.
"Our kids are very technology savvy and they understand how it works and that has allowed us to bring, at their fingertips, some of the things they like doing best, which is just using technology. It's fun to them and they're learning at the same time. So, I think it's certainly motivating them. It's increased their interest, increased their engagement, and I think in most cases it has increased their achievement in the classroom."
Dr. Al Hambrick
Sherman Independent School District, TX
"Discovery Education Streaming is an amazing resource for teachers and students. It allows students to explore and create in the classroom as well as at home, and can be life-changing for teachers if they utilize it in all of its capabilities."
Pam Inabinett
Dorchester Schools, SC


text:
The display and use of drug information on this site is subject to express terms of use. By continuing to view the drug information, you agree to abide by such terms of use.
GENERIC NAME: NATEGLINIDE - ORAL (nah-TEGG-lin-ide)
BRAND NAME(S): Starlix
Medication Uses | How To Use | Side Effects | Precautions | Drug Interactions | Overdose | Notes | Missed Dose | Storage
USES: Nateglinide is used alone or with other medications to control high blood sugar along with a proper diet and exercise program. It is used in people with type 2 diabetes. Controlling high blood sugar helps prevent kidney damage, blindness, nerve problems, loss of limbs, and sexual function problems. Proper control of diabetes may also lessen your risk of a heart attack or stroke. It works by stimulating the body to produce more insulin. Insulin is a natural substance that allows the body to properly use sugar from the diet.
Quick GuideDiabetes Diet: Healthy Meal Plans for Diabetes-Friendly Eating
Report Problems to the Food and Drug Administration
You are encouraged to report negative side effects of prescription drugs to the FDA. Visit the FDA MedWatch website or call 1-800-FDA-1088.
Selected from data included with permission and copyrighted by First Databank, Inc. This copyrighted material has been downloaded from a licensed data provider and is not for distribution, except as may be authorized by the applicable terms of use.
CONDITIONS OF USE: The information in this database is intended to supplement, not substitute for, the expertise and judgment of healthcare professionals. The information is not intended to cover all possible uses, directions, precautions, drug interactions or adverse effects, nor should it be construed to indicate that use of particular drug is safe, appropriate or effective for you or anyone else. A healthcare professional should be consulted before taking any drug, changing any diet or commencing or discontinuing any course of treatment.
Need help identifying pills and medications?
Use the pill identifier tool on RxList.


text:
Some thoughts as the leaders and those near them make their way through the third round of the PGA Championship....
It's 4:51 PM EDT, and the horn has just blown to pull players off the course. A storm looks about to hit. Lightning is in the area.
Tiger Woods is a different player than he was in the first two rounds, when he shot 68-71 to tie for the lead at the halfway mark. His putting has been mediocre, his ball-striking hasn't been at sharp, and, well, he's obviously out of sorts. That said, he's made a couple of swings that would warrant a high score from judges were he doing an athletic routine in the Olympics. He's contorted his body a few times to make swings from the rough. Tiger is three-over par through seven holes, and has missed into a hollow right of the eighth green. He's tied for 11th now, standing at one-under par for the championship and five shots behind leaders Rory McIlroy and Vijay Singh.
McIlroy has been playing terrific golf, and showing the steadfastness that wins majors. Sure, he bogied the ninth hole, but he'd birdied five of the first eight holes. He made an all-world par on the third hole after his tee shot there lodged inside the limb of a dead tree in the middle of the fairway. Just because it was in the middle of the fairway didn't mean the tee shot was where it should have been, to be sure. McIlroy could have been upset, but he picked his ball from the hole in the tree, took a penalty drop, hit his third shot within about 10' of the hole, and saved his par. He'd started the round with two birdies, so the par out of the tree was a momentum-builder. Great stuff from the 23-year-old with so much talent.
Adam Scott is bouncing back big-time so far from blowing the four-shot lead he held with four holes to play in last month's Open Championship. I wrote about him after his second round, when he finished with 75 in the high winds and treacherous Ocean course. Scott was four shots out of the lead starting the third round. He's just started the back nine after shooting four-under 32 on the front, and is one shot from the lead. Scott looks calm, he's making putts, and he's hitting super shots one after the other. I loved the 7-iron he hit all over the flag on the par-three fifth hole within a few feet of the hole. That birdie and the three straight birdies he made to finish the front nine provide at least a hint that he's not shying away from getting right back into the mix at a major after messing up at the previous one. Hey, isn't that what McIlroy did when he took a four-shot lead into the last round of the 2011 Masters, shot 80, and then won the U.S. Open two months later by eight shots?
Singh is playing with Woods, and he's playing the sort of solid golf that should give him confidence when play resumes. He's two-under through seven holes and tied with McIlroy for the lead. Singh is 49 and he would be the oldest player to win a major were he to come through. His swing looks fluid and as long as ever, a testament to how well he's kept himself in shape. Will his nerves hold up? So far, so good.
I hope the play resumes today and that they get the third round in. The PGA Championship has a way of producing exciting stuff all the way to the final hole. Remember Bob May and Tiger Woods in 2000? Martin Kaymer, Dustin Johnson and Bubba Watson in 2010? Keegan Bradley storming over Jason Dufner last year? I expect more of the same, which would be a good thing. Drama at "glory's last shot," as the PGA of America refers to its biggest tournament, seems the usual fare.
Speaking of "glory's last shot," the phrase doesn't scan. It should be "last shot at glory." Just saying. I know it doesn't sound as smart, doesn't play as well, but hey, what's wrong with being right when it comes to using the English language? As I say, just saying.Report Typo/Error


text:
[Date Index]
[Thread Index]
[Author Index]
Re: Converting from string to real
On 2012.06.06. 10:51, fcaleyo wrote:
> Hi guys, I've got a problem with ToExpression[].
> It seems to round large real numbers off, e.g.
> ToExpression["109266.75"] returns 109267., still a real, yet not exactly what the original string meant.
> Any idea to solve this?
By default machine precision number are displayed only with six digits,
but the precision is still there. If you position the cursor on the
output cell and press space, you'll see this.
Also try FractionalPart@ToExpression["109266.75"]
So don't worry, only the display is truncated for convenience (in your
case inconvenience but most of the time it's better not to see all 15 or
so digits all at once)
Szabolcs Horvát
Visit Mathematica.SE: http://mathematica.stackexchange.com/


text:
Motionless and and soundless cleaning.
A healthy tooth device for animals is just as positive for people. Gum inflammation, plaque formation, paradontitis or mechanic plaque removal under anesthesia is a burden for animal and owner. The Emmi-pet has been developed for the treatment of these conditions or even to prevent them. With the Emmi-pet your pet is treated in the most comfortable way. The Emmi-pet is motionless and soundless during cleaning. This highly positive effect on your pet contributes to a significantly higher acceptance.
No brushing - A great advantage for gum problems.
The Emmi-pet has a significant advantage for sensitive gums or inflammation. It cleans painlessly, smoothly and thoroughly without brushing, it is pure Ultrasound. It also stimulates the blood circulation of the gum tissue and releases body energies.
Functions & Features:
• Cleans with 100% Original Ultrasound – max. 96 million air circulations
• Motionless and soundless cleaning. Smooth and without brushing.
• The Original Ultrasound penetrates up to 12 mm into the gums and gum pockets, cleaning them thoroughly.
• Increases blood circulation.
• Prophylaxis of tooth devices.
The Emmi-pet has been certified by the specialised department for animal husbandry and animal welfare (FFT) in Austria as an animal protection oriented product.
Emmi-pet - Patented Ultrasound Technology.


text:
Striped Wingback Chair at One Kings Lane + Fairmount Square Slim Bee at Kate Spade
Category Archives: shopping list
weekend shopping: floral blues
Festive Floral Placemat Set at Furbish (use code SALE25) + Bloch Fold-up Leather Ballet Flats at Outnet
weekend shopping: neutrals
Embroidered Diamonds Pillow – Zara Home / Clinique Chubby Stick Eye Shadow in Lots o' Latte – Bloomingdales (Psst: There's a Clinique Bonus until 3/1!)
weekend shopping
La Jolla Baskets at Serena and Lily + Long Sleeve Breton at Boden
just one gift guide
This is my one and only gift guide for the year and really, not much of a gift guide. More like: Things I have asked for and things I may ultimately purchase for myself. I have simple needs.


text:
Greetings from Panama City, Panama! + Tire Questions
Hey guys!
I just bought a 2006 330i with the M package (My first bimmer) and today the computer indicated that one of the tires was losing pressure. I took it to the dealership and they noticed a tear in the tire. So they recommended me to buy a new one as soon as possible and to replace the 3 other tires because they are low on tread. Currently I have two 225/45R17 91W's on the front and 2 255/40R17 94W's on the back. All four are Pirelli Run Flats.
The weather here in Panama is as follows: 3 months of intense heat and 9 months of almost daily rain. There are also quite a bit of potholes and bumps in the road, but also some nice straight away's without a single crack in the road. Being safe is currently my #1 concern as I am still learning to drive this beast of a car!
What do you guys recommend? I don't really need runflats or Pirelli's.
Thanks guys, I appreciate your help.
Thanks Again,
Runflats suck....you should just get another wheel from a wrecking yard to use as a spare. Go on the Tirerack`s website, enter your car`s model info, and see all the different tires available for your car. There are also tons of customer reviews so you can see how others like them. Happy Hunting !
Welcome to the forum. If you still check this send me a PM. I live in El Cangrejo.
|All times are GMT -7. The time now is 07:22 PM.
Powered by vBulletin® Version 3.8.7
Copyright ©2000 - 2017, vBulletin Solutions, Inc.
© 2001-2015 performanceIX, Inc. All Rights Reserved .: guidelines .:. privacy .:. terms


text:
Shirley Temple Passes Away at Age 85
Possibly the most famous child actress of all time. Shirley Temple Black, has passed away at the age of 85.
The famed-curly-haired actress passed away form natural causes in her home in California.
Her family, who were with her when she passed, have released a heartwarming statement about her life.
'We salute her for al lifetime of remarkable achievement as an actors, as a diplomat, and most importantly as our beloved mother, grandmother, great-grandmother, and adored wife for 55 years of the late and much missed Charles Alden Black."
Shirley started acting at age 3, with just about everyone seeing and knowing her movies! She stopped acting at the age of 21 to pursue political aspirations.
Rest in Peace.


text:
FLAGSTAFF, Ariz. – The Northern Arizona men's tennis team hopes to build on its momentum gained last week into its Sunday doubleheader when they play the host No. 63 New Mexico and Western New Mexico in Albuquerque, N.M. The doubleheader will be the Lumberjacks' second in two weeks after earning a split of their twin bill last week in Las Vegas.
"It starts with practice and we've had solid practices this week," said men's tennis assistant coach Joseph Heckley. "I think we're prepared and I hope we keep the momentum going and transfer the energy we had last weekend into this weekend."
Last week, the Lumberjacks were able to rebound from an opening weekend that was rough at times. Coming off a pair of 7-0 defeats to Arizona and Nevada, the Lumberjacks responded with a 4-0 shutout of Utah State in the first of two matches a week ago. Even though NAU would drop its second match to UNLV, 5-2, a lot of positives were taken away starting in singles play.
After going winless in 12 singles matches to open the season, the Lumberjacks posted a 5-4 record in singles play a week ago and could have easily won three additional matches that they were leading at the moment their win against Utah State was clinched. The NAU notables were led by junior Dominic Bermudez who won both of his matches at No. 3 in straight sets. Seniors Robert Martin, Patrick Schimmelbauer and Shaun Waters also posted singles wins with Waters' being the most impressive, coming against UNLV's Tamas Batyi, ranked No. 14 in the Mountain region, at the lead spot.
The doubles tandem of Martin and Waters picked up another victory and leads the team now with a 3-1 record while serving as the Lumberjacks' No. 1 duo. Bermudez and Schimmelbauer, last season's primary No. 2 doubles team, reunited last week as a pair and also notched a win against Utah State.
Overall all eight players on the roster saw action in at least one match last weekend and played competitive tennis regardless of the final result, showcasing the depth of this year's team that will prove to be a strength going forward.
"Last year we didn't have as much depth as we have this year," Heckley said. "This year we have eight solid players that can play in the lineup. Not everyone can play, but it creates a lot of competition within the team and it motivates everyone to get better."
The nationally-ranked Lobos open the weekend at 1-3 prior to a doubleheader of their own on Saturday. New Mexico dropped four spots from No. 59 to No. 63 this week after three losses last week in Winston-Salem, N.C. to nationally-ranked Wake Forest and Alabama as well as Penn State. The Lobos though do feature three of the Mountain region's top-20 players in Samir Iftikhar (No. 2), Jadon Phillips (No. 9) and Conor Berg (No. 19) as well as the region's No. 6 doubles team consisting of Phillips and Berg. Iftikhar, after claiming runner-up honors at the USTA/ITA Mountain Regional Championships, is also ranked No. 73 in the nation.
Western New Mexico, who will be opening its season this weekend, returns six players that saw action last year, three of which posted double-digit win totals led by Rodrigo Almeida's 19-3 record. Ameida posted a 9-1 record at No. 1 singles last season, garnering the Rocky Mountain Athletic Conference's Player of the Year award. The Mustangs are the defending RMAC regular season and tournament champions.
NAU fell to New Mexico last season, 6-1, with the Lumberjacks picking up its lone team point on Bermudez's grueling three-set 10-point tiebreaker win at No. 3 singles over Iftikhar. The Lumberjacks have never beaten the Lobos and are 0-22 all-time against them. They also dropped their most recent match to the Mustangs in 2011 in a tight 4-3 match for their first loss to Western New Mexico in three all-time meetings.
Both matches on Sunday will be played at UNM's Linda Estes Tennis Complex. The Lumberjacks' day will begin with New Mexico at 12 p.m. and will be followed by Western New Mexico at approximately 3 p.m. Live stats will be available for the New Mexico match here.


text:
Day Sessions: Music
It's never too early to get a taste of Berklee. For middle school students of all levels, styles, and backgrounds, Berklee offers a flexible day-session format available in one-, two-, three-, and four-week programs. You must be 12–14 years old by the start of the program and have at least six months of playing or singing experience.
|Program length:
|Five days, 10 days, 15 days, or 20 days
|Week 1
|Monday, July 10–Friday, July 14, 2017
|Week 2
|Monday, July 17–Friday, July 21, 2017
|Week 3
|Monday, July 24–Friday, July 28, 2017
|Week 4
|Monday, July 31–Friday, August 4, 2017
|Registration fee:
|$998 (per week)
|Age range:
|12–14 years old
*Nonrefundable and nontransferable. Program information subject to change.
Students of all levels, styles, and backgrounds are welcome to attend. You will take a brief audition at the registration to determine what level of classes and ensembles best suit your needs. It is not required that you read music. However, if you do, we would like to determine at what level you are able to read. You will be grouped into classes with students who share your stylistic preferences (rock, jazz, funk/fusion, R&B) and who match your current level of ability. You must have a minimum of six months of experience with playing your instrument (or singing) to attend Berklee Day Sessions.
Below is a list of items you should be prepared to bring:
- Instrument and necessary music supplies;
- Notebook, highlighter, pen, and pencil; and
- Money for snacks (optional).
Though not required, you are permitted to bring laptops, computers, tablets, etc. Wireless internet and electrical outlet plugs are provided throughout the campus. Please keep in mind that it is your responsibility to keep your items safe. Berklee is not responsible for the loss of these items.
Featuring small-group lessons, music theory and ear-training sessions, ensembles, clinics by Berklee faculty and outside artists, jam sessions, and weekly performances, Berklee Day Sessions is the perfect way to develop your performance skills, explore various musical styles, and learn from members of the Berklee community as well as from leaders in the music industry.
Classes will generally be conducted between 8:00 a.m. and 3:00 p.m., Monday through Friday. Classes will be taught by Berklee faculty, Berklee alumni, and Berklee students.
Day Sessions students will be guided, advised, and chaperoned by Berklee faculty and Berklee student counselors.
Berklee Day Sessions courses come in a variety of formats.
Group lessons: take group lessons with other students who have similar ability on your chosen instrument (including voice) each day.
Mixed ensembles: perform with a group of students in a variety of styles.
Clinics: attend clinics and master classes conducted by Berklee faculty and visiting artists.
Ensemble performances: perform in one of Berklee's performance venues with your ensemble at week's end (these performances are open to the public, and family and friends are invited to attend).
Please note that the following schedule and course descriptions are only a sample and are subject to change. You will receive personalized schedules on the first day of the program.
|8:00 a.m.–9:00 a.m.
|Check-In / Orientation / Scheduling
|9:00 a.m.–10:00 a.m.
|Auditions / Jam Sessions
|10:00 a.m.–11:00 a.m.
|Music Theory / Elective
|11:00 a.m.–12:00 p.m.
|12:10 p.m.–1:00 p.m.
|1:00 p.m.–2:00 p.m.
|Lessons / Labs
|2:00 p.m.–3:00 p.m.
|8:00 a.m.–9:00 a.m.
|9:00 a.m.–10:00 a.m.
|Music Theory / Elective
|10:00 a.m.–11:00 a.m.
|Music Theory / Elective
|11:00 a.m.–12:00 p.m.
|12:10 p.m.–1:00 p.m.
|1:00 p.m.–2:00 p.m.
|Lessons / Labs
|2:00 p.m.–3:00 p.m.
|8:00 a.m.–9:00 a.m.
|9:00 a.m.–10:00 a.m.
|Music Theory / Elective
|10:00 a.m.–11:00 a.m.
|Music Theory / Elective
|11:00 a.m.–12:00 p.m.
|12:10 p.m.–1:00 p.m.
|1:00 p.m.–3:00 p.m.
*Lunch will be provided each day (at no extra charge) on Berklee's campus. For any questions or concerns regarding food allergies or menus, contact Jessica MacKool at firstname.lastname@example.com or 617-747-2510.
The Day Sessions Young Performers Program instructors are Berklee faculty and alumni. They represent musical and teaching excellence and have extensive knowledge and experience working with students in this age range. All of them bring the highest musical and educational standards to the classroom in an enjoyable and engaging environment that makes the Day Sessions Young Performers Program truly exceptional.
The Day Sessions: Yound Performers Program summer faculty includes:
- Dominick Ferrara, Director
- Skip Smith, Assistant Director
- Jennifer O'Shea, Operations Associate
- Libby Allison, Theory
- Jeffrey Benson, Improvisation
- Kristen Bergner, Theory
- Joe Casano, Ensembles, Brass
- Sam DeRosa, Songwriting, Voice
- Daniel Fiori, Theory, Ensembles, Piano
- Kristy Foye, Improvisation, Ensembles, Strings
- Paula Gallitano, Songwriting, Ensembles, Piano
- Stefani Langol, Music Technology
- Jaimie LaPine, Songwriting, Voice
- Rob McCarthy, Ensembles, Percussion
- Walter Platt, Ensembles, Brass
- David Rivera, Ensembles, Percussion
- Kadeem Roberts, Ensembles, Guitar
- Colin Sapp, Ensembles, Guitar
- Yonit Spiegelman, Improvisation, Ensembles, Bass
- J.J. Thomchick, Ensembles, Guitar
- Curtis Warren, Ensembles, Winds
Faculty subject to change
International students attending two or more weeks of Day Sessions are required to obtain a valid Form I-20 and F-1 student visa to enroll in this program. You may not participate in the program on a tourist visa. Participants traveling from abroad should visit the International Student Information page for important visa requirements.


text:
Buy Now Pay Later Airline Tickets: Fly Now Pay Later
There are many airlines offering some form of fly now pay later programs for their customers. We all dream about buying a gift for ourselves or family and going on a vacation to some faraway place. We all want to escape the day to day doldrums and relax on a beach or skiing down the slopes of some killer mountain, swim with sharks in Australia or visit the pyramids in Egypt. For many, this dream may be just that due to the costs associated with flying to your destination; however, now this dream may become a reality if you know and understand which airlines offer the BNPL option.
Pay later programs are being offered by major airlines such as American Airlines, United Airlines, Delta Airlines, AirTran's, Qantas and US Airways. Additionally, travel online shopping sites such as Hotwire, STA Travel and Funjet are offering these programs as well.
The programs offered by each vary; however, we will break each one down for you so that you can understand which buy now pay later program works best for your needs. As always, please be mindful and responsible when utilizing these kinds of programs as you do not want to leave yourself with a large bill that you cannot payoff. If you cannot, you risk damaging your credit rating or worse become delinquent and have collection agencies calling you day and night (not what you would want).
American Airlines Buy Now Pay Later Program
American Airlines offers a fly now payment plan program that provides special financing where if you make an airline ticket purchase of one-hundred and fifty dollars ($150) or more and payoff your balance within 6 months you will not be charged any interest. With this AA fly now payment plan program, in order not to be charged any interest you will need to do the following:
- Make a minimum payment each month
- Never make a late payment
- Payoff entire balance within six months
In order to take advantage of this program, you will need to apply online for and American Airlines credit card. Once you apply, you will receive and account number and notification if you have been approved within a few minutes.
If you already have an American Airlines credit card, you will not need to reapply for a new account as your current account will not allow you to take advantage of the special financing offer.
The American Airlines Credit Card has a minimum interest charge of $2.00 and a non-promotional APR of:
- Variable 25.99% or
- Non-Variable 21.96% – 25.99%.
Qantas Offers Book Now, Pay Later Program
Here is how Qantas program works. When booking your travel, you can pay a deposit of $25 per ticket and have the ability to hold your seat for that flight. You then can pay off the balance of the ticket as you get closer to the day you will be traveling.
There are several conditions that apply when choosing this payment option. They are:
- Only available for e-tickets with booking made out of Australia
- Not all flights and destination are offered for the program
- While your seat is on hold, your fare may change due to taxes, fees and other charges
- If you do not pay you balance in full prior to your trip, you tickets will be cancelled and you will lose your deposit if not paid by midnight of the Pay Now date
- If you cancel your tickets or pay for your tickets via Qantas Telephone Sales, you will lose your deposit
The BNPL option is not available for the following travel:
- Red e-Deal fares for domestic and New Zealand flights
- Flexi Saver domestic fares
- Round-the-world fares
- Fares booked with Classic Award, Any Seat Redemptions or Commercial Points plus Pay
- combined Qantas and Jetstar flights (for example, Gold Coast to Alice Springs booked as a combined flight from the Gold Coast to Sydney with Jetstar and from Sydney to Alice Springs with Qantas)
- Where Insurance and/or Carbon Offset is chosen.
Holding you seat is as easy as:
- If your flight is eligible, your will see the Book Now Pay Later "Hold this Seat" option on the lower right hand of your flight review along with the date that you must "pay in full".
- Review your details and chose the "Pay Later" button
- Confirm you details and select to pay your deposit
That is it, you are all done. You will receive an email confirmation that you have made your deposit along with details of the program and when you will need to pay off the full balance. Once you pay off your full balance, you will receive another email letting you know you have paid off the tickets.
Airline & Travel Sites Who Offer Bill Me Later Programs
Looking to go to California or maybe to Europe, airlines such as US Airways, AirTran's, United Airlines, Delta Airlines and JetBlue are offering customers the option of using PayPal's Bill Me Later Service when booking their travel plans. In addition, travel online shopping sites such:
- Hotwire
- Bookit
- Tripmasters.com
- European Destinations
- Latin Destinations
- Beach Destinations
United and JetBlue are offering a program that lets you fly now and pay later if your ticket purchases are a minimum of two-hundred and fifty dollars ($250). You have the option to make payments at any time and there are no minimum pays needed. The program also offers zero percent (0%) interest for six months. For new customers, United is also offering a twenty dollar ($20) statement credit (not a bad deal). In order to use this program, you must select the Bill Me Later option when checking out on their site.
Bookit.com come is currently running two offers using the Bill Me Pay Later payment option. The first is similar to United and JetBlue if your ticket purchases are a minimum of two-hundred and fifty dollars ($250), you have the option to make payments at any time and there are no minimum pays needed. The program also offers zero percent (0%) interest for six months.
The second option is if your ticket purchases are a minimum of one thousand dollars ($1000), you have the option to make payments at any time and there are no minimum pays needed. The program also offers zero percent (0%) interest for nine months.
Current Airlines Offering Fly Now Pay Later Deals
Several Airlines are offering FNPL deals by selecting the Bill Me Pay Later option at check out. All are offering No Payment and No Interest if you pay your bill in full within 6 months of your purchase. With most of the programs, you need to spend more than $250 or more to take advantage of the offer. The airlines offering the special program are:
- US Airways
- AirTran
- Delta
- JetBlue
- Tripmasters.com (No interest if paid in full 6 months for purchases over $3000)
- EuropeanDestinations.com (No interest if paid in full 6 months for purchases over $3000)
- LatinDestinations.com (No interest if paid in full 6 months for purchases over $3000)
- BeachDestination.com (No interest if paid in full 6 months for purchases over $3000)


text:
The Broadside Project: Ten Prints Made in CelebrationTuesday, April 24th, 2012
UVM Special Collections invited students in the Department of Art and Art History's Spring 2012 "Projects in Printmaking" class to produce broadsides in recognition of Special Collections' 50th anniversary. Each student was asked to produce prints that were open in terms of content but combined text and image in some way that acknowledges the historical tradition of the broadside. The prints in this exhibition, "The Broadside Project," are the result of this process of creative investigation and exploration.
The exhibit and reception are free and open to the public. For more information, call 656-2138 or email firstname.lastname@example.com


text:
Vika Noxx Model
StripesssModel Male Philadelphia, Pennsylvania, US
My Website: FacebookMy MM URL: http://www.modelmayhem.com/stripes
Mayhem # 1007645
About Me
I am a musician/song writer who loves to take and be in photos. I am still trying to get my foot in the door, as far as getting my portfolio together. There's almost nothing cooler than a great photo. Please hit me up if you'd like to work together.
Have you worked with Stripesss? Add Credits for Stripesss! >>
Vika Noxx Model
Kae Crack Model
Megan Massacre Model
Kencredible Photographer
Eleanor Veter Model
Reagan Lam Photographer
Loading Content


text:
Shringer disc.
I've got a 62 chev that I'am doing a paint job on. Going to be bright red. The hood on both sides from the two center humps that run the lenght of the hood to the outer edge feel like a roller coaster.I know I have more metal than needed and somehow I need to shring it. I have never used a shringing disc but do you thing this would be a good use for it. I really hate to work it with heat and fill the hood from end to end.
Its shrinking disc and yes it would be perfect. Going at a hood with heat could be fatal. :pain:
shrinking disc.
If you haven't used a disc, get some dumpster body pieces from a body shop and practice. If you click on the search box without entering anything you will get the old search function, go to the bottom of the page and click on deep forum search, then do the search for shrinking disc and you will get several pages of old posts about using one.
sorry guy's I wish they hadn't removed the spell check from the site.
they can be troubling on hoods and decks due to the fact the skin is adherred to the shell. It can effect where the metal goes so light shrinks is ideal. If we're talking just looseness that needs to be tightened I like to hit the corners/edges with a dinging spoon to tighten up the arch first. It works pretty well. More than anything, a hood and deck as we all know usually provides an arch that provides stability to the big open area of metal between lines and edges, and this is what also makes them harder to deal with, besides the fact you got a huge shell clinging onto it. What I've realized it's best to cut away the skin from the shell before shrinking it, and to as always, do really good metal work before getting out the disk. Just be sure to distribute the heat in a broad area as opposed to putting too much heat in one area. Also, you might like to keep your disk clean with 40-180 grit paper by hand. Some people would be against it but I think the scratch 0f 40-80 grit makes it heat up faster and it's easy and fast to clean it up. Some people warn against sanding them clean but I don't think it's a big deal.
Very good points Henry, a wavy large panel is a lot more than just running a shrinking disc over it. I haven't a bunch of experience with the shrinking disc, I have one, have done some pretty amazing things with it, I am VERY impressed with what you can do. But I would be VERY cautious about running it over a hood.
There are so many things that could be at play here as you pointed out so well.
swvalcon, here is a "Basics of Basics" on large flat panels, there are a number of other things to think about before hitting it with heat as Henry points out, check it out. Large Panel Repair - Autobodystore
Not saying that anyone is wrong, Pugsy knows more about metal fabbing I could dream of. But just from a repairers point of view, with average skills, that is how I am seeing it. Read the basics and there may be something there for you as well.
yeah, for waves and stuff it's not really good, especially if it's adherred to the skin. Everyone knows hoods especially are hard to shrink with excessive heat in localized areas and the problems venture outwards til you're scratching your head and the entire hood has gotten shrunk, so this means a shrinking disk is definitely the tool you want to use but you mainly only want to use it for tightening up the panel, in which you're better off using the disk in the corners to tighten the overall flex of it but to also use it in the traditional aspect of "metal work" shrinking(not solely just flex of it) more along tighter areas where the metal is tighter and easier to work with. The more you venture towards the middle of the arch the better the metal work has to be in order to not get adverse affects. It's my opinion that the disk is best useful when using shot bags and planishing hammers or something equal to it but for hoods to go light and kind of keep it close to tighter areas and more careful in looser open areas. For quarters and tighter areas they are much more forgiving for the user.
one last thing, the disk is at its best when you have easy access to both sides of the panel so you can break out the bean bags and mallets
planishing hammer or equal to. without that it's much more difficult to get the results needed to truly get any value out of it, and so with that said,
I find it easiest to use it sparingly on hoods/decks cause it can reek havoc on hoods that aren't fully worked.
In the event you go through the search box without entering anything you'll get the aged search purpose, go towards the bottom in the page and select deep forum search, then complete the hunt for shrinking disc and you will get numerous pages regarding.
I just went ahead and did some hammer and dollie work on it and put a thin coat of mud end to end. If it dosen't hold up he'll have to find a new hood. He sand blasted it and thats what ruined the hood. Any where he hit the underside of the skin it pulled the skin down and made the top panel waves.
Yep, frigging sand blasting, this is why I warn people about it, it can REALLY do some damage.
those are the worst and hardest to detect. In other words, the small areas that are adhered to the shell still give it the arch it needs but what surrounds sags. Those are absolutely the hardest to deal with and are a headache.
We just had a new year one hood and it looked great coming out of the box. It was exactly what you are describing but new, if you can believe that. It got mud almost covering the entire surface and primed twice....keep in mind this was a brand new hood.
A new AM hood at the shop for my bosses Chevelle.
if only customers knew what it "really" means to use aftermarket parts on a hotrod.
LOL,customer says...... I got a brand new front end on my 69 camaro ....IT'LL BE EZ TO PAINT....HOW MUCH.....HUH,1500.00 ??????
dont do any bodywork just paint it...
Body shop....bring me the pieces and I'll paint it for 300.00
Customer....Sounds like a deal
two weeks later......customer says.... hey remember me ? you painted my camaro nose, well can you get it bolted on and painted again?????
WHAT!!!!!! 3,000.00 but you said 1,500.00 before I screwed it all up......
tell him next time his only job is to put in the rubber stops for you. I think that's right up his alley. man, I feel sorry for those type of guys. They're just doing what any of us would try in saving money. Just got a little too balsy for his own good. :D
|All times are GMT -6. The time now is 11:56 PM.
Powered by vBulletin® Version 3.8.7
Copyright ©2000 - 2017, vBulletin Solutions, Inc.
Search Engine Optimization by vBSEO 3.6.0 PL2
vBulletin Security provided by vBSecurity v2.2.2 (Pro) - vBulletin Mods & Addons Copyright © 2017 DragonByte Technologies Ltd.
Copyright Hotrodders.com 1999 - 2012. All Rights Reserved.


text:
Good morning on this fine day after Christmas! I hope everyone had a wonderful holiday. For me, it went as quickly as it came. I must be getting older. LOL! Don't you remember as a child it seemed like an eternity until the big day. Well one thing you won't have to wait for is playing with our current challenge - ANYTHING GOES!!
As always, our designers are back with some fabulous inspiration.
Dangina uses Swiss Pixie Elf Lucy
Deanne uses Swiss Pixie Cute Birgitta
Holly uses Mashi's Muffins Sweets
Maureen uses Sugarplums PJ Emma
Mimi uses Sweet November Evie
Natascha uses Mashi's Muffins Mrs. Claus
Sheri uses Heart Kiki La Rue
Yenni uses Swiss Pixie Umbrella Lula
If you decide to play with us here's what you need to know:
- Your project must include a stamp that is sold in the All That Scraps store. It will be deleted if not.
- Link up with Inlinkz by Jan. 1st. This challenge will run two weeks.
- Prize for this challenge is 5 C.C. Designs digi stamps of the winners choice
***InLinkz can be found on the original post below***


text:
On the Town
Chris Metz, the Portland Beavers' PR guy, confides that P-town's Triple-A baseball team is down to the wire in its quest for the real Bob L. Head. … After a nationwide search, the list has been narrowed down to entrants from Evansville, Ind.; Vallejo, Calif.; and Maquoketa, Iowa - all, of course, named Bob, Robert or Roberto L. Head. … Metz says the winner will get a bobblehead doll in his likeness plus an all-expenses-paid vacation in the Rose City. No wonder everyone's clamoring to get in. … Angela Oswalt, the police clerk who released all those torrid e-mails from her affair with former Chief Derrick Foxworth, may have chosen not to pursue her lawsuit, but we probably haven't heard the last of the matter. … Angela's girlfriends now are reportedly urging her to write a tell-all book. 'After all,' Oswalt says, 'there are two sides to every story.'… Does this mean we'll get to read her e-mails this time, and not just Derrick's? 'I wouldn't be a bit surprised,' Oswalt says.
• • •
Former Portland Buckaroo Mike Donaldson burst into the Kingston Bar and Grill one afternoon last week with a big smile on his face and an American flag stuck in his breast pocket. … Seems the former tough guy, who arrived here from Canada in 1962 to play for the local hockey team, had just come from being sworn in as an American citizen. 'Well, better late than never,' said Kingston owner Gary Jondahl, before buying them both a few American beers to celebrate the occasion. … You won't see their names here, but last week four of the mayor's biggest supporters were having lunch at a downtown restaurant - and the subject of conversation was how in the world a politician with an approval rating of 65 percent to 70 percent in the polls could be making such a botch of things. … Potter's top issue, charter reform, is going down the tubes in next month's election. And his so-called VisionPDX, which already has cost $1 million, is proving to be an even bigger waste of time. Ouch.
• • •
Condos for the rich? Not so fast, says South Waterfront developer Homer Williams. … The way he has it penciled in, he says, is that a lot of single moms with children will be able to afford to buy places there because they won't have to have cars. … Make sense to you? Me neither. … For starters, how are they supposed to go shopping or get their kids to school? … So will someone please tell me why certain members of the City Council, most notably Randy Leonard, keep repeating it as if it did? … Readers want to know how I could possibly have failed to include actress Sally Struthers on a list of Portland notables who deserve their own commemorative plaques here in P-town. As usual, they've got a point. … The Grant High alum, who co-starred in the '70s hit 'All in the Family,' can still be seen on network TV in the 'Gilmore Girls.' Plus, there are those memorable nude, or nearly so, scenes from 'Five Easy Pieces' and 'The Getaway.' … Whoever ends up designing the plaques obviously has some delicate decisions to make, and we wish them all the best.


text:
|Featured Blog Entries
How to Clear Error Messages from the "My Requests" Queue in Smart Cloud Orchestrator
Greg Boss 270000977A Visits (1901)
This video aimed at administrators and end users who want to clear error messages from the "my requests" queue in Smart Cloud Orchestrator.
This queue is important because it shows a history of all your completed cloud requests, as well as those that generated warnings or errors. If there are too many errors listed this can make the queue unwieldy and less useful. It's a good practice to clear the errors and warnings from the queue which have already been resolved. Hope you find it helpful.


text:
Search Results
Keywords: Katahdin
Historical Items Showing 3 of 150 View All
Item 26062
Katahdin Ironworks Furnace, 1966
Contributed by: Maine Bureau of Parks and Lands
Date: 1966-07-05
Location: Katahdin Iron Works
Media: Photograph
Item 26047
Katahdin Ironworks Furnace Restoration, 1966
Contributed by: Maine Bureau of Parks and Lands
Date: 1966-09-13
Location: Katahdin Ironworks
Media: Photograph
Item 10823
Contributed by: Maine Historical Society
Date: 1923-08-24
Media: Photographic print
Exhibits Showing 3 of 10 View All
Named for the two largest things in Maine at the turn of the 20th century, Mt. Katahdin and Granger of Stetson, were known as the Largest Oxen in the World. Unable to do farm work because of their size, they visited fairs and agricultural events around the Northeast.
Visitors to the Maine woods in the early twentieth century often recorded their adventures in private diaries or journals and in photographs. Their remembrances of canoeing, camping, hunting and fishing helped equate Maine with wilderness.
After the canoe, steamboats became the favored method of transportation on Moosehead Lake. They revolutionized movement of logs and helped promote tourism in the region.
Sites Showing 3 of 7 View All
John Martin (1823-1904) of Bangor began in 1864 looking back at his life, family, business and recreational experiences and recording those events and thoughts -- with narrative and illustrations -- for his children. Martin called himself an "expert accountant," but he was interested in architecture, dance, fashion, gardening, politics, business, religion, and the world around him.
View collections, facts, and contact information for this Contributing Partner.
View collections, facts, and contact information for this Contributing Partner.