text:
I Had Genital Warts 5 Years Ago, All Cleared Up Yrs Ago, Now Im Pregnant, Will This Cause Any Problem?
is the hpv all gone from my system?
is the hpv all gone from my system?
If you haven't shared your past HPV condition information with him/her, please do so, like, yesterday. God forbid that you have an outbreak. Pregancy brings many hormonal changes possibly bringing the warts about. The virus can be transmitted to your child. Your obstetrician can answer this question for you, and address any and all concerns you may have. Remember, it's not about you now, it's about you and your child. So get with the program and call your Dr.
No…its never all gone… it is a virus… however it can go dormant in your body and you may not get any symptoms… but you still need to tell your doctor.. because those sneaky things like to come out when you are stressed and your body is out of whack (i.e. being pregnant)…so let your obgyn know… but i wouldn't worry too much about it.
Shouldn't you be telling this to your dooctor?
You can never really tell. It is something that can go dormant and come back years later. If you have had no signs, and have had all normal paps, you should be ok. I would mention it to your doc though just to make sure! Good luck.
It shouldnt be a problem. Usually women BREAK OUT when they are pregnant because that's when their immune system goes crazy. Depending on your doctor, is it that he/she will determine if they should remove the warts. Most doctors wont remove them because they say after birth they will go away… they will remove them if they are too big in the birth cannal for 2 reasons… One b/c when the baby comes out they will bleed severly and/or they might be too big and baby cant come out. They will remove them or you will have a c-section. Will it affect the baby? it is RARE for the mothers to pass it down to the baby.


text:
Too Few Homeless Students Appropriately Placed, City Concedes
With more than 18,000 homeless children in New York City shelters last fiscal year, City Council members on Tuesday questioned three city agencies about how they are working to ensure that homeless children have access to the same public education as other students.
Students in temporary housing tend to lag behind their permanently housed peers in academic performance and graduation rates. They also suffer more socially and emotionally, according to the group Advocates for Children of New York.
Kathleen Grimm, the deputy chancellor for operations in the Department of Education; Seth Diamond, commissioner of the Department of Homeless Services, and Deborah Harper, assistant commissioner in the Department of Youth and Community Development, testified on how their agencies were implementing the McKinney-Vento Homeless Assistance Act.
Among other provisions, the law requires that students who enter homeless shelters be allowed either to remain in the same school that they were attending before moving into a shelter or to enroll in any school near the shelter that the student is eligible to attend.
Council members said the city agencies were failing students when it came to fulfilling the act's provisions.
The Department of Homeless Services acknowledged data from advocacy groups that said that only about 35 percent of families who came through the shelter system were being placed in the district where their youngest child attended school.
"We want to do better than 35 percent," Mr. Diamond said. "It is too low."
Mr. Diamond added that the department was often constrained by availability in the shelter system, or by a parent's choice to move a child from a school.
Council members also questioned the department's inability to provide transportation for many students on Department of Education buses. Young children, they said, cannot always take a public bus or subway to school because parents are not always able to accompany them.
Mr. Diamond said the Department of Homeless Services and the Department of Education were now sharing information, and that his office had obtained access to an online system that gives the address of a child's school.
Under a city pilot program, Operation Start Strong, Stay Stronger, the Department of Homeless Services and the Department of Education also now share student-level information, such as shelter assignments and school attendance information.
But council members at the meeting, including Robert Jackson, Lewis A. Fidler and Annabel Palma, pushed the departments to provide better services to homeless youth and their families, set goals and provide more data to the City Council.
"We're doing a better job than we did last year, and not as good a job as we'll do next year," said Ms. Grimm, the deputy schools chancellor.

subset: commoncrawl


text:
A modern and comfortable room located in the happening Metro, right beside Okada Manila Casino Resort. Only five minutes to the Mall Of Asia and 15 minutes to Makati CBD and Fort Bonifacio. Taxi hotlines posted in rooms because we don't like guests to walk, we like to pamper.
Upgrading all WiFi access to serve guests better, there is now an area specific Wifi installed for faster connection! Daily air-cond use is free.
It is located in the upscale Marina neighbourhood beside Pagcor City. Round the clock security is provided. Security guards are trained regulary including proper approach to guests.
Solaire Resort and City of Dreams are alsolocated right next to our condotel. Affordable luxury and ideal for longer stay. Presently operating seven rooms in the same condotel. Many thanks to guests' reviews, all are taken seriously to serve you best.
- Air-conditioning
- LCD TV, cable TV & DVD
- Big bed
- Quality bedding
- 2 extra beds
- Kitchen with complete utensils, cookware & equipment
- Refrigerator
- Private toilet with temperature control power shower
- WiFi / unlimited internet access (SMART)
- Taxi Hotlines posted in every room & sprinkler system
Condo facilities:
- Swimming pool
- Breathtaking viewing deck
- Air-Cond
- Cooking Allowed
- Internet
Map / Directions
Burgundy Mckinley Tower,
Pacific Avenue,
Metro Manila.
AvailabilityClick on date to select / unselect
Daily Rental
PhP 1,088.00(PhP 1,000.00 deposit)
Weekly Rate
PhP 1,077 / night(min 7 nights)
- Minimum 1 Night
- Maximum 3 Guests
Rental Type
Room - Budget Hotel
Also from this host:
- Value Condotel Beside Greenbelt Area - PhP 1,288.00


text:
A Framework for Software Product Line Practice, Version 5.0
Starting Versus Running a Product Line
Many of the practice areas in this framework are written from the point of view of describing an in-place product line capability. We recognize that the framework will be used to help an organization put that capability in place, and ramping up to a product line is, in many ways, different than running one on a day-to-day basis.
We felt it was important to describe the end or "steady state" so that readers could understand the goals of the product line approach. However, to address the issues of starting (rather than running) a product line effort, see the "Launching and Institutionalizing" practice area and the SEI Adoption Factory pattern [Northrop 2004a].


text:
laminate under refrigerator
I just installed a new laminate floor in our kitchen and we purchased a new refrigerator and installed it as well. There is a loud vibration coming from the floor. Any ideas as to how to fix it? I'm going to make sure the fridge is good and level but I'm almost positive it is...Just looking for suggestions...
sounds like ther is more wieght on three legs of the fridge than the other one. Make sure all 4 legs are in solid contact with floor, and check to see if the water supply line to icemaker is laying on the floor and causing the noise.
Thanks, wire twister, I'll check those things...
This has happened to me once before and believe it or not it was the laminate vibrating on the 1/4 round I installed. The fridge was just heavy enough to drop the floor to where it was vibrating with the fridge motor.
Guess it drove the homeowner insane enough for just one night
|All times are GMT -5. The time now is 04:29 PM.
vBulletin Security provided by vBSecurity v2.2.2 (Pro) - vBulletin Mods & Addons Copyright © 2017 DragonByte Technologies Ltd.
User Alert System provided by Advanced User Tagging (Pro) - vBulletin Mods & Addons Copyright © 2017 DragonByte Technologies Ltd.


text:
#1 Ranked Children's Hospital by U.S. News & World Report
MyPatients provides referring primary care providers with secure access to their patients' information.
Boston Children's has launched the world's 1st program dedicated to offering hand transplants to children who qualify.
Innovation insider is a semi-monthly e-newsletter analyzes innovations at Boston Children's, other academic medical centers and from industry.
Read the latest blog by a Boston Children's doctor, clinician or staff member.
There are many ways you can help children and their families get the care they need.
I've worked at Boston Children's Hospital for more than a decade, and I'm still inspired every day by the hope and strength I see on the faces of our patients and their families. As Boston Children's navigates a challenging and evolving healthcare landscape I draw on that inspiration and determination, especially when some healthcare discussions seem to imply that cost is the only measure of a hospital's worth.
At Boston Children's value means more than just dollar and cents. It means being treated by pediatric experts—doctors, nurses and support staff—who understand that children are not just small adults and their care needs to reflect that fact. It's a commitment to care and innovation that produces programs like the Home Hydration Program, which gets kids with cancer out of the hospital and back at home for part of their treatment, or our Community Asthma Initiative, which helps children with asthma have fewer attacks so they miss less school and their parents can stay at work.
And for thousands of families throughout Massachusetts, there's value in knowing that you don't always have to come to Boston to see Boston Children's doctors and nurses. We have established partnerships with hospitals and care centers throughout Eastern Massachusetts, which brings Children's pediatric expertise closer to home for families outside the Boston area.
As part of our ongoing efforts to provide our families with affordable, high quality care I am pleased to announce that we have signed an innovative new contract with the state's largest health insurance provider, Blue Cross Blue Shield of Massachusetts (BCBSMA), which includes several "first in the nation" pediatric-specific quality measures.
We believe this contract will help us improve the quality and effectiveness of the care we provide to our families with BCBSMA while keeping our costs well below medical inflation. It also continues our significant efforts from the last three years, during which we have voluntarily given back approximately $170 million to insurers, both to reduce costs to individual patients and to invest in more than 200 hospital projects designed to improve quality, increase efficiency and reduce unnecessary utilization.
And while the new contract is a wonderful way to usher in 2012, it comes on the heels of a very successful 2011. Last year Boston Children's Hospital:
As far as I'm concerned, the greatest indication of Boston Children's value is the trust of the parents who place more than 500,000 children in our care each year. Whether they come to us from around the block, or the other side of the world, Boston Children's takes great pride in knowing that every patient who comes through our doors will receive the same level of world-class care that has made Boston Children's a leader in pediatrics for more than 140 years.
We are grateful to have been ranked #1 on U.S. News & World Report's list of the best children's hospitals in the nation for the third year in a row, an honor we could not have achieved without the patients and families who inspire us to do our very best for them. Thanks to you, Boston Children's is a place where we can write the greatest children's stories ever told."


text:
Automate your lead management and sales forecasting for only $14.95 per month after a free 30 day trial (no credit card required). Azurepath can be learned in minutes and works the same on PCs and mobile devices. Leads, Constant Contact campaigns, and email communication are managed in a visual queue that eliminates scheduling and tasks. Automated performance trends eliminate the need for running manual reports. Automated sales and cash forecasting eliminates worry when making key business decisions.
To learn how to set up the Constant Contact integration, click here.
$14.95 per user, per month. 30 day free trial with no credit card required.
3 Sophie LaneDurham, NH 03824
(866) 333-2007
Was this review helpful to you?
1 of 1 people found the following review helpful:
DonorPerfect provides a complete fundraising and donor management software solution to help your nonprofit reduce your workload and build relationships with your constituents.
Grow your business with online appointment scheduling
Generate leads using quizzes - Interact makes it very simple to set up a quiz and begin collecting emails in less than five minutes


text:
Onlinefwd.com Description
Onlinefwd.com is a low quality search engine that claims to deliver the same services as legitimate, trustworthy search engines like Google, Bing and Yahoo. However, Onlinefwd.com has been blacklisted by many security programs because of its association with browser hijackers and known online scams. Although Onlinefwd.com itself does not contain malicious content, malware is used to redirect computer users to Onlinefwd.com and search results on this low quality search engine can lead computer users to websites that do contain malicious content. The fact that Onlinefwd.com uses a low quality layout with clicked stock photo pictures, cluttered design and obvious grammar and spelling mistakes should hint computer users about the low quality of Onlinefwd.com. If your Web browser is visiting Onlinefwd.com repeatedly on its own, then it is likely that your computer has become infected with malware. These kinds of PC threats, known as browser hijackers, can be downright annoying and eventually expose your computer to more dangerous forms of malware.
Browser hijackers are used to force a Web browser to load the Onlinefwd.com website repeatedly. Most of the time, these browser hijackers are installed after downloading a freeware program. They often take the form of a Web browser extension or toolbar and are installed inadvertently by the computer user. Removing these kinds of extensions is the first step in getting rid of Onlinefwd.com redirects. Once this is done, you should use a reliable anti-malware program to scan the infected computer in order to assure that your machine has not been exposed to malware due to Onlinefwd.com redirects.
Apart from Onlinefwd.com redirects, browser hijackers can cause a variety of other symptoms. These include the following problems:
- A browser hijacker may often have a negative effect on a computer's connection speed and performance.
- Browser hijackers may expose your private information, allowing marketers to track your online activity in order to deliver advertisements.
- Browser hijackers are associated with pop-up windows, unwanted advertisements and fake error messages.
Infected with Onlinefwd.com? Scan Your PCDownload SpyHunter's Spyware Scanner
to Detect Onlinefwd.com * SpyHunter's scanner is only for malware detection. If SpyHunter detects malware on your PC, you will need to purchase SpyHunter's malware removal tool to remove the malware threats. Read more on SpyHunter. If you no longer wish to have SpyHunter installed on your computer, follow these steps to uninstall SpyHunter.
Security Doesn't Let You Download SpyHunter or Access the Internet?
Solutions: Your computer may have malware hiding in memory that prevents any program, including SpyHunter, from executing on your computer. Follow to download SpyHunter and gain access to the Internet:
- Use an alternative browser. Malware may disable your browser. If you're using IE, for example, and having problems downloading SpyHunter, you should open Firefox, Chrome or Safari browser instead.
- Use a removable media. Download SpyHunter on another clean computer, burn it to a USB flash drive, DVD/CD, or any preferred removable media, then install it on your infected computer and run SpyHunter's malware scanner.
- Start Windows in Safe Mode. If you can not access your Window's desktop, reboot your computer in "Safe Mode with Networking" and install SpyHunter in Safe Mode.
- IE Users: Disable proxy server for Internet Explorer to browse the web with Internet Explorer or update your anti-spyware program. Malware modifies your Windows settings to use a proxy server to prevent you from browsing the web with IE.
If you still can't install SpyHunter? View other possible causes of installation issues.


text: Check out DJ Rossstar's Punk Rock Show this Wednesday, January 26th 2005 7-8pm PST. Aaron will be calling in to do a live over the phone interview and you can send questions for him by IMing IdobiRStar. To hear the show live go to www.idobi.com/radio/ and for more information on the show itself check out www.djrossstar.com


text:
Cisco Antes Up for IBM Networking Business Bill Mann (TMF Otter) (TMF Otter)
September 1, 1999
IBM (NYSE: IBM) said yesterday that it has dealt its network equipment business to Cisco (Nasdaq: CSCO) in exchange for $2 billion and an agreement for IBM to supply customer service support and key parts to the Internet giant.
According to The Wall Street Journal, sources familiar with the deal say that Cisco will pay IBM about $300 million for its intellectual property, with the remaining funds being allocated for a five-year service contract.
The deal is a blockbuster for IBM, which will receive the aforementioned $2 billion in exchange for a loss leader division's intellectual property and customer base. IBM's network equipment component no longer fits with the company's new strategy of selling key parts and services to more nimble equipment providers in the networking arena.
In addition to the equipment sale, IBM announced that it obtained a contract from Cisco to provide parts and service support to Cisco's customers. According to Reuters, IBM will derive revenues on this contract estimated to be in excess of $3 billion.
The companies have a long history of co-developed products and services, but IBM's network hardware activities have been a sticking point blocking closer cooperation. Selby Wellman, Cisco's Vice President for Interworks Business Division, stated that the transaction has the effect of "removing a major constraint from the two companies doing everything together."
On the surface this would seem like a lopsided deal in favor of IBM, since it receives the cash for killing off a struggling division. But Cisco receives in return a slate of benefits that should quickly make its cash outlay seem like a bargain.
For starters, Cisco has bought out one of its major network hardware competitors, with top-line revenues in excess of $450 million per year. More importantly, Cisco can now farm out some of its technical support to IBM for network installations, an area that Cisco has sorely wanted to augment. Finally, by removing this obstacle, Cisco can more openly and fully integrate its networking technology with IBM's expertise in super computers, chipsets, and support services. The synergy between the two companies could add billions of incremental revenue for Cisco.
IBM on the other hand will gain access to the full customer base of a more agile partner. Over the last two years, IBM has been increasingly aware of the loss of revenue it has endured as other companies took advantage of the breakthroughs coming out of IBM's research and development efforts. This transaction signifies a greater willingness by IBM to recognize the potential of having its components and intellectual property utilized by other companies, rather than trying to release its own branded product.
By dealing its network hardware division to Cisco, IBM opens itself up to parts and service supply to Cisco's entire roster of customers. IBM is betting that the $300 million in cash it receives for the transaction will pale in comparison to the future revenue stream it will derive as a result.
In a related story, news of the deal rocked the stock of MMC Networks (Nasdaq: MMCN), which fell almost 40% before being halted for the day by Nasdaq pending a statement from MMC. MMC made a statement that it expected negligible sales to IBM in 2000, down from 25% of MMC's total revenues.


text:
Patch E released, for version 2013 18.104.22.16890
Patch E released, for version 2013 126.96.36.19990
20.12.2012 20:38
Post #1
Global Moderator
Group: Global moderators
Posts: 29033
Joined: 7.04.2005
Hotfix/patch E has been released to the servers.
As usual it will take a while until everybody gets it as it will be a gradual release, so don't get frustrated just because you do not see it already even after doing a manual update and a reboot.....which is what it will make any patch/hotfix that has been downloaded go into effect....a reboot. Most will get it by tomorrow thats usually how i get the patches served...the day after i see the first reporting that they got it.
Changes since last patch or as some would call it program update:
Patch E
This post has been edited by Don Pelotas: 21.12.2012 20:04
Errare humanum est
21.12.2012 13:54
Post #2
Group: Global moderators
Posts: 1009762
Joined: 14.06.2007
When you do receive the patch E for version 2013, please do two reboots and then see Settings > fourth cardboard box icon > compatibility > uncheck Concede Operating System resources at computer startup > Ok > reboot.
The second reboot after the patch is received will cause this setting to be enabled, even if this setting was disabled before the patch was received.
Question: "Should this setting be enabled, or disabled?"
Answer: Quote from the Help file: "If the check box is selected, the startup of Kaspersky Internet Security is postponed for a while to allow the operating system to boot faster.
We recommend that you avoid using this mode, since in this case Kaspersky Internet Security does not scan network connections that had been established before the application was started. For example, Kaspersky Internet Security will not intercept actions of malicious programs that receive or transmit data at the operating system's startup; it will not control messaging over IM clients, either.
If the check box is cleared, Kaspersky Internet Security starts together with the operating system."
Please see the Important topics, located at the top of this section, and at the top of other sections of this forum.
23.12.2012 10:59
Post #3
Group: Global moderators
Posts: 1009762
Joined: 14.06.2007
To avoid posting duplicate content in multiple topic threads, this one is temporarily closed.
Posts were moved to here: http://forum.kaspersky.com/index.php?showtopic=251937
Please see the Important topics, located at the top of this section, and at the top of other sections of this forum.
|Lo-Fi Version
|Time is now: 28.06.2017 00:40


text: [ { "catentry_id" : "340169", "Attributes" : { "Colour_White":"1" }, "ItemImage" : "/wcsstore/StorefrontAssetStore/images/NoImageIcon.jpg", "ItemImage467" : "/wcsstore/StorefrontAssetStore/images/NoImageIcon.jpg", "ItemThumbnailImage" : "/wcsstore/StorefrontAssetStore/images/NoImageIcon.jpg" } ] Cookshop Disposable Icing Bags £1.49 was £2.99 save £1.50 Qty (1) Qty (2) Qty (3) Qty (4) Qty (5) Qty (6) Qty (7) Qty (8) Qty (9) Qty (10) Qty (11) Qty (12) Qty (13) Qty (14) Qty (15) Qty (16) Qty (17) Qty (18) Qty (19) Qty (20) Add to basket × Your item has been added to basket Your items have been added to basket One line title Qty%(quantity)s %(price)s Continue Shopping Checkout Share Cookshop Disposable Icing Bags Cookshop Disposable Icing Bags is rated 2.0 out of 5 by 3. Rated 1 out of 5 by Luvjamaica from Don't buy! Went to use it the first time and before I'd even piped one rosette the bag spilt and I had icing everywhere. The bag had spilt right down the side, it's complete rubbish. Date published: 2013-07-01 Rated 1 out of 5 by Cupcake Lover from I wouldn't buy again! I'd been looking for some disposable piping bags without having to order online for delivery- these fit the bill and I was really surprised by the price. However, now having had tried to use them 3 times I see why they are so cheap. I've thrown the remaining bags away- 3 times I've been covered in icing after the bag has split as I applied pressure. I'm going to spend that little bit more and order some online. Date published: 2013-01-05 Rated 4 out of 5 by Snortly from Very useful The second box that I've had as the first was so useful, great value and easy to use. Date published: 2015-12-28 y_2017, m_6, d_23, h_7 bvseo_bulk, prod_bvrr, vn_bulk_1.0.0-hotfix-1 cp_1, bvpage1 co_hasreviews, tv_0, tr_3 loc_en_GB, sid_1000030318, prod, sort_[SortEntry(order=HELPFULNESS, direction=DESCENDING), SortEntry(order=POSITIVE_FEEDBACK, direction=DESCENDING), SortEntry(order=SUBMISSION_TIME, direction=DESCENDING)] clientName_dunelm


text:
[Date Index]
[Thread Index]
[Author Index]
FullSimplify and out of memory
I am having trouble with FullSimplify.
When I try FullSimplify for an equation that includes Exp, Sin, Cos, Sinh
and Cosh, system becomes very busy and finally kernel is terminated with a
message "out of memory."
The only application running is the Mathematica.
The variables I am handling are all real.
Does some one have any good idea for my trouble?
(In my feeling, Simplify with Math v2.2 on Win3.1was slow but working well
and could obtain simplified results.)
I am running Mathematica v.5.0.1 on WinXP pro SP-2.
CPU: Pen4 3.2GHz
HDD: 80GB (primary), 250 GB(secondary, 200 GB specified as virtual memory)


text:
This vitality boosting wonder tonic (sipping vinegar) adds great flavor to cocktails, mocktails, marinades & dressings. Plays well with gin, rum, bourbon, tequila, and vodka
Key Ingredients: Applie-Cider Vinegar, Persimmons, Lavender, Raw Colorado Honey
Cocktail Recipes: Grey Garden
Our very first and best selling bitters inspired by our team's roots in India. Close your eyes and let the earthy, warming, and aromatic world of Golden envelope you. A velvety mouth feel with a bright and bitter tannic finesse, Golden brings deep spice to anything from water to whiskey.
Botanicals: Turmeric, cardamom, sassafras, Cinnamon
Benefits: Anti-inflammatory, antioxidant, more...
Pairings: Whiskey, bourbon, gin, tequila, tea, bubble water
Embodying the heady and mystic history of cacao, our Amores swirls around your senses reminding you of how the world fell in love with chocolate. The most delicious and dynamic chocolate bitters you'll ever taste with herbal notes of bitter cherry bark and rose petal, vegetal elements of milk thistle, and hints of almond.
Botanicals: Cacao nib, vanilla bean, milk thistle
Benefits: Antioxidant, libido, lowers blood pressure, more...
Pairings: Bourbon, champagne, vodka, tequila, tea, bubble water
Cocktail Recipes: The Switchback, Sazerac Variation, Willet Happen, Chocolate Old Fashioned, Wild Widow
Fire Tamer presents the essence of bright heat but with a powerful depth of flavor. A vivid and luminous bouquet of citrus concentrated with the precision of ginger spice, you may just start putting this in everything from green tea to tequila. Ginger lovers rejoice!
Botanicals: Ginger, lemon, clove, fennel
Benefits: Calms heart burn and indigestion, relieves nausea and motion sickness, more...
Pairings: Gin, vodka, whiskey, tea, green tea, bubble water
Cocktail Recipes: The Summit Cocktail, Bottom of the Barrel


text:
see you there fambs
I really like Machado too.
Hopefully just a sprain, Manny is gonna be crucial to our defense going into the post season
NikeTalk is NOT affiliated with Nike Inc. in any way, shape, or form.
All opinions expressed herein do not reflect those of Nike Inc.


text:
exhaust to quiet
View Single Post
Officially Welcomed to the 'Fest
Location: Vista, CA
Join Date: Jan 2012
Posts: 1,125
Mein Auto: 2001 530i
View My Garage
Originally Posted by
no one on here has an s52 so we cant tell you how it ill sound. but I will tell you this. if your car looks like a basic stock e39 and your exhaust is loud I think I would laugh I your car if I randomly saw you. I would make my car look like a nice fast car before making it sound like one. my m54 has a electronic cutout valve and at the flip of a switch I have a straight pipe from the cats down. its loud as hell and has an amazing tone. and man does it turn heads. but again man I wouldn't want a loud car if doesn't look like it should be loud...
Also you basically described EVERY Honda out there. The 530i is by no means fast, you can make it look "fast" and sound "fast" but in reality it is not and will be a rice car. Most of the new eco cars will **** on stock E39's throughout all the models but with a dead silent exhaust note.
My CCV delete/catch can conversion!
View Public Profile
Find all threads started by eparayno
Find all posts by eparayno
View My Garage
Add eparayno to Your Ignore List


text:
The paragraph below is right out of the manual for my new SR9c:
The SR-SERIES pistols are compatible with all factory ammunition of the correct caliber loaded to U.S. Industry Standards, including high-velocity and hollow-point loads, loaded in brass, aluminum, or steel cartridge cases. No 9mm Parabellum or .40 S&W ammunition manufactured in accordance with NATO, U.S., SAAMI, or CIP standards is known to be beyond the design limits or known not to function in these pistols.
My question is, are +P and +P+ ammunition considered/also known as high-velocity; i.e. can I shoot them in my SR9, or can I only shoot 9mm ammo thats labeled 9mm Parabellum/Luger/NATO/High-velocity??
Thansk in advance for your help!


text:
|Patriots Look Poised For Another Super Bowl Run
|Bruins Trade For Drew Stafford
|Black and Gold Bruins Turn Yellow On Parade Day
|Inconsistency Will Continue For Bruins Unless A Change Is Made
Never had there been a game in Boston University's 101 years of men's basketball history where two Terrier teammates scored 30 points a piece in the same game. That statement was true until Saturday against the University of Hartford, where two men finally accomplished this feat. Junior John Holland and senior Corey Lowe scored 32 and 31 points respectively, leading BU to an 84-70 victory at the Hawks' home gym in West Hartford, CT.
The Hartford Hawks have been struggling all year falling to 2 – 13 (0-3), and have yet to find their rhythm on both sides of the ball, especially since point guard Andres Torres left the Kentucky game several weeks ago with a knee injury. Team leader and sharpshooter Joe Zeglinski, was blanketed by Corey Lowe's defense throughout the game. Coach Pat Chambers knew that if Zeglinski had openings, he could knock down shots and single handedly carry his team to victory. Zeglinski was hounded by Lowe and Strong all game long, only attempting six shots and finishing with two points, well below his season average of 15.5.
Lowe and Holland Put on an Offensive Show
Corey Lowe came storming out of the gates, hitting on all cylinders and scoring eight out of BU's first 11 points. Holland mirrored Lowe's offensive display, with his array of dazzling dunks and outside jumpers. At one point during the game, Holland, Lowe, and Sirutis were the only Terriers to find the scoreboard, but BU still managed to lead by double digits. The tiny Hawk faithful (250 fans) bowed their heads in disappointment as Hartford's early 17-13 lead was short lived.
Hawk fans still recall the offensive onslaught that Holland put together in 2008 at Case Gym, where he started the game with ten straight, and finished with 38 points, the ninth best scoring output in BU history. Carlos Strong carried BU during the second half of play, opening with a three pointer, and also playing stifling defense with two steals. The lead ballooned to as large as 15 early in the half, but BU could not put Hartford away. Hartford bench players Joel Barkers and Ryan Baker kept the Hawks in the game going 10-14 from the field combined, including 3-3 from beyond the arc. Freshman Charles White's jumper trimmed the lead to six, with eight minutes to go in the half. Coach Chambers, seeing his team in disarray, called an immediate timeout, setting up an open three pointer for Strong, which found nothing but the bottom of the net.
BU never looked back from this point, and used their sharp free throw shooting to seal the victory. BU improves its record to 7-8 (2-1) and will be set to play UMBC at Case Gym on January 12th.
Tags: Boston University, College Basketball, Corey Lowe, Hawks, John Holland, scoring record, University of Hartford


text:
Medical Grade Power Supplies
Product Announcement from MPS Industries
MPS Industries designs, manufactures, and distributes a wide range of standard and custom power supplies, including Medical grade, AC-DC open frame, external desktop, linear, and ATX power supplies, as well as DC-DC converters.
Medical Grade Power SuppliesAll of our switching power supplies incorporate universal inputs, with switching topologies from flyback, forward converters to the latest resonant switching techniques.
MPS Industries also offers a wide range of input and output plug configurations for our external and linear power supplies. Whatever your power supply needs, contact MPS Industries to find the right products for your projects.
Part Saved
Save Part
For more information:
|More Info


text:
|Property type
|Minimum Stay
|2 - 7 nights
Our two shore-front cabins on Great Pond in Franklin, Maine provide
an escape from the rush of modern life in a peaceful,
secluded setting in the beautiful Acadia region. A
return to a simpler life with the solitude of the Maine coast, woods,
and wildlife are part of the experience. Enjoy 55 acres of
privately-owned woodland with 4,500 feet of lake frontage on quiet
Great Pond. Listen to the loons, watch the sunset and enjoy the peace
and quiet of life in a more relaxed time.
Each cabin is private, clean and cozy with an open living/dining area,
a galley kitchen and bathroom. The Log cabin has one bedroom on the
first floor and a sleeping loft on the second floor. The Shingle
cabin has 2 bedrooms on the first floor. The porch looks out over the
water with spectacular views of the sunset.
My wife and I spent the long holiday weekend and loved every minute. The cabin is charming; all the amenities you would need. View of the pond from the bedroom window was a "good morning" bonus. Close to hiking and bike trails. Did some fishing and visited Acadia. Nick and Cathy are such warm hosts. I can't wait to go back again next year.
We enjoyed planning our stay with Cathy. Nick came right over when we arrived to tell us about the wood burning stove and ample supply of wood. The cabin is spotless and situated with wonderful views of Great Pond, where we sat every morning to have our coffee. We planned this trip to attend the Annual Star Night Event at Acadia on the top of Cadillac Mtn which was phenominal with 50 amateur astronomers set up to allow you to view so many stars, galaxies, moons....just incredible and well worth the trip. The kitchen is complete as long as you can handle washing dishes, which is an art we learned as kids, so we were fine. Neither of us minded not having TV but the lack of access to news was frustrating for us. There is occasionally 1 bar of cell service, but not enough to read or download our e-newspapers, so we caught up whenever we were in the car. We were amazed at the total silence outdoors. It was abnormally cold (40 at nite plus strong winds) for the time we were there and figure the birds must have flown south. Overall we really enjoyed our stay. A couple of things we know now which we didn't know when booking for consideration:
1. The heat from the wood stove is not vented into the bedrooms. The stove is at the far end of the cabin from the bedrooms in a cabin with no open floor plan. We were cold at nite even using the fan Nick suggested to help push the heat and the extra blankets, so we did not sleep well.
2. The furniture is past it's prime....the couch is a sleeper, older and thinly padded now and the only other chair is a rattan chair with no back cushion. We brought books but it was tough to sit and read them without constantly trying to find a comfortable position.
3. We are used to a king size bed but are fine with a queen size. One bedroom has an old and very squeaky full size bed and the other has bunks with a full size bottom bunk. We tried to switch to the other cabin but it was booked. We tried to sleep in the full bed but ended up sleeping in seperate rooms, which did not help with the cold house at nite. I would bring a larger queen or king air mattress next time and move the living room furniture at night and rent during the summer, but this is a beautiful setting and the hosts could not be more pleasant.
We are four students from Germany, Austria, Switzerland and Italy and we spent a great week in this cabin. The cabin is perfectly located, within a short car ride you can reach all kind of places for all kind of activities: Hiking in the Arcadia National Parc, shopping and eating in Bar Harbor, playing minigolf, huge Walmart etc. The cabin is beautifully located at the border of a lake. When we came home from a long hike in the National Parc we took the canoe (included in the price) and went on the lake to watch the sunset and have a swim. The cabin is very clean and has everything you need to relax: Shower, well-equipped kitchen, fridge, comfortable beds, board games etc. Nick and Cathy are super friendly, they even invited us over to watch together formula 1 on a rainy day.
We highly recommend this cabin, we will for sure come back!
We rented both properties for an unforgettable week earlier this month. Our kids, dog, and friends thoroughly enjoyed pond, the cabin, and the beautiful land. We were comfortable in the cabin and enjoyed not having TV, cell phone access, telephone, or wifi. Most of our time was spent outside canoeing on the lake, swimming, and grilling.
Star gazing was a major plus here - so many stars! We even "canoed" at night under the stars. Nick and Cathy couldn't have been more helpful. They are a very nice couple always eager to please their customers. We highly recommend this property to those seeking a nature family retreat/getaway.
The cabin and lakefront were very peaceful with easy drive to Bar Harbor and Acadia National Park. If you want a busy vacation this as a great place to stay because it's easy to get to the attractions. If you want a peaceful vacation this is great because it's a quiet lakefront property with thihgs to do at your pace and timing. We were very impressed with the cabin, the property, the surroundings, the opportunity to be busy when we wanted to, relax when we wanted, and the property owners. Very nice property owners, and very helpful and knowledgeable about the area. The listing advertisement is accurate and true.
The only thing I have to say is that the listing indicates the only thing you really need to bring is towels. I would disagree. I would recommend you bring your family, your car, food, money(don't NEED much), pets and a camera. Just a little humor.
This place was wonderful and so were the property owners. we look forward to going back one day.
Great Pond provides swimming, boating, and fishing. A dock is available
for swimming and a canoe is provided with each cabin. Over a mile of
private shorefront and woodland trails are on the property. Wildlife
sightings include loons, eagles, osprey, otters, deer, beaver and moose.
There is easy access to the Downeast Sunrise Recreational Trail for
bicycling and walking.
Great Pond is located in the Bar Harbor/Acadia region and
is convenient to a wide variety of attractions and activities.
Nearby activities include hiking, golf, sea kayaking, day
sails and whale watching tours. Six lakes for boating,
swimming and fishing are within an easy fifteen minute drive.
Museums, miniature golf, waterslides and other amusements
are available. Attractions include:
Acadia National Park (23 miles)
Bar Harbor (26 miles)
Blue Hill (23 miles)
Ferry service to Maine Islands
Lamoine State Park (13 miles)
Schoodic Point (27 miles)
|Rate Period
|Weekend Night
My Standard Rate
Jun 17 2017 - Sep 15 2017
Changeover Day: Saturday
7 night minimum stay
Fall Off-season rates
Sep 16 2017 - Oct 31 2017
2 night minimum stay
|Kayak weekly rental
|Pet deposit (refundable)
|Kayak daily rental
9% Maine State Lodging tax is INCLUDED in the posted rates.
A 50% deposit is required to confirm a reservation. Deposits are nonrefundable upon cancellation. Payments can be made by check, money order, cash or Western Union. We do not accept credit cards.
The $35 per pet deposit is collected when you arrive and will be refunded if there is no pet-related additional cleaning or damage.


text:
I started my career creating stories for cinema and television. Later, I embraced the digital culture and I took a new, ever evolving, professional direction. The transition from broadcasting to "the Net" was quick and natural. My eyes are always on the emerging reality and I like to focus on techonological, innovative and deeply humanistic projects. I love to tell and teach what I learn through training projects and events related to the digital innovations. I am an effective problem solver, a communicator and a tireless researcher, hungry for information. I love exploring the digital culture, investigating its effects in everyday life and imagining possible future scenarios.
I'd like working in edutainment field, service design and lean consulting. I believe that people are the strength of all kind of organization and now I'm Certified Facilitator in the LEGO® SERIOUS Play® Method.
I am an optimist and I strongly believe in sustainability and collaboration between the genders.
My motto is "The weakness is a great thing, and strength is nothing." (A. Tarkovsky - The Stalker)
Profile Picture by Patrizia Pieri
Name:Paola Santoro
05/2016 - Present
LUISS LabGov ( LABoratory for the GOVernance of Commons)
01 / 2015 - Present
Facilitator and Service Designer
Business Consultant and Facilitator
Communication Strategy planning.
10 / 2013 - Present
Workshop Instructor
Workshop planning focused on Innovation Culture.
09 / 2012 - Present
Geek Café: Digital technologies and start-up.
2012 - Present
Webside designs and builds digital and social media marketing communication campaigns. Our aim is to help companies to develop the most suitable creativity for creating new value with digital platforms. The everything with the support of a proven network of technology partners that enables us to provide personalized and innovative services.
08 / 2010 - Present
Business Consultant, Communications Manager, Teacher and Trainer, Copywriter
Design, implementation and coordination of marketing campaigns. Business Process Analysis, Strategic design for the processes' and services' enhancement. Training for innovation culture. Web Content writing.
05 / 2014 - 07 / 2014
White Gallery
Management Consultant and HR Trainer
Strategic design for the services' innovation and for HR empowerment.
04 / 2010 - 04 / 2014
Girl Geek Dinners Roma
Co-Organizer Staff - Blog & Social Network
GGD organizes social events for exchanging and promoting technology, information technology and new media content related to female universe. Our aim is to stimulate conversations about topics that relate to new media and women.
09 / 2013 - 03 / 2014
Editor in Chief at Il Colophon
Il Colophon is a pop literary magazine edited by Simplicissimus Book Farm.
05 / 2013 - 07 / 2013
Rome City Manager - BeMyApp Weekend
Event Manger - BeMyApp WeekEnd is a three-day mobile app development competition taking place around the world. The event's goal is to foster a global community of entrepreneurs and to be a medium for team-formation and agile product development.
09 / 2010 - 04 / 2012
Creative Planner
Design and implementation of social media marketing campaigns.
06 / 2010 - 12 / 2011
Freelance Production Assistant
Production Assistant for the Italian shooting of the documentary "Ancient Worlds".
01 / 2011 - 09 / 2011
Telecom Italia
Donna Impresa - Content Editor
Donna Impresa is a Telecom Italia blog about the women's entrepreneurial success.
02 / 2008 - 01 / 2009
Einstein Multimedia
Assistant Planner
Schedule and breakdown sheets processing at AGRODOLCE TV Serie, produced by Rai Educational and Einstein Multimedia.
01 / 2009 - 11 / 2009
Einstein Multimedia Group
Assistant Producer
Creative Production Supervision at AGRODOLCE TV Serie, produced by Rai Educational and Einstein Multimedia.
2007 - 2007
Smile Production
Second Assistant Director
Shooting of the corporate advertising TEEWOO.
2006 - 2006
Planner Assistant
Schedule and breakdown sheets processing at SOTTO CASA TV Serie, produced by Rai Fiction and Videa.
2005 - 2005
Second Assistant Director
"INCANTESIMO 8" fiction.
2002 - 2005
Independent movie production companies
Assistant Director
Schedule and breakdown sheets processing.
2004 - 2004
Diva Production
Writer and Director
"TUTTI IN CORO" Short film.
2004 - 2004
Writer, Director and Producer
"LO SGUARDO DI NARCISO" - Theatrical pièce winner of the Best Director Award "SCHEGGE D'AUTORE 2004".
2003 - 2003
BLU Cinematografica
Second Assistant Director
IO NO - Feature film Regia di S.Izzo e R. Tognazzi.
Thank you for visiting my website. I look forward to hearing from you soon !Paola Santoro


text:
Follow Harriet on Twitter
About Harriet
- The Poetry Foundation's blog for poetry and related news.
- More about Harriet
- Contributors
- Archive
Posts Tagged 'Jeff Nagy'
Poets Should Have Lots of Feelings: Jeff Nagy Interviews Feng Sun Chen at BOMBLOG July 12, 2012: We are heartfelt and nonmortified by BOMBLOG's edition #19 of Phoned-In, i.e., this super gchat interview between poets Jeff Nagy and Feng Sun Chen. Right off, Nagy and Chen shed a little light [...]
Announcing The Claudius App III: AMERICAN HANGOVER EDITION July 6, 2012: There's a strategically placed fortune on our Harriet desk that's going on about a secret admirer soon sending signs of affection. We like this: "[I]t IS ALL A HOT [...]


text:
instructional planning
posted by Mary .
Why are instructional levels important in education.
A child's education is like climbing a ladder in a way. If he/she misses some rungs on the bottom, the way to the top will be blocked or made much more difficult.
After all, you certainly wouldn't expect to successfully teach Algebra I to a kindergartener, right? Education is a long, somewhat slow building process, day by day, month by month, year by year. This is another reason why cram courses for SAT or ACT or whatever generally don't work well for students with very poor elementary (and maybe middle) school preparation.


text:
This website uses cookies to offer the best possible experience. By continuing to use the site you are agreeing to our usage of cookies. Find out more
27 June 2017 09:38
A CHESTER man has pleaded guilty to setting up a sophisticated cannabis farm in
a four-bedroomed house.
Karl Orger, 31, of Church Road, Saughall, admitted at Liverpool Crown Court yesterday that he had created the cannabis farm inside the property in Skelmersdale, Lancashire.
Inside the premises which had been rented out by Orger, police found 129 cannabis plants which officers investigating the case believed could produce up to of 3.6 kilos worth "many thousands of pounds" on the street, said Peter Barr, prosecuting.
Orger, 31, claimed he had set it up under duress to pay off a cannabis debt but the court heard that the prosecution did not accept that and believe he was "a significant player if not the leading player," added Mr Barr.
Orger pleaded guilty to producing cannabis between July 22 and December 8 last year.
The court heard he had previous convictions for drugs offences and has served a three-year prison sentence.
Judge Mark Brown further remanded him on bail before he is sentenced on May 2.
Comments are closed for this story.
* To view the map you will need to have Javascript turned on


text: RADNOR, Pa., March 11, 2014 /PRNewswire/ -- The following statement was issued today by the law firm of Kessler Topaz Meltzer & Check, LLP: Kessler Topaz Meltzer & Check, LLP has filed a class action lawsuit in the United States District Court for the District of Utah on behalf of purchasers of the securities of Nu Skin Enterprises, Inc. (NYSE: NUS) ("Nu Skin" or the "Company") between July 10, 2013 and January 14, 2014, inclusive (the "Class Period"). Kessler Topaz reminds Nu Skin shareholders that they may, no later than March 24, 2014, move the Court for appointment as a lead plaintiff of the Class. If you are a member of this class, you may view a copy of the Complaint or request information about this class action online at http://www.ktmc.com/cases_details.php?id=179. Nu Skin is a global direct-sales company which distributes anti-aging personal skin care products and nutritional supplements under the Nu Skin and Pharmanex brands in 53 international markets, including Greater China, North Asia, the Americas, Europe, the Asia Pacific region, the Middle East, and Africa. Nu Skin reported global revenue of $2.2 billion for fiscal 2012. Sales in Mainland China accounted for a significant portion of the Company's total revenue prior to, and during, the Class Period. The Complaint alleges that, throughout the Class Period, Nu Skin made materially false and misleading statements regarding the Company's business, operational and compliance policies. More specifically, the Complaint charges Nu Skin and certain of its executive officers with violations of the Securities Exchange Act of 1934, and alleges that the defendants made false and misleading statements and failed to disclose or indicate that: (i) the Company's operations in China were based on pyramid selling schemes in violation of People's Republic of China ("PRC") law; (ii) the Company's revenues would be significantly impacted when such practices came to light; (iii) the Company lacked adequate internal and financial controls; and (iv) as a result, the Company's financial statements were materially false and misleading at all relevant times. On January 15, 2014, a leading Chinese newspaper, People's Daily, reported that Nu Skin operates an illegal pyramid scheme in China, that it employs unlawful and immoral business practices in violation of PRC law, and that it sells more products than the Chinese government allows. On this news, shares of the Company's stock fell $21.24 per share, or over 15.5 percent, to close on January 15, 2014 at $115.23 per share. On January 16, 2014, China's State Administration for Industry and Commerce reported that it would investigate Nu Skin after the People's Daily report. Nu Skin also independently confirmed that the Company's business practices were under investigation by Chinese authorities, and disclosed that it had initiated a review of the relevant business segments and that "there will likely be a negative impact on China revenue" as it worked through the "evolving situation." On this news, shares of the Company's stock fell an additional $30.43 per share, or over 26.4 percent, to close on January 16, 2014 at $84.80 per share. If you wish to discuss this action or have any questions concerning this notice or your rights or interests with respect to these matters, please contact Kessler Topaz Meltzer & Check, LLP ( Darren J. Check, Esq., D. Seamus Kaskela, Esq. or Adrienne O. Bell, Esq.) toll free at (888) 299-7706 or (610) 667-7706, or via e-mail at email@example.com. For additional information about this lawsuit, or to request information about this class action online, please visit http://www.ktmc.com/cases_details.php?id=179. Members of the class may, no later than March 24, 2014, move the Court to serve as a lead plaintiff of the class. A lead plaintiff is a representative party who acts on behalf of other class members in directing the litigation. In order to be appointed as a lead plaintiff, the Court must determine that the class member's claim is typical of the claims of other class members, and that the class member will adequately represent the class. Your ability to share in any recovery is not, however, affected by the decision of whether or not to serve as a lead plaintiff. Any member of the purported class may move the court to serve as lead plaintiff through counsel of their choice, or may choose to do nothing and remain an absent class member. Plaintiff seeks to recover damages on behalf of class members and is represented by the law firm of Kessler Topaz Meltzer & Check, which prosecutes class actions in both state and federal courts throughout the country. Kessler Topaz Meltzer & Check is a driving force behind corporate governance reform, and has recovered billions of dollars on behalf of institutional and individual investors from the United States and around the world. The firm represents investors, consumers and whistleblowers (private citizens who report fraudulent practices against the government and share in the recovery of government dollars). For more information about Kessler Topaz Meltzer & Check, or for additional information about participating in this action, please visit www.ktmc.com. CONTACT: Kessler Topaz Meltzer & Check, LLP Darren J. Check, Esq. D. Seamus Kaskela, Esq. Adrienne O. Bell, Esq. 280 King of Prussia Road Radnor, PA 19087 (888) 299-7706 (toll free) or (610) 667-7706 email@example.com


text: New Nokian Hakkapelitta 4 Winter Tires Now Available at Tiresbyweb.com Share Comments The target when developing the new studded Nokian winter tire was to create a safe tire that would behave equally reliably and consistently in all conditions throughout the cold seasons. The result was a thoroughbred winter tire with ingenious new properties such as square studs and superbly gripping and environmentally friendly tread compound made using Finnish canola oil. Enhanced grip through innovative square studs Great winter tires have studs and tread that work in harmony. When developing the Nokian Hakkapeliitta 4, special attention was paid to the stud concept. Extensive comparison tests revealed that new square studs had superior grip, were more durable and less likely to work loose from the tread than ordinary round or oval studs. According to Nokian Tires' tests, the new square studs improved ice grip by approximately 8% from the previous model, the Nokian Hakkapeliitta 2. The square hard metal pins enhance ice grip and together with the new tread structure give the driver improved control in critical driving conditions e.g. when there is a risk of losing grip. In order to maximize the grip all studs are oriented to the angle giving the best possible grip and stud retention. The Nokian Hakkapeliitta 4 has 14 rows of studs. The wide distribution of the studs improves grip and reduces tire noise, while an elastic cushion underneath each stud absorbs stud impact, reduces stud noise and enhances stud durability. The new patent-pending studding solution called the Nokian Eco Stud System 4 is also less wearing on roads than traditional studding solutions. Wider tread for enhanced stability Impeccable ice grip is a basic property of safe winter tires, but harsh and varied Nordic winter conditions place far heavier demands on tires. Drivers value stable and versatile winter tires that give them a reliable and comfortable ride regardless of whether the road is icy, slushy, wet or dry. The tread of the Nokian Hakkapeliitta 4 is about 10% wider than its predecessor's. The wide and straight tread stabilizes the tire on dry roads, improves wet and ice grip and allows wider stud distribution that helps to further enhance grip. The tire's driving response is precise and steady on dry roads as well. Wider steel belts ensure a consistent driving response and enhanced structural durability. The modified cap and base structure of the tire provides an improved steering response particularly on dry surfaces. The new tire has over 2,000 gripping, narrow sipes with sharp angles and zigzag patterns for superb ice and snow grip and particular sipe alerters on the edges of the tread to boost the effectiveness of the sipes on slippery roads. The tread pattern of the Nokian Hakkapeliitta 4 consists of square tread blocks that form an arrow-shaped design with open side-flaring grooves that keep the tread clean and prevent slush from blocking the contact patch. Gripping tread rubber compound made using canola oil In addition to being effective and high-tech, the Nokian Hakkapeliitta 4 has an environmentally friendly tread rubber ' a significant amount of the oil used in the tread rubber is Finnish canola oil. The genuine natural produce improves winter and wet grip and enhances tear resistance. The tread rubber only contains canola oil and low aromatic oils and does not contain any environmentally harmful high aromatic oils. Further benefits of the sporty winter tire In addition to considerable structural, technological and material innovations, the Nokian Hakkapeliitta 4 has even more benefits. The tire has four wear indicator blocks showing the remaining tread depth clearly in millimeters. It includes a sealing rib, called mudstopper, in the bead area that prevents dirt, sand and slush from entering between the tire and the rim. There is also a simple chart on the sidewall where you can mark the tire position for seasonal storage. The Nokian Hakkapeliitta 4 is also a sporty tire with ample size ranges between 13"-18" tires. The Nokian Hakkapeliitta 4 is the perfect winter tire choice for modern, high-performance cars: it is stable and safe and has precise driving qualities ' it is a tire that does not compromise safety even in the most demanding conditions. You can find these tires at www.tiresbyweb.com. If you mention this web-site, we will give you $10 off per Nokian Tire with FREE SHIPPING now through 11/30/06. Ryan Tires By Web 800-576-1009 firstname.lastname@example.com www.tiresbyweb.com


text:
April 7/8/9 @ Oklahoma Wesleyan University
Oklahoma Wesleyan University
Thursday, April 7, 2011 at 7:00 PM - Saturday, April 9, 2011 at 7:00 PM (CDT)
Lose All > Gain All and then Make an IMPACT
Registration includes the following:
Registration Plus option: Arrive Thurs April 7th for a Pre-Conference Event** (includes housing for 3 nights, food, conference materials, and tshirt) Register before March 25th for best rate ($50)
Registration Youth Conference Only: Arrive Fri April for the Regional Youth Conference only (includes housing for 2 nights, food, conference materials and tshirt). Register before March 25th for best rate ($50)
**The Orange Movement (tOM) Bootcamp Pre-Conference Event – April 7/8
Arrive on the OKWU campus the evening of April 7th and be ready to join with hundreds of others who are fighting to stop modern day slavery. Bring yourself, your friends, your youth group to the Conference a day early and make an immediate difference for others. The Orange Movement is a grassroots effort to bring back the voice of the founders of the Wesleyan Church who led the way in crying out for the stop of slavery in our country. We are carrying that fight forward today to make the voice of "the Church" louder and more active in stopping the horror of human trafficking across the globe.
The Friday tOM Bootcamp will provide you and your youth group the direction, resources and ideas for participating with and starting your own Orange Movement at home. This day will be a day of interactive learning and hands on work to prepare students for a life of seeking to help others at home. We will provide you and your youth pastors with materials to take home that will address the issues specifically in your own hometown and state, and offer avenues for challenging your friends, your youth group and your church to sit up and take notice, and ultimately to speak out and do something about human trafficking and the many social issues that surround this problem.
The first 150 Conference Senior HIgh attendees will be housed on campus and will be invited to a special late night campus college event and giveaways on Friday night of the Conference. Junior High and additional students will be housed in lodging with pastors/sponsors.
For attendees who provide us with flight information, we can arrange transportation to and from Tulsa International Airport.
Phone: 918-335-6219
E-mail: firstname.lastname@example.com
Unapologetic in our commitment to the truth of Christ and the truth of Scripture, OKWU models a way of thought, a way of life, and a way of faith. This is a place of serious study, honest questions, and critical engagement, all in the context of a liberal arts community that honors the primacy of Jesus Christ, the priority of Scripture, the pursuit of Truth, and the practice of Wisdom.
In order to purchase these tickets in installments, you'll need an Eventbrite account. Log in or sign up for a free account to continue.


text:
NO Cell Service at this Gym!
A Boston woman who tried to exercise her right to freedom of speech (on her cell phone) got her gym membership taken away! Tina Santoro Asmar reportedly took a call on her mobile phone while she was working out on the elliptical machine at Planet Fitness. CLICK here for the whole story!


text:
- Home
- News
- Sports
- Opinion
- Obituaries
- Features
- Special Sections
- Classifieds
- Public Notices
Beginnings are the sweetest. An innocence permeates the beginnings of friendships, professions and professions of love, an innocence that takes the heart to a different place.
If you currently subscribe or have subscribed in the past to the The News Enterprise, then simply find your account number on your mailing label and enter it below.
Click the question mark below to see where your account ID appears on your mailing label.
If you are new to the award winning The News Enterprise and wish to get a subscription or simply gain access to our online content then please enter your ZIP code below and continue to setup your account.
|ZIP Code:


text:
Oregon Historical County Records Guide
Jackson County Scenic Images
Antelope Creek Covered Bridge
buy high resolution copy | next image
The Antelope Creek Covered Bridge in Eagle Point. (Photo No. jacDA0027)
About this image
Dimensions: 3425 x 2274 pixels (300 dpi version); Date created: July 2008; Camera: Nikon D80 Digital SLR; Lens: Nikon AF-S DX Zoom-Nikkor 18-135mm f/3.5-5.6G IF-ED; Photographer citation: Gary Halvorson, Oregon State Archives; Keywords/Tags: horizontal, Oregon, Jackson County, Eagle Point, Antelope Creek Covered Bridge, Antelope Creek, guardrail, transportation.
buy high resolution copy | next image
County guide home | Scenic images home


text:
15,000 Hurricane Sandy cars up for auction.
View Single Post
Capt. Obvious!
Focus Jr. Enthusiast
Join Date: Jan 2013
Fan#: 108055
Location: Where ever Uncle Sam says, Not Listed
What I Drive: 04 ZX3 S/C, 87 VW cabby, 98 Opel
Posts: 39
FF Reputation:
Buy-Sell-Trade Rating: (
These cars still have a purpose to serve, some may make perfectly fine daily drivers others could be good for projects, and yet others could be used for parts. Any time you are buying a used car you should inspect it thuroughly, especially if buying from a used car dealer as they tend to get most of their cars from auctions.
water damage is generally pretty easy to spot. first look for obvious things like a water line staining the interior or light housing full of water on a car too new to have bad seals, then of course look for rust or corrosion. Check the oil to make sure it isn't milky (and trans fluid if automatic). then look for sand, silt, and mud hiding in crevisis. don't be afraid to pull the carpet in the trunk/cargo area back either, a lot of times if you pull the liner away from the sides in those areas you can fit you hand down in the rear quarter panel, these areas will often collect water or mud in a flood car and it will stay there forever if no one pulls the carpet back. Another easy thing to check is the drain plugs, Most cars have drain plugs on the floor boards and throughout the enderside of the chassis. Normally these will have some undercoating on them, If you look carefully you may notice signs that they have been removed, this could indicate a flood car.
Now these things don't necessarily mean it was in fact a flood car or even that it is not a good car, but they are signs of a possible flood car and should definitely be used as leverage for a better deal.
Capt. Obvious!
View Public Profile
View Gallery Images
Find More Posts by Capt. Obvious!


text:
"—you could soak it to 'em on the wanagan an' shove the rake-off in your pocket," finished the man.
Let that guy, Quintana, have what's his'n. All I ask is my rake-off.
"Wal, I reckon you made a rake-off," drawled Larry, as Neale came up.
He gets a rake-off every time a man buys and every time a man sells.
For size of "rake-off," there is no game of hazard in the world offering a parallel.
Valet gave me the tip you understand, and has to be in on the rake-off.
And what did he mean by his observation that there was no rake-off on the wanagan?
Ye dont do that for love of us, nor yet for a rake-off, for ye asked for none.
They have jobbed public works and pocketed a "rake-off" on all municipal supplies.
All they had to do with the shipbuilding was to bank their rake-off.
[1888+; fr the rake used by casino croupiers]


text:
The space between your eyebrows, just above your nose. Do you scratch your glabella in public? See also Body.
Added by zot on March 9, 2011 | 20 people like this You Like This | Unlike
In line with my research, after a folcerosed home is available at a sale, it is common for the borrower to still have some sort ofthat remaining unpaid debt on the bank loan. There are many creditors who try to have all rates and liens cleared by the upcoming buyer. Nevertheless, depending on specific programs, laws, and state laws there may be some loans which aren't easily resolved through the switch of lending options. Therefore, the responsibility still remains on the customer that has acquired his or her property in foreclosure. Thank you for sharing your ideas on this site.
Adnan on March 18, 2012
Don't be a potato! Just register or login before commenting.
Your Name
Fight Spam! What's 2+3?


text:
How Jack Welch Runs Ge Part 1
Whisked by chopper from New York City, Jack Welch arrives early at the General Electric Co. training center at Croton-on-Hudson. He scoots down to The Pit--the well of a bright, multitiered lecture hall--peels off his blue suit jacket, and drapes it over one of the swivel seats.
This is face-to-face with Jack, not so much as the celebrated chairman and chief executive of GE, the company he has made the most valuable in the world, but rather as Professor Welch, coach and teacher to 71 high-potential managers attending a three-week development course.
The class sits transfixed as Welch's laser-blue eyes scan the auditorium. He hardly appears professorial. With his squat, muscular, five-foot, eight-inch frame, pasty complexion, and Boston accent, the 62-year-old balding man looks and sounds more like the guy behind the wheel of a bus on Beacon Hill. And he isn't there to deliver a monologue to a polite group.
For nearly four hours, he listens, lectures, cajoles, and questions. The managers push right back, too. They grouse that despite the rhetoric about managing for the long term at GE, they are under too much pressure to produce short-term results. They say that for all the Welch talk about "sharing best practices" and "boundaryless behavior," they are missing many opportunities to learn and sell services across the vast network of GE companies. Some worry that the company's gargantuan Six Sigma program, the largest quality initiative ever mounted in Corporate America, is allowing bureaucracy to creep back into GE.
Pacing the floor with a bottle of water in hand, Welch passionately attacks each question.
"You can't grow long-term if you can't eat short-term," he states flatly. "Anybody can manage short. Anybody can manage long. Balancing those two things is what management is."
"I think someone is smoking pot here," he quips about the complaint over the lack of synergy among GE units. "We've got enormous sharing going on."
As for the concern over Six Sigma, Welch retorts: "I don't give a damn if we get a little bureaucracy as long as we get the results. If it bothers you, yell at it. Kick it. Scream at it. Break it!"
In this classroom, where Welch has appeared more than 250 times in the past 17 years to engage some 15,000 GE managers and executives, something extraordinary happens. The legendary chairman of GE, the take-no-prisoners tough guy who gets results at any cost, becomes human. His slight stutter, a handicap that has bedeviled him since childhood, makes him oddly vulnerable. The students see all of Jack here: the management theorist, strategic thinker, business teacher, and corporate icon who made it to the top despite his working-class background. No one leaves the room untouched.
If leadership is an art, then surely Welch has proved himself a master painter. Few have personified corporate leadership more dramatically. Fewer still have so consistently delivered on the results of that leadership. For 17 years, while big companies and their chieftains tumbled like dominoes in an unforgiving global economy, Welch has led GE to one revenue and earnings record after another.
"The two greatest corporate leaders of this century are Alfred Sloan of General Motors and Jack Welch of GE," says Noel Tichy, a longtime GE observer and University of Michigan management professor. "And Welch would be the greater of the two because he set a new, contemporary paradigm for the corporation that is the model for the 21st century."
It is a model that has delivered extraordinary growth, increasing the market value of GE from just $12 billion in 1981 to about $280 billion today. No one, not Microsoft's William H. Gates III or Intel's Andrew S. Grove, not Walt Disney's Michael D. Eisner or Berkshire Hathaway's Warren E. Buffett, not even the late Coca-Cola chieftain Roberto C. Goizueta or the late Wal-Mart founder Sam Walton has created more shareholder value than Jack Welch. So giddy are some Wall Street analysts at GE's prospects that they believe that when Welch leaves at the end of the year 2000, GE's stock could trade at $150 to $200 a share, up from $82 now, and the company could be worth $490 billion to $650 billion. "This guy's legacy will be to create more shareholder value on the face of the planet than ever--forever," says Nicholas P. Heymann, a onetime GE auditor who follows the company for Prudential Securities.
Of course, GE's success is hardly Welch's alone. The company boasts what most headhunters believe to be the most talent-rich management bench in the world. Gary C. Wendt has led GE Capital Corp. to extraordinary heights, where it contributes nearly 40% of the company's total earnings. Robert C. Wright has managed an astonishing turnaround at NBC, leading it to a fifth straight year of double-digit earnings gains in 1997 and a No.1 position in prime-time ratings. Nor does Welch's magic work everywhere in GE. The huge appliance operation, for instance, saw operating earnings fall 39% last year, to $458 million, largely due to restructuring charges. Nonetheless, Welch has led and managed GE to nearly unprecedented prosperity.
Much has been said and written about how Welch has transformed what was an old-line American industrial giant into a keenly competitive global growth engine, how he has astutely moved the once-Establishment maker of things into services. Welch has reshaped the company through more than 600 acquisitions and a forceful push abroad into newly emerging markets.
Less well understood, however, is how Jack Welch is able to wield so much influence and power over the most far-flung, complex organization in all of American business. Many managers struggle daily to lead and motivate mere handfuls of people. Many CEOs wrestle to squeeze just average performance from companies a fraction of GE's size. How does Welch, who sits atop a business empire with $304 billion in assets, $89.3 billion in sales, and 276,000 employees scattered in more than 100 countries around the globe, do it?
He does it through sheer force of personality, coupled with an unbridled passion for winning the game of business and a keen attention to details many chieftains would simply overlook. He does it because he encourages near-brutal candor in the meetings he holds to guide the company through each work year. And he does it because, above all else, he's a fierce believer in the power of his people.
Welch's profound grasp on General Electric stems from knowing the company and those who work for it like no other. First off, there are the thousands of "students" he has encountered in his classes at the Croton-on-Hudson campus, which everyone at GE just calls Crotonville. Then there's the way he spends his time: More than half is devoted to "people" issues. But most important, he has created something unique at a big company: informality.
Welch likes to call General Electric the "grocery store." The metaphor, however quirky for such a colossus, allows Welch to mentally roll up his sleeves, slip into an apron, and get behind the counter. There, he can get to know every employee and serve every customer. "What's important at the grocery store is just as important in engines or medical systems," says Welch. "If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros."
You don't get hung up on formalities, either. If the hierarchy that Welch inherited, with its nine layers of management, hasn't been completely nuked, it has been severely damaged. Everyone, from secretaries to chauffeurs to factory workers, calls him Jack. Everyone can expect--at one time or another--to see him scurry down an aisle to pick through the merchandise on a bottom shelf or to reach into his pocket and surprise with an unexpected bonus. "The story about GE that hasn't been told is the value of an informal place," says Welch. "I think it's a big thought. I don't think people have ever figured out that being informal is a big deal."
Making the company "informal" means violating the chain of command, communicating across layers, paying people as if they worked not for a big company but for a demanding entrepreneur where nearly everyone knows the boss. It has as much to do with Welch's charisma as it has to do with the less visible rhythms of the company--its meetings and review sessions--and how he uses them to great advantage.
When he became CEO, he inherited a series of obligatory corporate events that he has since transformed into meaningful levers of leadership. These get-togethers--from the meeting in early January with GE's top 500 executives in Boca Raton, Fla., to the monthly sessions in Croton-on-Hudson--allow him to set and abruptly change the corporation's agenda, to challenge and test the strategies and the people that populate each of GE's dozen divisions, and to make his formidable presence and opinions known to all.
Welch also understands better than most the value of surprise. Every week, there are unexpected visits to plants and offices, hurriedly scheduled luncheons with managers several layers below him, and countless handwritten notes to GE people that suddenly churn off their fax machines, revealing his bold yet neat handwriting. All of it is meant to lead, guide, and influence the behavior of a complex organization.
"We're pebbles in an ocean, but he knows about us," says Brian Nailor, a fortysomething marketing manager of industrial products who was at the Croton-on-Hudson session. "He's able to get people to give more of themselves because of who he is. He lives the American dream. He wasn't born with a silver spoon in his mouth. He got himself out of the pile. He didn't just show up."
John Francis Welch Jr. had worked for General Electric not much more than a year when in 1961 he abruptly quit his $10,500 job as a junior engineer in Pittsfield, Mass. He felt stifled by the company's bureaucracy, underappreciated by his boss, and offended by the civil service-style $1,000 raise he was given. Welch wanted out, and to get out he had accepted a job offer from International Minerals & Chemicals in Skokie, Ill.
But Reuben Gutoff, then a young executive a layer up from Welch, had other ideas. He had been mightily impressed by the young upstart and was shocked to hear of his impending departure and farewell party just two days away. Desperate to keep him, Gutoff coaxed Welch and his wife, Carolyn, out to dinner that night. For four straight hours at the Yellow Aster in Pittsfield, he made his pitch: Gutoff swore he would prevent Welch from being entangled in GE red tape and vowed to create for him a small-company environment with big-company resources. These were themes that would later dominate Welch's own thinking as CEO.
"Trust me," Gutoff remembers pleading. "As long as I am here, you are going to get a shot to operate with the best of the big company and the worst part of it pushed aside."
"Well, you are on trial," retorted Welch.
"I'm glad to be on trial," Gutoff said. "To try to keep you here is important."
At daybreak, Welch gave him his answer. "It was one of my better marketing jobs in life," recalls Gutoff. "But then he said to me--and this is vintage Jack--`I'm still going to have the party because I like parties, and besides, I think they have some little presents for me."' Some 12 years later, Welch would audaciously write in his annual performance review that his long-term goal was to become CEO.
Gutoff's story is cute, but it contains within it hints of Welch's future management style. Indeed, the decades have failed to diminish for Welch the potency of combining big-company might with small-company nimbleness. If Gutoff, who remained Welch's boss until 1973, could do that for Welch--and he did--then Welch could do that for others, many others. And so for much of his professional life, as he climbed the corporate totem, Welch has been preoccupied with harnessing the brute strength of bigness while ridding GE of big-company paralysis.
Just look at the Corporate Executive Council (CEC) sessions, where GE's top 30 officers gather before the close of each financial quarter. The antithesis of the staid, staged off-site meeting, these sessions earn descriptions from executives like "food fights" and "free-for-alls." They are where Welch collects unfiltered information, challenges and tests his top players, and makes sure that the organization's triumphs and failures are openly shared. "I may be kidding myself," says Welch, "but going to a CEC meeting for me is like going to a fraternity party and hanging around friends. When I tell my wife I can hardly wait to go, she says, `Well, why wouldn't you? You hired them all!' If you like business, sitting in that room with all these different businesses, all coming up with new ideas, is just a knockout."
If Welch's intellect and fervor made a strong impression on Gutoff, it is his near spiritual belief in the promise of the individual that made his early mentor really sit up and take notice. Welch believes that efficiencies in business are infinite, a faith grounded in the belief that there are no bounds to human creativity. "The idea flow from the human spirit is absolutely unlimited," Welch declares. "All you have to do is tap into that well. I don't like to use the word efficiency. It's creativity. It's a belief that every person counts."
It is not surprising, then, that Welch chose to embrace--as the ultimate expression of those beliefs--the largest corporate quality initiative ever undertaken. GE's Six Sigma program, Welch is convinced, can add up to $5 billion to GE's net earnings through the year 2000.
For years, Welch had been skeptical of the quality programs that were the rage in the 1980s. He felt that they were too heavy on slogans and too light on results. That was before he heard former GE Vice-Chairman Lawrence A. Bossidy, a longtime friend, wax on about the benefits he was reaping from a quality initiative he had launched at AlliedSignal Inc., where he has been CEO since 1991. Bossidy had borrowed the Six Sigma program from Motorola Inc. and reported that the company was lowering costs, increasing productivity, and realizing more profits out of operations.
Welch invited Bossidy to share his story with GE's top management at the June, 1995, CEC meeting. As it turned out, that was the only one Welch ever missed--he was home recovering from open-heart surgery. However, Bossidy's presentation won such rave reviews that when Welch returned to work in August, he agreed to pursue it.
A Six Sigma quality level generates fewer than 3.4 defects per million operations in a manufacturing or service process. GE is running at a Sigma level of three to four. The gap between that and the Six Sigma level is costing the company between $8 billion and $12 billion a year in inefficiencies and lost productivity.
Still, it was no small decision to launch a quality initiative because it called for massive investment in training tens of thousands of employees in a disciplined methodology heavily laden with statistics. To make the ideas take hold throughout General Electric would require the training of so-called master black belts, black belts, and green belts to impose the quality techniques on the organization.
Welch launched the effort in late 1995 with 200 projects and intensive training programs, moved to 3,000 projects and more training in 1996, and undertook 6,000 projects and still more training in 1997. So far, the initiative has been a stunning success, delivering far more benefits than first envisioned by Welch. Last year, Six Sigma delivered $320 million in productivity gains and profits, more than double Welch's original goal of $150 million. This year, he expects GE to get about $750 million in net benefits. "Six Sigma has spread like wildfire across the company, and it is transforming everything we do," boasts Welch.
The success of the program was evident this January at Boca Raton, where Welch kicks off each year with a confab for the top 500 executives. Amid the ocean breezes and palms, it is Welch's opportunity to set the year's agenda and toast the company's newest heroes. An invitation by Welch to pitch in front of GE's most accomplished executives is like winning an Olympic medal in GE's intense locker-room culture. This past January, 29 managers gained the privilege, most of whom spoke glowingly about their Six Sigma projects.
With Welch in the front row of the auditorium furiously scribbling notes on a yellow pad, the managers recounted how they used new ideas to squeeze still more profit out of the lean machine that is GE. One after another explained how quality efforts cut costs and mistakes, enhanced productivity, led to greater market share, and eliminated the need for investment in new plant and equipment.
It's more than a bragging fest. The show-and-tell routine allows managers in plastics to exchange lessons with their counterparts in GE Capital. It's a place, like Croton-on-Hudson, where "best practices" get transferred among GE's differing businesses. In between sessions, managers who make bulbs or locomotives swap ideas with those who finance cars and service credit-card accounts.
Welch seldom disappears early. One night, for example, he was up until 3, shooting the breeze with 20 executives--half of them fast-rising women. But the main event is Welch's wrap-up comments when he steps out onto the stage under a spotlight and a pair of video cameras. Even though GE had just ended a record year, with earnings up 13%, to more than $8.2 billion, Welch wants more. Most CEOs would give a feel-good, congratulatory chat. But Welch dispenses with the kudos and warns the group that it will face one of the toughest years in a decade. It's no time to be complacent, he says, not with the Asian economic crisis, not with deflation in the air.
"The one unacceptable comment from a GE leader in '98 will be `Prices are lower than we thought, and we couldn't get costs out fast enough to make our commitments.' Unacceptable," he shouts, like a preacher. "Unacceptable behavior, because prices will be lower than you're planning, so you better start taking action this week."
Then, after asking every GE business to resubmit annual budgets by the end of the month to account for deflation, the ideas tumble out of him for how they can combat it. "Don't add costs," he advises. "Increase inventory turns. Consolidate acquisitions. Use intellectual capital to replace plant and equipment investment. Raise approvals for price decisions. Make it harder to give away prices."
Welch then throws out yet another challenge. "The market is rewarding you like Super Bowl winners or Olympic gold medalists," he says. "I know I have such athletes reporting to me. Can you put your team against my team? Are you proud of everyone who reports to you? If you aren't, you can't win. You can't win the game."
When the executives return to work on Friday morning, a videotape of Welch's talk is already on their desks along with a guide for how to use it with their own teams. Within one week, more than 750 videos in eight different languages, including Mandarin and Hungarian, are dispatched to GE locations around the world. Welch's words will be absorbed and reinforced by as many as 150,000 employees by month's end.
What happens in Boca, in the management development courses at Crotonville, or in the quarterly CEC sessions promptly spills down into the organization's guts, where people at every layer digest it. William Woodburn, a 47-year-old former McKinsey & Co. consultant who heads GE's industrial diamonds business in Worthington, Ohio, was one of this year's heroes at Boca. Since taking over the business four years ago, Woodburn had increased the operation's return on investment fourfold and halved the cost structure.
Employing Six Sigma ideas, he and his team have squeezed so much efficiency out of their existing facilities that they believe they have eliminated the need for all investment in plant and equipment for a decade. Some 300 other managers from GE have visited the plant to learn directly how Woodburn has done it so they, too, can transfer the ideas to their own operations.
Like so many GE managers raised in Welch's intense hothouse, Woodburn's tough talk is pure Welch. To get the improvements, he has had to "take out" over a third of the workforce, including more than half the salaried staff. "We've been open and fair," he insists. "That doesn't mean being easy. You perform, or you're gone. There's tension in the rubber band."
On Monday, after returning from Boca, Woodburn gathers his 15 direct reports and uses Welch's video as the centerpiece for a discussion of what he learned in Florida. They then do the same with their staffs. On Wednesday, Woodburn uses the video again with 100 staffers in the plant. A week later, he goes through the process yet again with the region's "orphans"--GE staffers in the area who aren't in a major facility. "They see the tape. They hear the message. It gets people pumped up," he says.
Most great leaders, of course, are masters at communicating their desires. In his early years as chief executive, Welch discovered that you can't will things to happen, nor can you simply communicate with a few hundred people at the top and expect change to occur. So he doggedly repeats the key messages over and over again, reinforcing them at every opportunity.
Welch is uncommonly conscious of the signals and symbolism of leadership. Rarely does he miss a chance to make his presence felt. His handwritten notes sent to everyone from direct reports to hourly workers possess enormous impact, too, because they are intimate and spontaneous. Moments after Welch lifts his black felt-tip pen from the chairman's stationery, they are sent via fax direct to the employee. Two days later, the original arrives in the mail.
They are written to inspire and motivate as often as to stir and demand action. Two years ago, for example, Woodburn turned down a promotion from Welch that would have required a transfer because he didn't want to move his teenage daughter out of school. Woodburn does not report directly to Welch but to Gary L. Rogers, CEO of GE Plastics. Yet Welch spoke to Woodburn about the decision on the telephone and within a day dashed off a personal note to him.
"Bill," wrote Welch, "we like you for a lot of reasons--one of them is that you are a very special person. You proved it again this morning. Good for you and your lucky family. Make Diamonds a great business and keep your priorities straight." To Woodburn, the note was an important gesture. "It showed me he cared about me not as a manager but as a person," he says. "That means a lot."
Not everyone sees that side of Welch. Some rank-and-file employees, for example, grumble about the unrelenting pressure on them to perform, and they summon up the moniker Neutron Jack. "No matter how many records are broken in productivity or profits, it's always `What have you done for me lately?"' says Stephen Tormey, who negotiates the United Electrical Workers contract for some 6,000 GE employees. "The workers are considered lemons, and they are squeezed really dry."
Other critics have questioned whether the pressure Welch imposes leads some employees to cut corners, possibly contributing to some of the defense-contracting scandals that have plagued GE or the humiliating Kidder, Peabody & Co. bond-trading scheme of the early 1990s that generated bogus profits.
Few would dispute that Welch is seen as a demanding, no-nonsense executive who arouses a mixture of awe and fear. Aware of the daunting effect he can have on people, Welch works hard to counter that image. Not long ago, recalls human-relations chief William J. Conaty, one manager who had to make a presentation before Welch was so jittery he was shaking. It was the first time he had met Welch, who was swinging through St. Louis to meet with 10 different managers. "I'm so nervous," the manager confessed to Welch. "And my wife has told me she'll throw me out of the house if I can't get through this presentation."
At day's end, when Welch was back on the corporate plane, he immediately arranged for a dozen roses and a bottle of Dom Perignon to be delivered to the man's home. He then penned a note to the wife: "Your husband did a fantastic job today. We're sorry we put him and you through this for a couple of weeks."
There are no form letters from Welch, not to employees, managers, executives, or even directors in the GE boardroom. Every salary increase or decrease, every bonus, and every stock-option grant to Welch's 20 or so direct reports comes with a candid talk about expectations and performance. "There are carrots and sticks here, and he is extraordinarily good at applying both," says Gary M. Reiner, senior vice-president. "When he hands you a bonus or a stock option, he lets you know exactly what he wants in the coming year."
Rarely do surprises occur. Welch sets precise performance targets and monitors them throughout the year. And every one of Welch's direct reports--from his three vice-chairmen to each of the operating heads of GE's 12 businesses--also receives a handwritten, two-page evaluation of his performance at the end of every year. "I do the evaluations on Sunday nights in my library at home," says Welch. "It gives me a chance to reflect on each business." Attached to the detailed notes are his jottings from a year earlier, with new comments written in red pencil in the margins: "Nice job." "Still needs work."
As if in lockstep, each business chieftain then emulates the behavior of his boss, and their reports, in turn, do the same. After Welch's Boca meeting in January, for instance, Lloyd G. Trotter, CEO of GE's electrical-distribution and -control business, had his own 2 1/2 day leadership conference in Orlando with his top 250 people. And in February, after Welch gave him his bonus and reiterated the targets for the remainder of the year, Trotter then followed through in similar fashion with the 97 people in his organization who received cash bonuses. Other GE businesses follow the same format. As Thomas E. Dunham, who runs services in GE Medical Systems, puts it, "Welch preaches it from the top, and people see it at the bottom." The result: Welch's leadership style is continually reinforced up and down the organization.
Above all, however, Welch skillfully uses rewards to drive behavior. Those rewards are not inconsequential at GE, in part because of Welch's determination not to hand out the kind of standard $1,000 raise that he got back in 1961. To this day, Welch demands that the rewards a leader disburses to people be highly differentiated--especially because GE is in so many different businesses. "I can't stand nondifferential stuff," he says. "We live in differentiation. You can't run these 12 businesses as if they were one institution."
Although GE set an overall 4% salary increase as a target last year, base salaries can rise by as much as 25% in a year without a promotion. Cash bonuses can increase as much as 150% in a year, to between 20% and 70% of base pay. Stock options, once reserved for the most senior officers at GE, have been broadly expanded under Welch. Now, some 27,000 employees get them, nearly a third of GE's professional employees. More than 1,200 employees, including over 800 below the level of senior management, have received options that are now worth over $1 million.
Unlike many companies that hand out options as automatic annual grants, Welch doesn't want GE's program to be perceived as a "dental plan." So everyone who receives option grants doesn't necessarily get them every year. In fact, Welch insists that at least 25% of the employees receiving options should be getting them for the first time, and no more than 50% of the executives should get more than three grants in a row.
Welch, of course, along with every CEO of every major company in America, has been a major beneficiary of stock options. Last year alone, he exercised options that brought him $31.8 million. Yet few things energize Welch as much as reviewing a list of GE employees who cash in their rewards. Combing through the names, Welch can hardly contain his enthusiasm--not for how well his company's stock has performed but for the wealth he has put into the hands of people whose names are unfamiliar to him. In the first quarter of this year alone, some 3,900 employees exercised 8.7 million options with a net value of $520 million. "It means that everyone is getting the rewards, not just a few of us," he says. "That's a big deal. We're changing their game and their lives. They've got their kids' tuition or they've got a second house. That's a real kick. We've all got plenty. We're fat cats."
End of part 1


text:
A rural Mountain Home man who is on parole, 33 year old PARHAAM ALE AKHAVI, was arrested Friday, May 16th and taken to the Detention Center on felony charges after Sheriff's Investigators obtained a warrant for his arrest.
The warrant was sought after it was reported to the Sheriff's Office on May 10th by a neighbor of PARHAAM AKHAVI's that MR. AKHAVI had entered into the neighbor's residence on Baxter CR 27 at approximately 12:30 AM after removing a screen on a window and climbing inside. AKHAVI is then said to have pried open a locked bedroom door and entered. According to the victim, PARHAAM AKHAVI appeared to be under the influence of some kind of intoxicant and said he was looking for his girlfriend. AKHAVI then ran out of the residence and left. The victim checked his wallet a short time later and found that $60.00 in cash was missing.
A bench warrant was issued charging PARHAAM AKHAVI with:
Residential Burglary – Felony Theft of Property – Misdemeanor
Bond on those charges is $15,000, and there is a NO BOND hold for a Parole Violation as well.
PARHAAM AKHAVI will appear in the Baxter Circuit Court on June 19th to answer.
/s/ John F. Montgomery, Baxter County Sheriff
Home | Administration | Aviation | Captain's Corner | Captain's Newsletter |
Cold Cases | Criminal Investigation
D.A.R.E. | Deadbeat Moms & Dads | Dive Team | Email | Employment | Facebook | FAQ | History of the Sheriff's Office
Inmate Roster | Jail | Map | Message from the Sheriff | Most Wanted | Patrol | Press Releases
Project Life Saver | Reserves | Sex Offenders | Sign Up for Alerts | Support Services | Warrants | Contact Us


text:
Vintage 80's FLUFFY FURRY 90 /100% ANGORA SWEATER M
- Sold for: Start Free Trial or Sign In to see what it's worth.
- Item Category: -
- Source: eBay
- Sold Date: Mar 01, 2009
- Channel: Auction House
Darlingvintage 80s ANGORA SWEATER! This has no tag, but looks like it was professionally hand knit. It looks to be from 90-100% PURE ANGORA! palest mauve pinkish with avant garde collar! Very versatile collar! Please see close up pictures Adorable wide ribbed banded at waist, and cuffs. 80's fit. This would look great with leggings or jeans! VERY fluffy and furry, very long hair, GORGEOUS ANGORA! This is in EXCELLENT condition, no spots, odors, or holes . NO WEAR!
This is a must have!
you will love this SWEATER !
no tag
fits like a S/M/ L (depending on how you like the fit, classic 80's fit)
Around Chest: " 42
Around Waist: 28" (but stretchy)
Length, Collar to Hem: 25 1/2"
Shoulder to Shoulder: n/a
Neck Seam to Cuff: 28"
From a NON smoking Home
Model is approx. 5'5" size XS/ S
Please see our other items,
Please email with any questions, we combine shipping.
Shipping is $7.99 for the USA, and Canada.
View My Other Items For Sale
please see our other angora sweaters, we combine shipping
LOVE Vintage ? Check out our other great vintage finds!
Want it Now? Buy it Now , I'll ship tomorrow!