text:
Grolars Symbolize Canada's Changing Concerns: From Conservation to Climate
Goodbye, sun. Hello, confused suprachiasmatic nucleus!
How film makers are using your own imagination to scare you
Big friend list = big brain?
ReTweet Culture: OMG that's SO. TRUE.
Chemical in court: 1,4-butanediol
Top 10 Do's and Dont's Regarding Cultural Bonds in the Lab
A New York City Earth Science Teacher Shares Just How Much Science Can Rock Your World
Jerm Looks at the Annual NAR Web Server Issue
Thinking Outside the Box: Could Michele Bachmann Save the World?
A Line to My Heart : Life as a Medical Illustrator
What are 'zoonoses' anyway?
Ten tips to give a great thesis defense
The ultimate geekation: the scientific conference?!
Biofilms: Listerine buzzword or actual science?
Emergence of life : Chance or necessity?
Psychology Tomorrow: The Mental Disorders of our Future
Neutrino Hunters Return to Japan
A Safe Food Supply: The Importance of Microbiological Testing
The Best Advice I've Received as a Woman in Biotech
Total calorie intake is most influential in regulating adiponectin
How does biochemistry determine brain function? It's complicated.
'Gardening' a coral reef: A promising alternative to passive environmental management
The Molecular Island
So do you feel like you belong?
On Beards, Biology, and Being a Real American
Going through graduate school with two MS's
Blazing your own trail
Sending Hubble to School: THE HUBBLE ACADEMY 2013-2023
Evolutionary Studies in Religiosity and Religions
The second time is the charm
Photonics: An Unexpected Conversation Starter
We need more than our science
The Space-Elevator Radiation Shielding: Dream or Reality
Science vs Bill O'Reilly
Climate change vs the weather: How can it be so cold in a warming world?
Do mother birds play God?
Dangerous Experiments
Dangerous Experiments is the LabSpaces spot for guest bloggers. The purpose of the blog is to give new and old bloggers a space to experiment with blogging. If you'd like to contribute to this experiment, send us an e-mail or contact us on twitter at either @LSBlogs or @LabSpaces.
tides physics bill o'reilly earth education religion moon gravity ocean fox news presentations defense advice medical illustration medical illustrator medical illustrators medical artist medical art scientific illustration biomedical communications scientific artist medical legal illustration computers distraction internet memories social media social facebook grey matter brain neuroscience movies emotion sleep circadian rhythm daylight savings time
Comment by Laura Maaske in A Line to My Heart : Life as a Medical Illustrator
Interestingly, I knew that this was the kind of work I wanted to do as soon as I heard about it. I had always loved both science and art, growing up. I didn't realize I could have a job that reache. . .Read More
Thank you for writing Monika, and for your curiosity about this line of work. There are many reasons to be drawn to this profession, and there are many subspecialties. Aside from the lov. . .Read More
Comment by monika in A Line to My Heart : Life as a Medical Illustrator
Laura, I am currently a student at Penn State University, and i am focused in the Visual Arts area. I was wondering about specificating my talent into medical illustration because of my p. . .Read More
Comment by Logan D in The ultimate geekation: the scientific conference?!
We here at Geekation.com approve of this post because it has our name in it. That is all... Actually that's not all. There's more! Here's a pic of a raccoon carying a. . .Read More
Comment by Joseph Bradley in A Safe Food Supply: The Importance of Microbiological Testing
Melissa, I too am fairly optimistic about the FSMA, which has great implications for the future of the lab testing industry. Although my company doesn't do food testing in particular, we have . . .Read More
Aug 15, 2012, 5:07pm
Gaines, on Brains
Pregnancy Brain: A Neuroscientific Guide for the Expectant Mom (Part 2 of 2)
Feb 23, 2016, 5:30pm
This week's guest blogger is Michael Blume who did his dissertation in scientific studies of religions (German: Religionswissenschaft) about brain sciences & religion(s). Since then, he has focused on evolutionary studies of religion and therein especially on the interactions of religious traditions and fertility as well as gender issues. Besides writing books and articles, he's blogging at Scilogs.eu (English) and Scilogs.de (German). You can find him on Twitter @BlumeEvolution
The idea that the biological trait of religiosity and the cultural traditions of religion(s) are a result of evolutionary history still seems to be shockingly daring and new to many. But in fact, it has been there from the very start of evolutionary theory. Charles Darwin, a learned theologian, was pretty clear about it: If evolutionary theory turned out to be true, it had to be able to explain the evolution of "natural" religiosity as well as of "cultural" religions. Thus, Darwin devoted a subchapter and several dispersed sentences of his eminent "Descent of Man" to the evolution of religious beliefs. And he was clear about his personal position that the evolutionary history and success of religion(s) neither disproved nor proved God's existence. From the start and to this day, evolutionary studies of religion(s) brought together atheists, agnostics and religious believers on the shared premise of empirical research and evolutionary theory.
After decades have been lost due to fruitless polemics between self-declared "Darwinists" and creationists (claiming insights into "intelligent design") the interdisciplinary field has reemerged and thrived since the late 1990s. To name just a few participants out of many: Neuroscientists such as Andrew Newberg delved into brain capabilities and activities like prayer, ritual and meditation. Evolutionary biologists such as David Sloan Wilson have re-discovered the importance of religious self-organization for evolutionary theory. Psychologists such as Deborah Kelemen, Jesse Bering and Ara Norenzayan excelled in ingenious experiments about human tendencies to assume the existence of superempirical agents ("spiritual beings" in Charles Darwin's terminology). Sociologists and anthropologists such as Richard Sosis and Montserrat Soler explored the cooperation-enhancing effects of rituals. Economists such as the late Friedrich August von Hayek and the contemporary Robert Rowthorn explored the correlations of religion(s) and demography.
Religion as a means to augment Cooperative Breeding
The latter field of research has been the one I have focused on during these last years. Among all established religious traditions, the more devout tend to have more children than their more secular peers even if other variables such as education, income or urbanization are controlled for.
A interesting point in case are Celibates, frequently working as "helpers at the nest" and ranging from various Shamans and Priests to Catholic Nuns, Buddhist Monks, Jain Ascetics and even some Amish teachers. By offering services such as brokering (and blessing) treaties and marriages, educating the young, healing the sick and symbolizing religious values, they are augmenting communal survival and reproduction. In fact, we have explored numerous religious traditions such as the Old Order Amish, the Hutterites, Old Order Mennonites, Mormons, Haredim Jews etc. that managed to retain high birth rates throughout subsequent generations. Not all religions did, but those who didn't (such as the Shakers) finally succumbed to cultural Evolution. In contrast, we still didn't find a single non-religious population which had been able to retain at least replacement level (two births per woman) for a century! Secularization is taking place constantly among our species - but it is leading into demographic implosion of the participating populations. We "evolutionists" are bringing up far more scientific arguments than the religious creationists - but they are bringing up far more children! And there's is a yet unresolved philosophic irony in there...
During these last years, I have been strongly impressed and encouraged by the scientific integrity of some colleagues such as Susan Blackmore shedding her "memetic" approach on religion(s) due to the empirical facts. My latest inquiries have been into the strongly underestimated, maybe even formative role of women in the evolutionary history of religiosity and religions. There's another old path started by David Hume's "Natural History of Religion" (from 1737!) leading to Sarah Blaffer Hrdy's ingenious works on the role of cooperative breeding in human evolution. There's so much to be discovered in the rich field of evolutionary studies!
Previous: The second time is the charm
Next: Sending Hubble to School: THE HUBBLE ACADEMY 2013-2023
Mon, Feb 28, 2011, 11:16 am CST
Scientific and evolutionary studies of religions are fascinating- I hope you will expand on one particular subject for us. I would like to know more.
Mon, Feb 28, 2011, 3:18 pm CST
thanks for the kind comment! And yes, I try to write about evolutionary studies on religiosity and religions not only in publications (many of whom available at my homepage for free), but also in the web. And besides those scilogs I am publishing myself, I could imagine to do a guest post on specific topics now and then. Your lively interest is certainly encouraging, thx a lot!
Dr. Girlfriend
Not being religious myself I have always been intrigued by religion. Fascinating research!
Have you ever read "The Source" by Michener? It is called "historical fiction" - IMO, one of the greatest books ever written.
I have studied many religions (not through books, but by attending services and interacting with people.) I feel like a fly on the wall, just observing and soaking in the environment, words, and emotions.
There is so much to know about religion and faith.
What specific religion or belief system most intrigues you?
You stated in your post that 'celibate helpers' might facilitate increased offspring - but what are the other mechanisms that may increase offspring?
Some religious groups explicitly endorse big families, but is there some element whereby a strong group-identity increases birth rates? Are there examples of similiar birth rates outside of religious groups (all expected factors controlled for), is it possible that secular groups equally strong group-identities may reproduce at comparable rates?
Tue, Mar 01, 2011, 1:13 am CST
No, I haven't read Mitchener yet, but will gladly take a look at it.
I am interested in the natural sciences on the one side and the phenomena of religious experiences and behaviors as such. Evolutionay studies are perfect to combine these interests. :-) Therefore, I am fascinated by mainstream religious traditions as well as by interesting case studies (e.g. Shakers, Amish, Raelians).
@Psycasm
It seems that there are three main factors able to increase the fertility of the religious:
1. Adding value to respective choices. (For example by believing in commandments such as: Marriage is ordained by God, Sex is allowed only within a marriage, Children are a Gift of the Lord etc.)
2. Connecting people on a social level. (People in religious communities are on average more trustful to each other, including earlier and more lasting marriages.)
3. Offering institutions such as kindergartens, schools, hospitals etc. reinforcing the religious teachings as well as supporting the families.
Although non-religious institutions may partially substitute these effects, we haven't found a single case in history or present of a non-religious population remaining above replacement level for "just" a century. I wouldn't rule it out, but we didn't find a case.
For a more thorough debate on the matter, you might want to read "Von Hayek and the Amish Fertility. How religious communities manage to be fruitful and multiply. A Case study", which is Open-access-available at my homepage.


To clean under the rim, simply squirt the cleaner around the top of the bowl and use a toilet brush to scrub. Brushtech Toilet Rim Cleaning Brush . Its function is to remove dirt and grime from underneath the rim where even the best toilet brushes can not reach.... Question: Removing Stains Under the Toilet Rim June 12, 2012 0 found this helpful The toilets in our retirement home are six years old and some genius had taped over a couple of the holes under the rim (or just never removed them).
To clean under the rim, simply squirt the cleaner around the top of the bowl and use a toilet brush to scrub. Brushtech Toilet Rim Cleaning Brush . Its function is to remove dirt and grime from underneath the rim where even the best toilet brushes can not reach.
You could use a rag, vinegar, and maybe some toilet bowl cleaner to remove the stains, but the color might mean you could have a worn out gasket that's just run off into the bowl. Depending on your toilet, lift the cover to the reservoir and run your finger around the rubber gasket that seals the valve.


text:
'Black Lives Matter' Sign Vandalized Outside Arlington Church
ARLnow.com November 12, 2015 at 10:00am
A "Black Lives Matter" sign outside of Rock Spring Congregational church was vandalized earlier this week.
The church, at 5010 Little Falls Road near Yorktown High School, says that the word "Black" was cut out of the sign at some point between Tuesday night and Wednesday morning.
"We notified the Arlington police and we have ordered a new sign to replace the one that has been vandalized," Rev. Kathy Dwyer told congregants via email (below).
Rock Spring, which makes issues of social justice a cornerstone of its ministry, held a series of discussions about race and religion in September.
Dear Members and Friends of Rock Spring,
I am writing to let you know that at some point between Tuesday evening at 9:30 p.m. and Wednesday morning at 8:00 a.m. the sign we have on our lawn inviting people to join us in a sacred conversation on racial justice and stating that black lives matter was vandalized. The word "black" was deliberately cut out from the sign, as shown below. We notified the Arlington police and we have ordered a new sign to replace the one that has been vandalized.
Several people saw the sign or heard about the incident and have reached out. Elizabeth Woolford, a member of Rock Spring and a student at Yorktown High School wrote to me. With her permission, I share the following from her note, "I wanted to share that today is one of the days I could not be more proud to be a member of Rock Spring. I woke up this morning and a group message I am in with 10+ other Yorktown HS members were passionately discussing the recent defacement of our church's Black Lives Matter sign. I just went on Facebook to discover that several different Yorktown students …had posted about their sadness for the continual resistance we've received from our sign. Rock Spring's discussions and our stand on racial justice are reaching far beyond our church community. For these people, it is a sign (literally) that there are parts of the Arlington community that are working towards a better, just filled, and equal future, and prompting thought filled discussions amongst the future voters and politicians in the high school community. I hope that our sign will once again remain up, as our resilience to resistance is resounding deeply, especially with the teens I know, as a beacon of hope."
We will continue to bear witness with faith and courage. Our next sacred conversation is scheduled for this coming Monday, November 16 at 7:30 p.m. in the Saegmuller Room.
Photo courtesy Rev. Kathy Dwyer
church race vandalism
Morning NotesTri360 Closes in East Falls Church

redpajama_set_name: RedPajamaCommonCrawl


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This lady is captivatingly beautiful, she is the type to light up a room when she walks into it. Her sheer elegance and pose will turn heads. Jenna is certainly not shy either, her flamboyant and fun character is one that you will fall for instantly this isnt your average lady by far and you will realise that after being in her company for the first few minutes.
Not only are her looks killer her body is too! At just 5'3 she really is a pocket full of fun her natural 34 DD bust is certainly one of many of her amazing assets, you will simply have to explore to find out what all the others are!


text:
Q: unzip and process compressed data I want to process zip files on the fly and I have an issue. When applying the following code.
for file in ./*.zip; do head -$(($(unzip -c $file | grep -n $channel_after | cut -f1,1 -d":"))) $file;done

The idea is to obtain all the lines up to $channel_after which is channel10. However I get the following output
PK;��L�
         ��p-  marks.txtUT    Q�K[Q�K[ux
                                           ��342�020��.(��QH��K�.J-�56���2�00��g(d$楧�X�[�q���fh`�+.�@��
                                         -��̭�sRR�J�*A,���vQn�3��������r ,54���\PK;��L�
                ��p-   ��marks.txtUTQ�K[ux
Whereas the original file looks like
12082008;pull done;ret=34;Y
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N
Channel8
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N
Channel9
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N
Channel10
08072008;push hanged;s=3;N
15082008;pull done;ret=34;Y
01062008;psuh done;ret=23;Y
18082007;old entry;old;N

Why I am getting this error? Thanks

A: You're applying head to the original zipfile without unzipping it: the first argument to head is the arithmetic expansion with command substitution, the second one is $file. head doesn't know how to read zip files.
I saved the sample data as marks.txt and zipped it with
zip 1.zip marks.txt

I was then able to run
channel_after=Channel8
for file in 1.zip ; do
    head -$(($(unzip -c $file | grep -n $channel_after | cut -f1,1 -d":"))) \
        <(unzip -c $file)
done

which printed all the lines up to Channel8.

A: Your version is:
for file in ./*.zip; do head -$(($(unzip -c $file | grep -n $channel_after | cut -f1,1 -d":"))) $file;done

What you should do is:
for file in ./*.zip; do head -$(($(unzip -c $file | grep -n $channel_after | cut -f1,1 -d":"))) <(unzip -c $file);done

redpajama_set_name: RedPajamaStackExchange


YOU'LL REMEMBER THE BALTIMORE BREW'S ARTICLE THAT SHOWED UTTER FRUSTRATION AND CONTEMPT FOR THE OPEN MEETING LAW THAT BASICALLY IS WINDOW-DRESSING. I WROTE TWO REQUESTS TO THIS OPEN MEETING DEPARTMENT DEMANDING THAT THEY PROVIDE PEOPLE WITH A SINGLE-SOURCE LISTING OF ALL PUBLIC MEETINGS WELL IN ADVANCE OF THE MEETING. THE POLITICIANS KNOW THAT PEOPLE CANNOT PERUSE EVERY AGENCY WEBSITE TO KNOW WHEN MEETINGS OCCUR. IT IS VERY EASY TO DO.....SIMPLY PROVIDE A ENTRY SCREEN TO EACH AGENCY AND REQUIRE ENTRY OF NEXT MEETING DATE AND AGENDA IMMEDIATELY INTO THAT SCREEN OR AS SOON AS THAT INFO IS AVAILABLE. THAT SCREEN WOULD THEN BECOME A LIST BY MEETING DATE OF ALL PUBLIC MEETINGS AND WOULD ALSO PROVIDE A PUBLIC FEEDBACK LOOP. THIS LIST COULD BE LINKED TO WEBSITES LIKE MINE FOR EASY ACCESS.
THIS IS NOT HARD AND IT MUST BE DONE!!!
AND ATTORNEY GENERAL GANSLER'S OVERSIGHT THAT IS FAILING.
If you believe that a public body has violated the Act, you may file a complaint with the Open Meetings Compliance Board.
The Board encourages members of the public who have questions about a public body's compliance with the Act to pose their questions first to a member of the public body or its staff or counsel.
Send a complaint letter by mail or e-mail to the Open Meetings Compliance Board at this address: Open Meetings Compliance Board, c/o Attorney General's Office, 200 St. Paul Place, Baltimore, MD 21202, or OpenGov@oag.state.md.us. You must sign your complaint and include a return address. The Board accepts scanned signatures.
YOU WILL NOTE THAT EVEN THE LINK TO THE AGENCY ABOVE DOESN'T WORK......GO TO THE WEBSITE TO MAKE THE COMPLAINT. THESE POLITICIANS ARE ANIMALS!!!
There are hotel workers in Baltimore who make only 3/5 of what union hotel workers make in Los Angeles, Oakland, Seattle, Philadelphia, San Francisco Airport and Chicago Airport markets. In these same markets, the room rates that customers pay are comparable to those in Baltimore.
Workers at the Hyatt Regency Baltimore have come forward to fight for a fair and democratic process to decide on union representation. Baltimore hotel workers should not be making 3/5ths of what union hotel workers are making in cities where the rooms cost the same!
DO NOT ALLOW THESE CANNED CAMPAIGN ISSUES ON TAXES FRAME THE DEBATE. WE KNOW WE NEED THIS BANK TRANSACTION TAX AND WE KNOW WE NEED THE TOP TAX RATE AT 70%, NOT THE SAME AS YOU AND I IF WE ARE TO REVERSE INCOME INEQUITY. WE HEAR NOTHING OF THIS IN THE MEDIA AS THEY ONLY REPEAT THE CORPORATE POLITICIANS STANCES.
CALL AND WRITE YOUR INCUMBENTS AND MEDIA TO DEMAND THIS ISSUE BE IN THE DEBATES.
GET TO THESE MEETINGS EARLY IF YOUR WANT TO SPEAK.....SIGN IN IS EARLY AND LIMITED IN NUMBER.


text:
"A Little Short Story"
Mike Keith composed a short story that's an anagram of its title:
THE HUMBLE SENIOR PIPER AND A DEPRAVED ENGLISH REDHEAD (REVENGE STORY)
'He played the bagpipes,' she moaned, surrendering the drained revolver.
(Dave Morice, "Kickshaws," Word Ways 33:3 [August 2000], 221-231.)
December 24, 2021 December 23, 2021 | Language
Zipf's Law
Image: Wikimedia Commons
In any language, the most frequently used word occurs about twice as often as the second most frequent word, three times as often as the third most frequent word, and so on.
In American English text, the word the occurs most frequently, accounting for nearly 7% of all word occurrences. The second most frequent word, of, accounts for slightly over 3.5% of words, and so on.
This pattern obtains even in non-natural languages like Esperanto. It's named for American linguist George Kingsley Zipf, who popularized it.
12/24/2021 UPDATE: Apart from languages, the law is observed in measurements of the citations of scientific papers, web hits, copies of books sold, telephone calls, the magnitude of earthquakes, the diameter of moon craters, the intensity of solar flares, the intensity of wars, and the populations of cities. See this paper. (Thanks, Snehal.)
Windtowers
Marco Polo noticed an interesting feature in the architecture of Hormuz: "The heat is tremendous, and on that account their houses are built with ventilators to catch the wind. These ventilators are placed on the side from which the wind comes, and they bring the wind down into the house to cool it. But for this the heat would be utterly unbearable." This technique has been used for thousands of years, originally in ancient Iran and now throughout West Asia: By catching the prevailing wind and directing it through the interior of a house, the residents can greatly increase air circulation while avoiding the sun's heat.
In 2005 tests using a wind tunnel, Vipac Engineering confirmed that windtowers are effective in reducing the impact of summer climate — and their passivity makes them valuable for energy conservation.
(Anne Coles and Peter Jackson, Windtower, 2007.)
December 23, 2021 December 22, 2021 | Technology
Simplest Terms
English geographer Halford Mackinder's 1914 paper "The Geographical Pivot of History" helped to found the study of geopolitics. In it, he described his Heartland Theory, in which the world's land surface was divided into the "World-Island," meaning Europe, Asia, and Africa; the "offshore islands," including Britain and Japan; and the "outlying islands," including the continents of North America, South America, and Australia. At the world's center lies the Heartland, stretching from the Volga to the Yangtze and from the Himalayas to the Arctic.
In 1919 he reduced his theory to three startlingly stark statements:
Who rules East Europe commands the Heartland.
Who rules the Heartland commands the World Island.
Who rules the World Island commands the World.
He thought the "pivot area" was impregnable to attack by sea and thus capable of building a land power that could conquer the world.
"No mere academic theoretician, Mackinder injected his Heartland thesis into the 1919 Paris Peace Conference that followed World War I," write Mark Monmonier and George Schnell in Map Appreciation. "He recommended buffer states in Eastern Europe to prevent any nation(s) from gaining control of the Heartland, especially through a German-Soviet alliance. The conference's subsequent creation of independent states from territories that had been parts of Austria-Hungary, Germany, or Russia varied little from Mackinder's proposal and included Estonia, Latvia, and Lithuania (along the Baltic Sea) and Poland, Czechoslovakia, and Yugoslavia (extending from the Baltic to the Adriatic)."
December 23, 2021 December 22, 2021 | History
"The Black Patch"
Submitted by Randolph Hartley for Life magazine's 1915 short story contest:
I wear a black patch over my left eye. It has aroused the curiosity of many; no one has suspected the horror that it hides.
Twenty years ago Bernard Vroom and I, fellow students at the University of Jena, were devotees at the feet of Professor Malhausen, the foremost optical surgeon of his time. Living, working, dreaming together, Vroom and I became almost as one intelligence in our passionate study of the anatomy of the eye. Vroom it was who advanced the theory that a living eye-ball might be transferred from the head of one man to the head of another. It was I who suggested, and arranged for, the operation, performed by Professor Malhausen, through which Vroom's left eye became mine and my left eye became Vroom's. Professor Malhausen's monograph, published shortly afterward, describes the delicate operation in detail. The ultimate effects of the operation are my own story.
Very distinctly do I remember the final struggle for breath when the anesthetic was administered; and quite as vividly do I recall my return to consciousness, in a hospital cot, weakened by a six weeks' illness with brain fever, which had followed the operation. Slowly but clearly my mind advanced through the process of self-identification, and memory brought me to the moment of my last conscious thought. With a mingled feeling of curiosity and dread I opened my eyes.
I opened my eyes and beheld two distinct and strongly contrasting scenes. One, which was visible most clearly when I employed only my right eye, was the bare hospital room in which I lay. The other, distinct to the left eye alone, was the deck of a ship, a stretch of blue sea, and in the distance a low, tropical coast that was to me totally unfamiliar.
Perplexed and vaguely afraid, I begged the nurse to send at once for Vroom. She explained gently that Vroom had recovered quickly, and that, although deeply distressed over leaving me, he had sailed for Egypt, a fortnight since, on a scientific mission. In a flash the truth came to me overwhelmingly. The severing of the optic nerve had not destroyed the sympathy between Vroom's two eyes. With Vroom's left eye, now physically mine, I was beholding that which Vroom beheld with his right. The magnitude of the discovery and its potentialities stunned me. I dared not tell Professor Malhausen for fear of being thought insane. For the same reason I have held the secret until now.
On the second day of double-vision my left eye revealed a gorgeous picture of the port and city of Alexandria — and of a woman. Evidently she and Vroom were standing close together at the ship's rail. I saw on her face an expression that I had never seen on woman's before. I thrilled with exultation. Then suddenly I went cold. The look was for Vroom, not for me. I had found a love that was not mine, a love to which every atom of my being responded, and it was to be my portion to behold on my loved one's face, by day and by night, the manifestation of her love for another man.
From that moment on I lived in the world that was revealed to me by my left eye. My right was employed only when I set down in my diary the impressions and experiences of this other life. The record was chiefly of the woman, whose name I never knew. The final entry, unfinished, describes the evidences that I saw of her marriage to Vroom in the English Garrison Church at Cairo. I could write no more. A jealousy so sane and so well founded, so amply fed by new fuel every new moment that it was the acme of torture, possessed me. I was truly insane, but with a true vision, and to me was given the weapon of extreme cunning that insanity provides. I convinced Professor Malhausen that my left eye was sightless, and by simulating calmness and strength I gained my discharge from the hospital. The next day I sailed from Bremen for Port Said.
Upon reaching Cairo I had, naturally, no difficulty in finding my way through the already familiar streets, to the Eden Palace Hotel, and to the very door of Vroom's apartment, overlooking the Esbekieh Gardens. Without plan, save for the instant sight of her I loved, I opened the door. Vroom stood there facing me, a revolver in his hand.
"You did not consider," he said calmly, "that my left eye also is sympathetic; that I have followed every movement of yours; that I am acquainted with your errand through the entries in your diary, which I read line by line as you wrote. You shall not see her. I have sent her far away."
I rushed upon him in a frenzy. His revolver clicked but missed fire. I bore him backward over a divan, my hands at his throat. His eyes grew big as I strangled him. And into my left eye came a vision of my own face, as Vroom saw it, distorted by the lust of murder. He died with that picture fixed in his own eye, and upon the retina of the eye that once was his, and is now mine, that fearful picture of my face was fixed, to remain until my death.
I wear a black patch over my left eye. I dare not look upon the horror that it hides.
December 22, 2021 December 21, 2021 | Literature
A Christmas Puzzle
Mathematician Matthew Scroggs has released this year's Christmas card for Chalkdust magazine. (Actually I'm late — it's been out since December 4.)
Solving 14 puzzles will reveal a Christmas-themed picture in this diagram.
You can download the card as a PDF or complete it online.
December 22, 2021 December 21, 2021 | Puzzles
"There's nothing more boring on this earth than to have to read the description of an Italian journey, except maybe to have to write one — and the writer can only make it halfway bearable by speaking as little as possible of Italy itself." — Heinrich Heine
December 21, 2021 December 20, 2021 | Quotations
Concealed Shoes
England's Northampton Museum maintains a Concealed Shoe Index that documents the discovery of shoes hidden in the structure of buildings, 1900 of them as of 2012.
This seems to have been a tradition that was once widespread and that died out relatively recently — the first such shoe was discovered behind the choirstalls in Winchester Cathedral, which were installed in 1308, and almost half are from the 19th century. Most have been worn, and about half belonged to children.
Why did people do this? The shoes may have been a fertility charm, or offerings to a household deity, or protections against evil spirits. But the practice was evidently once very popular — concealed shoes have been found in Europe, North America, and Australia, and in many types of buildings: workhouses, factories, public houses, country cottages, town houses, manor houses, hospitals, and two Oxford colleges, St John's and Queen's.
December 21, 2021 December 20, 2021 | Oddities
By J. Paul Taylor. White to mate in two moves.
1. Nc4! and the queen will mate.
From Elementary Chess Problems, 1880.
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Home > Advocacy and Media > AILA Correspondence > 2018 > Sign-On Letter to Appropriators to Reject Reprogramming Requests Made By DHS
Sign-On Letter to Appropriators to Reject Reprogramming Requests Made By DHS
AILA Doc. No. 18062736 | Dated June 27, 2018 | File Size: 585 K
There are many reports of DHS's efforts to construct new detention camps and jails to detain tens of thousands of children and families in addition to the more than 40,000 already detained each day. AILA and 11 other coalition partners delivered a letter to the leadership of the House and Senate Appropriations Committees, urging them to reject the transfer and/or reprogramming of funds DHS will need to realize these plans. The letter places the question of funds in the context of the ongoing abuses committed inside DHS's detention system, such as family separation, and outlines DHS's recent history of overspending and documented violations of congressionally imposed transparency and accountability obligations.
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The most exciting materials technology event on two wheels has been set up by The Society of Plastics Engineers (SPE) and JEC Group.
Cyclitech 2015 is the first international conference dedicated to composite technology for bicycles.
Taking place on December 8th and 9th 2015 at the Courtyard Brussels Hotel in the Belgian capital, the conference will examine the use of composites in bicycle design, including safety and performance aspects, and the implications for mass-market bicycles of recent composite innovations for high-end bikes.
Among 40 speakers from Europe, Asia, and the Americas will be experts from Union Cycliste Internationale, Ecole Polytechnique Federale de Lausanne, Corima, Cervelo, KTM Technologies, Oxeon AB TeXtreme, and BMC. In addition to technical presentations, there will be roundtable and panel discussions with professional riders and the press.
Willem De Vos, CEO of SPE, said: "The all-plastics bike is closer than we think. The market for non-metal bicycle frames and components is constantly growing, and recent successes of composites in specialty or racing bikes will lead the way to their application in high-volume markets."
Cycling is enjoying a rise in popularity, with recent forecasts anticipating growth in the bicycle market to jump to $65 billion (€60.5 billion) by 2019.
Frederique Mutel, President and CEO of the JEC Group, stated: "This is the first time that we have dedicated a full conference to a niche market such as bicycles. Thus far, registration for the conference has been so compelling that JEC Group and SPE are already planning for Cyclitech 2016, to be held in the US."
Online registration is available at www.cyclitech.events.


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Tory Burch Sells Minority Stake to Tresalia Capital
Posted by RichGirlLowLife at Friday, July 24, 2009 0 comments
Tory Burch LLC today announced that a minority stake in the company has been acquired for an undisclosed amount by Tresalia Capital, a private family investment company based in Mexico City.
"We are thrilled to announce this new partnership," says Tory Burch. "The team at Tresalia Capital has the same entrepreneurial values that our brand was built on. They have a great understanding of the vision we have for Tory Burch and the future of our company. I look forward to working with them as we continue to expand and diversify our brand on a global scale."
- Forbes
Labels: Tory Burch
Makeup Artist Jackie Sanchez Interview with Marta Walsh Her Clients Include Kimora Lee, Tyra Banks, And Alek Wek
Posted by RichGirlLowLife at Sunday, July 12, 2009 0 comments
Celebrity Makeup Artist Jackie Sanchez does make up for Tyra Banks, Alek Wek and Kimora Lee. In this interview, Jackie Sanchez talks to Marta Walsh about her first breaks as a makeup artist, makeup philosophy, working with supermodel Alek Wek and tips to getting her look, what can we find in her makeup bag, and future plans.
Marta Walsh: When did your fascination with makeup begin? Jackie Sanchez: When I was 10 years old my brother got me a makeup kit called Scandia. It had eyeshadow, blush, lipstick, mascara, the works. I still remember opening that first box full of lipsticks!
MW: How did you get your first big break as a makeup artist? JS: There are so many exciting times that I can remember. I would have to say working with legendary author Toni Morrison opened many doors for me. Traveling with her, accompanying her on book tours, meeting the television elite such as Katie Couric, Diane Sawyer, andCharlie Rose, has been so exciting.
MW: What is your makeup philosophy? JS: I definitely believe in "less is more". If you have nice skin why cover it up with heavy foundation and powder. Makeup should enhance your beauty.
MW: How did you end up doing makeup for Alek Wek and what was it like meeting her? JS: I was fortunate enough to work with Ebony magazine's Creative Director Harriette Coleand she assigned me to this project. Alek is the most down to earth, sincere and friendly model I have ever met. So polished and professional.
MW: Which types of makeup looks did Alek Wek tend to go for? JS: Luckily I was given free reign to choose the "look" for Alek that day. With clothing being primarily black and shot against a gray background I decided to give Alek a pop of color. I used a mixture of navy blue eyeshadow highlighted with cobalt blue on top. I used a spicy burgundy bronzer and a shiny gloss with metallic flecks to balance out the strong blue eye color.
MW: What are some memorable makeup looks you've created Alek Wek, how can we achieve these looks at home? JS: My advice would be to practice, practice, practice with neutrals. When you have your application skills in place then venture on to colors like purple, blue or green which are more difficult to work with.
MW: Which products are must-haves in your makeup bag? JS: For starters I always prep the face with Dermalogica skincare products. For foundations I like MAC or Black Opal stick foundations. These are great because you can control the coverage by applying thicker as a concealer or by mixing with moisturizer for a soft finish. For eye and cheek colors I turn to MAC, Smashbox, or NARS which come in a variety of textures and sheens – matte, dewy, pearlescent. I am a true lip gloss junkie and I love them all! My favorite mascara for the last 10 years(!) is L'Oreal Voluminous.
MW: What is the key for achieving long term success and popularity as a makeup artist? JS: I would have to say being good at what you do but also being able to meet the specific needs of each client. If a client mentions a particular product they are fond of, be sure to have it with you every time you work with them. Be flexible and creative to create looks for different occasions. Makeup is about fun and experimentation…why do the exact same look day after day?
MW: Who would you love to do makeup for in the future? JS: Such a tough question. I would love to work with Halle Berry, Hugh Jackman, and Estellefor starters.
MW: What's next for Jackie Sanchez? JS: Hopefully working behind the scenes with a major cosmetic manufacturer on product development. Also I hope to travel the world with some of my clients
Labels: Articles, Cosmetics
Sonia Ryliel Talks To Interview Magazine By Rebecca Vioght
REBECCA VOIGHT: How's life after the Spring/Summer 2009 show?
SONIA RYKIEL: It's time to start over. As soon as the show is over I always think, How will the woman I design for go forward? It's so important to start quickly because I can't let her get away.
RV: How do you think fashion will get through the current financial crisis?
SR: I'm very concerned. This crisis is worldwide, it's deep, and it affects everybody. Will people continue to shop in the same way? No, that's not possible.
RV: But the show you just put on was so joyful-the girls were dancing.
SR: My shows are about the complete woman who swallows it all. It's a question of survival. I think in the darkest moments, we need a break. It's useless to send models out on the runway to cry.
RV: Fashion has become increasingly about luxury. But you don't seem to have taken the solid gold road. Why?
SR: For me, luxury isn't just the real thing. It's also fake. Swarovski crystals or real diamonds? It's a game. You have to be luxurious nude. It's difficult to move in the nude in front of a mirror. It's much easier to move when you're dressed. But if you can walk around in the nude easily in front of your man, if you can be luxurious in the nude, then you've really got it.
NATHALIE RYKIEL: The Rykiel philosophy has always been to mix inexpensive things with expensive ones. We started with velour T-shirts, and now we have great sable furs. It's about a woman who is very much into seduction. She wants everything out of life. She is still willing to starve for a pair of shoes.
RV: What did you think about all these designers' takes on Rykiel for the 40th anniversary?
SR: I was shocked because I didn't know anything about it beforehand. I thought it was magnificent that other designers would do all this work-it was so beautiful, so fantastic. I said to Jean Paul [Gaultier], "You know I don't knit." And he said, "You still don't?" It's true. I don't know how to knit.
NR: Sonia is strong, and so am I. I love to work with a sense of urgency, impatience, and also in secret. We had been celebrating our 40th anniversary for an entire year, but I didn't want to have a big birthday cake on the runway. I wanted to surprise her. I thought if I could get designers like Giorgio Armani and Ann Demeulemeester to come up with their version of Rykiel, it would say something incredible about my mother but also about fashion designers who would come together to celebrate one of their own like this, to show how she has inspired them.
RV: Unlike many designers, you not only own your house, but you're still designing. What keeps you at it?
SR: This job fell on me. I didn't want to do it. It was an accident. For the first 10 years I said, "Tomorrow I'm stopping." First I made a dress because I was pregnant and I wanted to be the most beautiful pregnant woman. Then I made a sweater because I wanted to have one that wasn't like anyone else's. I became the world's queen of sweaters without even knowing how one was made. It's obvious today that I need to be in the center of this business even if there are people helping me. Say I go to La Traviata tonight and my team goes to see the Bee Gees. The next day we knit with La Traviata and rock, and it's fantastic. I think I'm a good thief. That means that everything I hear, everything I see, becomes part of what I do.
NR: Designers change today. All these groups have a designer and when it's not good they change them. It's a huge difference for Rykiel because women know it's Sonia and I on the Boulevard Saint-Germain.
RV: Is Sonia Rykiel all about Rive Gauche of Saint-Germain des Prés?
SR: I would say no. Rive Gauche is an intellectual idea that will always be there. What counts is the world. Even if I'm in Japan and I don't speak Japanese and the woman facing me doesn't speak French but she's dressed in Rykiel, and she recognizes me, then we have a common language right away.
NR: But Rykiel incarnates French chic. Not just that, it's Parisian chic, it's Left Bank chic. And to be even more precise, it is about Saint-Germain des Prés. The Rykiel woman is intelligent, cultivated, and aware of politics but still crazy enough to fall in love. - Interview Magazine
Labels: Articles, Sonia Rykiel
Tory Burch Sells Minority Stake to Tresalia Capita...
Makeup Artist Jackie Sanchez Interview with Marta ...
Sonia Ryliel Talks To Interview Magazine By Rebecc...


Specklinia condylata (Luer) Pridgeon & M.W. Chase, Lindleyana 16(4): 257. 2001.
Bas.: Pleurothallis condylata Luer, Selbyana 3(1-2): 80-81, f. 143. 1976.
TYPE: Panama. Chiriqui: epiphytic in trees along the stream near San Vicente, alt. 500 m., between Concepción and Volcán, 11 Sept 1976, C. Luer & Butcher 1198 (holotype, SEL, detail of type; illustration of type; clonotype).
Sarcinula condylata (Luer) Luer, Monogr. Syst. Bot. Missouri Bot. Gard 105: 208. 2006.


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Organizational Structure: Why It Matters and What are the types - Penpoin (2023)
Why is organizational structure important? Consequences of a bad organizational structure Is the organizational structure static? What does the organizational structure represent? What are the types of organizational structures? Tall structure Flat structure Centralized structure Decentralized structure Divisional structure Functional structure Geographical structure Matrix structure What to read next MAKE IT SPREAD FAQs Videos
You are here: Home / Management / Human Resources / Organizational Structure: Why It Matters and What are the types
What's it:Organizational structure is about how a company is arranged and how certain activities are directed towards achieving organizational goals, including organizing tasks, responsibilities, decision making, workflows, communication channels, andhierarchies. It determines the mode in which the company operates and works. And choosing the right structure is one of the important decisions because it impacts effectiveness in achieving goals.
There are various organizational structures, including flat and tall structures. Then, based on how far authority is delegated along thechain of command, there are centralized and decentralized structures. And the structure can be organized in several ways, perhaps built around business units, functions, products, projects, geographies, or a matrix approach.
Then, when we graphically represent the organizational structure, it will form anorganizational chart. It describes the units and positions within the company and how they relate to each other.
Why is organizational structure important?
Several reasons explain why organizational structure is important.First, structure affects effectiveness in achieving goals. It provides an overview of how the company is organized and how best to move forward in achieving its goals. On the other hand, it is difficult to operate smoothly without a formal structure.
For example, employees may have difficulty knowing their roles. Finally, they are confused about what they should do. Or they don't know who to report to. As a result, there is uncertainty about who is responsible for what.
Second, structure affects how physical and human resources are managed. It defines how jobs and tasks, roles, responsibilities, and supervision are divided and integrated, describes hierarchical reporting relationships, and governs how individuals and teams coordinate their work efforts. Simply put, it lays out who does what and how they relate to each other.
Third, a structured organization allows the company to remain efficient and focused. The company separates employees and functions into different departments. It provides clarity to everyone at every level about their roles and responsibilities. Finally, they can be more productive because they focus their energy and time on what they should be doing.
Fourth, it determines how information flows between levels within the organization. For example, decisions flow from top to bottom under a centralized structure. And, decisions are concentrated on a few people. The top-level managers have more power to make decisions, with the highest authority being under the top managers.
Instead, decision-making is distributed among different levels of the organization under a decentralized structure. Upper managers delegate some decisions to lower managers.
Fifth, a clearly defined structure allows the company to develop a salary structure for employees. They can decide salary levels and ranges for each position according to their level in the organization.
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Consequences of a bad organizational structure
In general, a bad structure causes the company to be ineffective in achieving its goals. The operation does not work as intended due to issues such as:
Ineffective decision-making, for example, due to overlapping decisions.
Disharmony, for example, results from the struggle for power because authority is not clearly regulated.
Confusion among employees, for example, because the roles and duties in each position are not clearly defined.
Low motivation and morale because employees do not see a clear career path or job accumulation at a certain level.
Lack of coordination and control, for example, results from inconsistent decisions between lower-level managers and upper-level managers.
Poor communication because messages don't flow on track or take a long time because they have to go through many managerial layers.
Duplicated activities or work, for example, due to poor distribution of roles, thus making efforts and resources wasted.
Slow decision-making, so the company is unable to respond to changing conditions.
Is the organizational structure static?
The organizational structure may change over time, depending on management needs. In addition, changes in the business environment, such as changes in product demand, can also encourage companies to change their structure.
Alternatively, a change in management style could also have an effect. For example, the new management may reorganize and introduce a new structure by adding or removing some positions.
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Finally, changes in organizational structure also occur along with business growth. At the start of operations, small businesses usually adopt a flat structure due to the limited workforce. They often do not have a managerial layer. And in its structure, the owner directly supervises the workers and makes all business decisions.
It is costly for a small business to adopt a tall structure. Why? A tall structure requires several managers to manage a functional area. And hiring and paying managers is more expensive than hiring staff, perhaps more than the dollars they make selling products or providing services.
Then, gradually the organization gets bigger as the business grows. Finally, owners restructure the organization and move to a taller structure. It had to be done because they began to find it difficult to manage the organization and take all the decisions. They then recruited several people to manage key functional areas such as human resources, finance, production, and marketing.
What does the organizational structure represent?
The organizational structure tells us how the company is arranged. Specifically, it shows some information, including:
Who reports and is responsible to whom (chain of command). The chain of command can be tall with many managerial layers involved or flat with few layers.
How decisions should be made. It shows who has the authority to make decisions and how much power they have.
How formal communication flows within the company. Communication flows along the chain of command. If a problem arises, an employee must report it to his superior, one level above him in the chain of command.
How many subordinates each manager is responsible for (span of control). A wide span of control means each level has fewer subordinates. Conversely, a narrow span of control means fewer subordinates.
How the company organizes jobs. A common one is to organize them by business function. They separate work into departments such as production, marketing, finance, and human resources.
What are the types of organizational structures?
There are several ways to classify organizational structures, depending on which dimensions we use to group. For example, based on:
How long is the chain of command, and how many managerial layers? We can distinguish organizational structures into tall structures and flat structures.
How is decision-making concentrated within the organization? There is a centralized structure and a decentralized structure.
Then, some companies might organize their organization around business units, business functions, product lines, customers, projects, or geographies. Others may combine more than one of these dimensions – called a matrix structure.
Tall structure
Tall structureshave many hierarchical levels or managerial layers. It has a long chain of command. As a result, communication and decision-making must go through many layers.
Then, the tall structure has a narrow span of control. Each manager will supervise a relatively few subordinates.
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Large companies generally adopt this structure. They need a tall structure to be effective. Their complex operations require more control. Thus, they will need multiple managers to oversee day-to-day operations.
More distributed and clearly defined roles and authority are among the advantages of tall structures. As a result, it allows for higher control over the business.
But, because it has to flow through many managerial layers, communication and decision-making are slow. Moreover,delegationto lower management is relatively little under this structure, resulting in job dissatisfaction and demotivating employees.
Flat structure
Aflat structureis the opposite of a tall structure. The company has few managerial layers. Thus, the chain of command and hierarchical levels tend to be short. Each manager has many subordinates (a wide span of control).
Managers give subordinates moreauthorityand delegate some decisions to them. Thus, they are more accustomed to and trained to make decisions and manage their work area. Likewise, subordinates have the independence to do work and achieve targets in their own way.
The flat structure opens up opportunities for employees to develop themselves. They are independent in managing their work life. Likewise, they can actualize themselves in their daily routine work. And they can do that without being bothered by the intense scrutiny of the manager.
Another advantage is fast decision-making. Because it involves few managerial layers, managers can make decisions quickly. Likewise, lower-level managers have more decision-making authority than those under higher-level structures. Finally, it allows organizations more flexibility to respond to changing business environments.
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Centralized structure
Acentralized structureconcentrates decisions on top-level managers. As a result, upper managers have a great deal of authority and delegate little to lower managers.
The degree of centralization depends on factors such as:
Geographical distribution of operations
Quality managers at every level
A centralized structure is important for controlled decision-making. It is because the authority is under a few people. In addition, decision-making responsibilities are clearly defined.
Minimizing decision inconsistencies is another advantage. Lower-level managers only need to carry out what their superiors have decided.
However, if the leadership qualities of top-level managers are poor, it can be disastrous. Another drawback is low motivation. Less delegation means less room for subordinates to participate in making decisions about their work area. Thus, they have fewer opportunities to self-actualize and develop competencies.
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Decentralized structure
Under adecentralized structure, authority is delegated as far as possible along the chain of command. In other words, lower-level managers have more opportunities to make decisions. And responsibilities are distributed across the levels. For example, top-level managers make strategic decisions such as the company's vision and strategic plans. Meanwhile, lower managers take on the remaining responsibilities, such as decisions about day-to-day operations.
The decentralized structure allows for fast decision-making. Lower-level managers can take immediate action when problems arise, not just wait for a decision from their superiors. In addition, the decisions taken are more relevant to the context because they are made by those closest to the source.
Another advantage is motivation. Delegation is one way to empower employees and increase their job satisfaction. The boss trusts them to take the necessary action. It allows them to self-actualize. As a result, they are motivated to give their best.
However, decentralized structures carry several risks. Decision inconsistencies by top-level managers and lower-level managers are among them. That can lead to problems, ranging from the disharmony of relationships between them to disrupted operations.
Another problem is poor decision quality. Lower-level managers may be incompetent to be effective decision-makers. They may have expertise in a functional area but not in decision-making.
Divisional structure
Under adivisional structure, the company designs the organization into several divisions or strategic business units. Each operates independently and has a complete structure separate from the headquarters.
Usually, management at headquarters provides targets as a guide to managers in business units. They also oversee and control the performance of each unit while leaving the rest to the unit manager.
This structure is common for multinational companies. They operate in several countries through subsidiaries. In addition, conglomerates or other giant companies also adopt this structure to manage their business portfolios. An example isThe Walt Disney Company, which operates several business segments such as theme park resorts, television, broadcasting, streaming media, consumer products, publishing, and international operations.
The divisional structure allows the company to grow through diversification. They can pursue some business. And at the same time, they can manage each one effectively through this structure as it reduces coordination and control problems.
Functional structure
Under thefunctional structure, the company structures the organization into several business functions. Jobs in functional areas are grouped into departments such as operations, marketing, finance, and human resources – and as such, each department requires employees with specific skills.
Departments will vary greatly between companies. Some may only involve the four types above. Others may add other departments such as research and development, procurement, and information technology.
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The advantage of the functional structure is specialization. Employees work based on their specific skills. Hence, it enables high productivity.
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However, this structure is not without risks. Ego and coordination problems often arise. For example, individual managers are more concerned with their department than the organization's interests.
Geographical structuredivides organizations into groups based on their location. As a result, businesses have reporting systems and functionalities in multiple locations.
Large or multinational companies usually adopt this structure. They have subsidiaries or business units operating in several different regions. Then, they group the units according to their regional area. For example, Coca-Cola divides its area of operations intoseveral groups: Europe, Middle East, and Africa Group; Latin America Group; and the Asia Pacific Group.
Adopting this structure allows the company to be more adaptive to the local environment. Management in each unit manages day-to-day operations independently. So, they can make decisions quickly and develop appropriate strategies, adapting to their respective business environments.
However, this structure carries risks. For example, headquarters management may lose control of business units due to coordination and oversight issues. In addition, the potential for duplicated resources, jobs, and functions is another drawback.
Matrix structure
Under amatrix structure, a company is organized based on vertical and horizontal relationships; it can be based on business units, functions, projects, products, or regions. Therefore, this structure combines two or more organizational structures and is the most complex and the least widely adopted.
For example, a company might structure its organization based on business functions and projects. The company allocates physical and employee resources into functional and project areas. Thus, an employee will have two bosses: a functional manager and a project manager.
The extent to which functional managers and project managers have power, there are three categories of matrix structure: strong matrix, balanced matrix, and weak matrix. Under a strong matrix, the project manager has strong authority over resources and employees. On the other hand, functional managers play a larger role under a weak matrix.
Large companies with several large projects usually adopt this strategy. They launch new projects to support long-term growth – such as new product development – while maintaining existing operations.
In addition, this structure plays a role in creating flexible human resources. Employees are accustomed to multiple roles: functional staff and project teams. Finally, the company can place them when there is a new project. And for employees, joining a project team is a way to develop competence and self-actualize.
However, organizational complexity can create problems. For example, employees are confused because they have to face more than one boss and play several roles. Which boss and task should come first?
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In addition, employees' workload becomes heavier because they have to work on functional tasks and projects. Therefore, it can lead to stress and demotivation, especially if not accompanied by adequate compensation.
Organizational Structure: Why It Matters and What are the types
Tall Organizational Structure: Characteristics, Advantages, Disadvantages
Flat Organizational Structure: Characteristics, Advantages, Disadvantages
Organizational Structure By Hierarchy: Advantages, Disadvantages
Organizational Structure by Function: Advantages and Disadvantages
Organizational Structure By Product: Advantages and Disadvantages
Organizational Structure by Region: Advantages and Disadvantages
Organizational Structure by Customers: How It Works, Advantages, Disadvantages
Matrix Structure: How It Works, Advantages, Disadvantages
Horizontal Organizational Structure: Characteristics, Advantages, Disadvantages
Vertical Organizational Structure: Characteristics, Advantages, Disadvantages
Shamrock Organization: How it Works, Advantages and Disadvantages
Project-Based Organizational Structure: Strengths and Weaknesses
Centralized Organizational Structure: Advantages, Disadvantages
Decentralized Organizational Structure: Advantages, Disadvantages
Formal Organizational Structure: Characteristics, Advantages, Disadvantages
Informal Organizational Structure: Characteristics, Advantages, Disadvantages
Multidivisional Structure: Importance, How it Works, Pros, Cons
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What is an organizational structure and why it matters? ›
An organizational structure defines how job titles, roles, and responsibilities are assigned within a company. It helps determine who reports to whom, and who makes decisions about what. Startups often have a matrix organizational structure, with different departments working together on projects.
What is organizational structure and its types? ›
Types of organizational structures include functional, divisional, flatarchy, and matrix structures. Senior leaders should consider a variety of factors before deciding which type of organization is best for their business, including the business goals, industry, and culture of the company.
What do you think is the best type of organizational structure Why? ›
The project-based structure features the best of both the traditional line and functional organizational structures: it's simple, with the first tiers answering only to a direct supervisor. The final tier is the team responsible for completing whatever project is set before them.
What are the four basic types of organizational structure choose every correct answer? ›
The four basic forms of organizational structure are functional, divisional, matrix, and flat structures.
What is the most important organizational structure? ›
A hierarchical structure, also known as a line organization, is the most common type of organizational structure. Its chain of command is the one that likely comes to mind when you think of any company: Power flows from the board of directors down to the CEO through the rest of the company from top to bottom.
What is the most important purpose of structure? ›
The main purpose of such a structure is to help the organization work towards its goals. It brings members of the organization together and demarcates functions between them. Secondly, the structure also helps in ensuring smooth and efficient functioning. In other words, it reduces time, money and efforts.
Why is organizational structure important? ›
Organizational structure is important because it orders your organization to deliver value to a market. Your organization's value chain is the sequence of high-level operations that represents your core value-creating process. It is the translation of competitive strategy into activity.
What is organizational structure in simple words? ›
A system that outlines how specific activities are handled to fulfill a strategic mission is known as an organizational structure. Rules, roles, and obligations are all part of these activities. The organizational structure also determines the flow of information between divisions within the corporation.
What is the best definition of organizational structure? ›
Organizational structure is the method by which work flows through an organization. It allows groups to work together within their individual functions to manage tasks.
How do you choose a good organizational structure? ›
How to choose an organizational structure
Review the different organizational structures. ...
Determine the company's strategy. ...
Consider the business' environment, size and age. ...
Review the information. ...
Create a visual chart and make a decision.
What is the best organization type? ›
Partnership. A partnership is a straightforward business organization type to create. It requires an agreement that may be verbal or written. The sole proprietorship and the partnership are the most straightforward business organization types.
How do you choose an organization type? ›
To choose the right type of business organization, you must consider:
Paperwork requirements as well as initial and ongoing costs.
Liability protections so you do not become personally responsible for debts and judgments.
Tax implications.
Future transferability of the business.
What are the four most important factors affecting organization structure? ›
What are the factors that influence organizational structure?
Business strategy. The way you position your company should also inform your organizational design. ...
Location. We live in a global, digital age. ...
Culture. ...
What factors affect organizational structure design? ›
There are five factors that greatly impact organizational design: strategy, environment, technology, size and life cycle, and culture.
What makes a strong organization? ›
Summary. Effective organizations create results, and to be fully effective, nonprofits must exhibit strengths in five core organizational areas—leadership, decision making and structure, people, work processes and systems, and culture.
How does Organisational structure help a business? ›
Organisational structure determines the assignment and coordination of roles, power and responsibilities within a business. It also defines how information flows between the different levels of management. Every business, from a sole trader to the largest company, is organised in a particular way.
What is a benefit of having structure? ›
An organized structure provides employees with the guidance they need to perform at their best every day. An improvement in employee performance can also lead to greater employee morale and confidence.
What is the purpose of structure? ›
The purpose of an organisation structure is to help the organisation to achieve its aims and objectives and employees to complete their work effectively and efficiently. An organisation structure allocates employees designated work roles and responsibilities and helps management to coordinate and control activities.
How does organizational structure affect management? ›
While organization is necessary for success, the structure can influence the project management process. A company's organizational structure may dictate the level of project management, who makes ultimate project decisions, the communication of project goals and tasks and how the project manager works with his team.
What is the structure of an organization called? ›
The term "organizational structure" refers to how the people in an organization are grouped and to whom they report. One traditional way of organizing people is by function. Some common functions within an organization include production, marketing, human resources, and accounting.
What determines how an organization is structured? ›
Although many things can affect the choice of an appropriate structure for an organization, the following five factors are the most common: size, life cycle, strategy, environment, and technology. The larger an organization becomes, the more complicated its structure.
What is the best factor to make the organization successful? ›
Clear vision, a measurable plan, culture of urgency, best people, and superior customer service…
What factors influence organization performance? ›
These factors are namely (i) organizational systems, (ii) employees' incentive systems, (iii) tools and physical environment, (iv) knowledge and skills, (v) individual attributes, and (vi) external environment.
What factors affect organizations? ›
The economy, politics, competitors, customers, and even the weather are all uncontrollable factors that can influence an organization's performance. This is in comparison to internal factors such as staff, company culture, processes, and finances, which all seem within your grasp.
What are the principles of organizational structure? ›
The key principle of an organizational structure is how authority is passed down and around the company. Understanding what everyone's roles and responsibilities are helps to create accountability for individuals, teams and departments.
What are the key components of organizational design? ›
The key components of organizational design are structure, culture, and control. The goal is to design an organization that allows mangers to effectively translate their chosen strategy into a realized one.
What are the challenges of organizational design? ›
These include keeping employees connected, managing global structural issues, building a learning organization, and designing flexible work arrangements.
What is the organization structure? ›
How do you create an organization? ›
The process for creating an organizational structure
Plan the future. ...
Consider the past. ...
Build your organizational structure. ...
Fill in the people. ...
Balance authority and responsibility. ...
Fill in employee data and metrics. ...
Practice robust performance management of employees. ...
Review your organizational structure annually.
How can Organisational structure be improved? ›
How to Improve Your Organizational Structure
Address your business needs and issues. ...
Make sure that your hierarchy fits with your company's purpose, objectives, and goals.
Build on what is already working.
Leverage the strength of your top talent.
Build ownership and accountability at all levels of the organization.
1. Smalltalk Computers, Past and Future
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3. CEUM 2021: "Top 10 Highlights from 13 Years CityEngine – A History Lesson"
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Author: Manual Maggio
Name: Manual Maggio
Address: 359 Kelvin Stream, Lake Eldonview, MT 33517-1242
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Introduction: My name is Manual Maggio, I am a thankful, tender, adventurous, delightful, fantastic, proud, graceful person who loves writing and wants to share my knowledge and understanding with you.
pulass.pics


text:
Lucid Intervals (Hardcover)
A Stone Barrington Novel
By Stuart Woods
Putnam Adult, 9780399156441, 304pp.
Compact Disc (10/25/2012)
Paperback, Large Print, Large Print (4/20/2010)
A brand-new page-turning Stone Barrington novel from the perennially entertaining "New York Times"-bestselling author.
It seems like just another quiet night at Elaine's. Stone Barrington and his former cop partner, Dino, are enjoying some pasta when in walks former client and all around sad sack Herbie Fisher...with a briefcase containing $14 million in cash.
Herbie claims to have won the money on a lucky lotto ticket, but he also says he needs a lawyer-and after a single gunshot breaks the window above his head and sends diners scrambling, Stone and Dino suspect Herbie might need a bodyguard and a private investigator, too.


text:
Butler -4
Georgetown +4
Community Picks: Butler 0% vs Georgetown University 0%
Butler and Georgetown University Thread
INDIANAPOLIS (AP) - Butler senior guard Kamar Baldwin had been limited to 19 minutes in the first two games with a rib cartilage injury. Tuesday night, Baldwin was finally able to cut loose, scoring 27 points in 35 minutes to lead the Bulldogs to a 64-56 victory over Minnesota on Tuesday night in the Continue to Article
November 13, 2019 3:00:am EST
Have an existing account? Already have a subscription? Don't have an account? Continue to Article
The Georgetown Hoyas rallied to beat the Mount St. Mary's Mountaineers in a game that had every Hoyas fan sick to their stomach. Finishing with a 20-1 run, the Hoyas came back to defeat the Mount by a score of 81-68 on Wednesday night in the season-opener. Barely. While the stat sheet looks fairly Continue to Article
Before Butler's season opener against IUPUI on Wednesday night, the team announced that it would be without Christian David, Henry Baddley, Derrik Smits, Jordan Tucker, and Markeese Hastings due to a combination of injuries, illness, and suspension. Two minutes into the game, Kamar Baldwin was yanked Continue to Article
November 06, 2019 8:54:pm EST
INDIANAPOLIS – Butler took next-man-up to an extreme Wednesday. In a college basketball opener in which the Bulldogs were down seven players, Sean McDermott scored 26 points and led them to an 80-47 victory over IUPUI at Hinkle Fieldhouse. The Bulldogs shot 59% and have won 51 consecutive nonleague Continue to Article


text:
using EventFlow.Extensions;
using EventFlow.MongoDB.SnapshotStores;

namespace EventFlow.MongoDB.Extensions
{
    public static class EventFlowOptionsSnapshotExtensions
    {
        public static IEventFlowOptions UseMongoDbSnapshotStore(
            this IEventFlowOptions eventFlowOptions)
        {
            return eventFlowOptions
                .UseSnapshotStore<MongoDbSnapshotPersistence>();
        }
    }
}

redpajama_set_name: RedPajamaGithub


Roaming Profiles Support: Is it working correctly?
Previous message: Roaming Profiles Support: Is it working correctly?
> the profile directory does not exist, windows will create it.
> The question is now, how to get windows creating it's profile correctly!
step does not work please let me know so I can fix it.


text:
<?xml version="1.0" encoding="UTF-8"?>
<project
        xmlns="http://maven.apache.org/POM/4.0.0"
        xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"
        xsi:schemaLocation="http://maven.apache.org/POM/4.0.0 http://maven.apache.org/maven-v4_0_0.xsd">

    <modelVersion>4.0.0</modelVersion>
    <prerequisites>
        <maven>3.0.0</maven>
    </prerequisites>

    <groupId>chronostream</groupId>
    <artifactId>chronostream</artifactId>
    <version>1.0-SNAPSHOT</version>
    <packaging>jar</packaging>

    <name>chronostream</name>

    <properties>
        <project.build.sourceEncoding>UTF-8</project.build.sourceEncoding>
        <project.reporting.outputEncoding>UTF-8</project.reporting.outputEncoding>
        <dropwizard.version>1.3.5</dropwizard.version>
        <mainClass>chronostream.App</mainClass>
    </properties>

    <dependencyManagement>
        <dependencies>
            <dependency>
                <groupId>io.dropwizard</groupId>
                <artifactId>dropwizard-bom</artifactId>
                <version>${dropwizard.version}</version>
                <type>pom</type>
                <scope>import</scope>
            </dependency>
        </dependencies>
    </dependencyManagement>

    <dependencies>
        <dependency>
            <groupId>io.dropwizard</groupId>
            <artifactId>dropwizard-core</artifactId>
        </dependency>
        <dependency>
            <groupId>io.dropwizard</groupId>
            <artifactId>dropwizard-assets</artifactId>
        </dependency>
        <dependency>
            <groupId>org.bouncycastle</groupId>
            <artifactId>bcprov-jdk15on</artifactId>
            <version>1.54</version>
        </dependency>
      <dependency>
        <groupId>com.google.auto.value</groupId>
        <artifactId>auto-value</artifactId>
        <version>1.1</version>
      </dependency>
    </dependencies>

    <build>
        <plugins>
            <plugin>
                <artifactId>maven-shade-plugin</artifactId>
                <version>2.4.1</version>
                <configuration>
                    <createDependencyReducedPom>true</createDependencyReducedPom>
                    <transformers>
                        <transformer implementation="org.apache.maven.plugins.shade.resource.ServicesResourceTransformer"/>
                        <transformer implementation="org.apache.maven.plugins.shade.resource.ManifestResourceTransformer">
                            <mainClass>${mainClass}</mainClass>
                        </transformer>
                    </transformers>
                    <!-- exclude signed Manifests -->
                    <filters>
                        <filter>
                            <artifact>*:*</artifact>
                            <excludes>
                                <exclude>META-INF/*.SF</exclude>
                                <exclude>META-INF/*.DSA</exclude>
                                <exclude>META-INF/*.RSA</exclude>
                            </excludes>
                        </filter>
                    </filters>
                    <artifactSet>
                        <excludes>
                            <exclude>org.bouncycastle:bcprov-jdk15on</exclude>
                        </excludes>
                    </artifactSet>
                </configuration>
                <executions>
                    <execution>
                        <phase>package</phase>
                        <goals>
                            <goal>shade</goal>
                        </goals>
                    </execution>
                </executions>
            </plugin>
            <plugin>
                <artifactId>maven-jar-plugin</artifactId>
                <version>3.1.0</version>
                <configuration>
                    <archive>
                        <manifest>
                            <addClasspath>true</addClasspath>
                            <mainClass>${mainClass}</mainClass>
                        </manifest>
                    </archive>
                </configuration>
            </plugin>
            <plugin>
                <artifactId>maven-compiler-plugin</artifactId>
                <version>3.7.0</version>
                <configuration>
                    <source>1.9</source>
                    <target>1.9</target>
                    <jdkToolchain>
                      <version>9</version>
                    </jdkToolchain>
                </configuration>
            </plugin>
            <plugin>
                <artifactId>maven-source-plugin</artifactId>
                <version>3.0.1</version>
                <executions>
                    <execution>
                        <id>attach-sources</id>
                        <goals>
                            <goal>jar</goal>
                        </goals>
                    </execution>
                </executions>
            </plugin>
            <plugin>
                <artifactId>maven-site-plugin</artifactId>
                <version>3.4</version>
                <configuration>
                    <reportPlugins>
                        <plugin>
                            <artifactId>maven-project-info-reports-plugin</artifactId>
                            <version>2.4</version>
                            <configuration>
                                <dependencyLocationsEnabled>false</dependencyLocationsEnabled>
                                <dependencyDetailsEnabled>false</dependencyDetailsEnabled>
                            </configuration>
                        </plugin>
                        <plugin>
                            <artifactId>maven-javadoc-plugin</artifactId>
                            <version>2.10.3</version>
                        </plugin>
                    </reportPlugins>
                </configuration>
            </plugin>
        </plugins>
    </build>
</project>


If you are ready to get your firearm Cerakoted, Click below to see all of the different colors offered by Practical Tactical. If you do not see a color listed, email us and we will create a custom color just for you. We all offer a vast array of designs custom tailored to you.
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A car is one of the best investments that we can make in this lifetime. From the initial cost of purchasing an automobile to the expenses that we have to incur in its maintenance, the amount of money involved is no joke. Plus, you definitely have to buy accessories not only to make it look good but to also make it more functional!
Welcome to BestListforCar.com – your one-stop website for shopping for car accessories. No, we are not a seller! No, we do not blatantly advertise the best products that you can buy. But, we are here to extend a helping hand if you need a little help when you are shopping. We have curated buying guides and informative articles that will make you educated!
Car is our expertise – this is one thing that we can assure you! We have in-depth knowledge of car accessories, and this is shown in the articles that are published on our website. We have years of experience and a wealth of knowledge on the subject. We are not a bunch of try-hards and wannabes. Rather, we are specialists that you can trust. With confidence, we can say that we are the car whizzes you can come to if you need advice when looking for the best accessories on the market!
Being an authority when it comes to car accessories is not a claim that anyone can make. We are proud to say that everything that you can read on our website is a product of hours of research. We went through real reviews from real customers. We share personal insights and opinions instead of relying on hearsays and claims from manufacturers trying hard to market their products!
We are real people with real needs. We are not ghostwriters trying to earn money! Although we are an Amazon affiliate, which means that we earn a commission from Amazon, we do not exist solely for such a purpose. We know and understand how overwhelming it is to shop for car accessories, which is why we built this website. The existence of BestListforCar.com is not for the sole purpose or earning commission from every click you make, but to be a friend you can rely on when you need assistance.
Whatever is it that you need, from an oil filter to a new car seat to a GPS device, among others, you can learn a thing or two from our guides! Happy browsing!
If you have any questions or suggestions, do not be hesitant to reach out! We will be more than glad to be of assistance! Just let us know what you need, and our team will try its best to get back to you!


Whether you spend your first few days merely listening to customer service calls, or whether you spend your first few days scouring over logs and logs of business data to create a business story – one of the biggest priorities you'll face as an independent consultant working with a new organisational client, is establishing trust with the leadership team, for you to deliver candid truth, honest feedback, and most of all, successful results.
We look at 6 ways that effective consultants build trust with any new client they work with.
1. It's about them, not you.
Without trust, it is very unlikely that you'll get to learning the truth about what's really going on in the organisation. The moment you walk through the door of a new client's business, they've made their decision about using your services. They have probably researched your experience, scoured through your LinkedIn testimonials, held endless conversations with you about why you're suited to work on their project. So, the minute you arrive at your client's front door, it becomes all about them, and less about you. Enabling the leadership team to feel confident that you, as an independent consultant, hold their corporate values and goals at the core of everything you do, is probably the most important step you'll take to gaining their trust in your capability, and making them feel assured in their selection of your services to them.
As much as leadership teams believe in the power to direct and deliver strategy, ensuring that you listen to important input from every part of the business, regardless of level, function or positioning is one of the critical steps you can take to build a complete and comprehensive picture of that organisational story. Translating that into an achievable, target-driven strategy will enable your client to feel that the welfare of their organisation is important to you, and the strategy that you deliver.
Even the best-intended talk is hollow, if not followed by corresponding action. A perception, albeit changing, already exists in the business world that believes consultants are very often theory-heavy, and practicality-light. And although businesses are embracing the world of independent consulting more and more each day, independent consultants are keen to demonstrate that they can deliver a strategy that fits the client's needs, but more importantly, they are able to implement and action that strategy in partnership with their client, allowing them to feel supported throughout the project, and long after you have left the building.
Being consistent and being clear – two huge trust-building pillars that set the tone for the success, or failure, of a project. Trust is built when someone knows they are getting what they expect, every time. And in a client's world, they want to know that what you deliver is consistent – and that every little thing you've done along the way has been consistent towards your (their) end goal, and points back to their success. Walking alongside consistency is integrity and clarity in feedback and communication. If your client knows that what you're telling them is delivered with integrity and truth, no matter how hard it may be, they will soon realise that you are the real deal, and the course will be set.
Boundless.com describes accountability as simply meaning "to be responsible for decisions made, actions taken, and assignments completed". Within an organisation, it all-too-often happens that we fight for our right to claim accountability for a success or a reward, but how light is the battle when that fight to claim accountability is aimed towards failure, mistake or upset. Taking accountability for an action is not just about putting your hand up. But rather – making it clear, from the start, that your intention is to follow-through on a particular action – and being there at the end to be able to analyse the actions taken throughout that led to a particular result. Building trust is all about being accountable to those we work alongside – as a client, as a partner, as a colleague. And as an independent consultant, being able to demonstrate accountability towards your client will stand you in good stead to build a relationship on trust and reliability.
People react better to someone who does what's right, over doing what's easiest. As an independent consultant joining an organisation's culture and work ethos, you are in a fortunate position to not be bound by the same rules and protocols that formulate the day-to-day of employees within that organisation. You are independent to that and as a result, you are able to demonstrate a different approach to challenges that your client struggles with. True character is shown when you are able to have difficult conversations, address difficult subject matter and most of all, demonstrate your integrity through the way you conduct yourself throughout your client's project and organisation.
If you have a great consulting story to share, why not get in touch with us and be featured in an up-coming Talmix blog.


If you like this profile, remember the name "Megan V" and simply click here to tell us more about your pets and when you will need a sitter. StudentCo will let you know if this pet sitter is available (if not, you will be introduced to another, equally awesome, team member).
I have two dogs that are my entire world. Major is a Jack Russel with tons of attitude and he has been part of our family for 13 years. Millie, our 8-year-old Jack Russel cross Border Collie, joined our family 8 years ago and we haven't looked back since. They make our lives so much better!
Major enjoys playing dress up and allows me to put him in an outfit and then won't let me take it off again! He is also very protective and will do anything for our family. We have taught him how to high five and he enjoys it when there are people around, as he doesn't like to be alone.
Millie is more of an introvert and is very shy when new people are visiting but after she gets to know you she enjoys laying on her back and receiving tons of tummy tickles. She loves to play with the ball and chase you when you play with her. She also loves to walk and chase the birds.
Like this profile? Remember the name "Megan V" and click here!
Megan is a friend's fiancé's daughter. She looked after our house and pets for a week during June/July 2018 and did an amazing job!


All she needs is one name.
The "Here We Go Again" 2019 tour was announced Friday ahead of the September 28 release of her new "Dancing Queen" album, featuring covers of ABBA songs.
Cher announced the tour during an appearance on The Ellen Show on Friday.
Presale tickets through Citi's Private Pass program go on sale from 10 a.m. on Wednesday, Sept. 12, through 10 p.m. on Thursday, Sept. 13. The Ticketmaster website indicates seats ranging from $54.95 to $497.
The multi-award-winning singer, actress and performer will be crossing the USA for the first time in five years.
Cher fans can turn back time next year when the Grammy Award-winning performer stops in Columbus during her first cross-country tour in five years. She will also perform some new songs from the soon-to-be-released Dancing Queen album, Cher's tribute to the music of ABBA.


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