Persil has reopened in Ginza !
Bistro Persil in Higashi-Ginza district closed their restaurant for moving to somewhere another place at the early this year.
And several months later, they moved to another place in Ginza. But they aren't still open officially.
But my friend who has been a regular customer there sometimes have reservation and enjoy dinner. I'm jealous !
I asked him to take me there again and again!
And finally ! He invited me to dinner party !
Perci's hamburger steak is loved by many people. Of course my friend and I, too.
And my friend ordered the hamburger steak in specially in advance.
It is on the upper floor of the apartment in Ginza.
It looked like a home party.
At first, bread and putty came. Perci's bread is soooo soft. Amazing.
Well ! That day's entree came up ! Our great favorite hamburger steak !
We heard that they won't to serve it regularly. We also heard that it takes much time to cook. We know. Such a delicious hamburg steak must have taken much time to make !
And this crepe was good, too. It have salmon and cabbage in it.
This crab-flavored sauce went with this crep very well.
Last Shell macaroni with tomato sauce.
Such a birthday cake make me glad at any age no matter how old I get.
It was very nice birthday present !
We heard that Perci will be open officially before long. Only dinner time. But now they only accepts as private party.
may you have a great birthday on the 20th. I'm sure, lotsa food !
Lots of friends celebrated my birthday and I'm so happy now.
That was a wonderful dinner apart from bad weather.
Oh, I didn't realize it was the 20th today. I hope the 20th in Japan hasn't passed yet, so Happy Birthday.
Don't worry, now is still 20th.
I'm very happy you celebrated me.


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Euander (Grieks: , d.i. goede man) of Evander was in de antieke overlevering een legendarische vorst en heros afkomstig uit de Griekse landstreek Arcadia, die zich later in Latium zou vestigen. Over de figuur van Euander bestaat veel onzekerheid, wegens de uiteenlopende informatie van de bronnen.

Biografie
Hij staat bekend als zoon van Hermes (Mercurius) bij een Arcadische bronnimf, Nicostrate of Themis genoemd, een dochter van de riviergod Ladon. Volgens de Romeinse traditie was echter Carmenta of Tiburtis zijn moeder.  Een heel andere versie komt voor bij Servius in zijn commentaar op de Aeneis: die vermeldt een zekere Echemus en Timandra als ouders van Euander.

Zowat zestig jaar vóór het uitbreken van de Trojaanse Oorlog moest hij zijn vaderstad in Arcadia verlaten en migreerde hij naar Italië, waar hij in Latium op de linkeroever van de Tiber een nederzetting stichtte. Ook over de reden van deze migratie blijft men in het ongewisse. Dionysius van Halicarnassus verhaalt over een burgertwist in Arcadia, waarbij de partij van Euander het onderspit moest delven. Daarop zou Euander met zijn getrouwen op vrijwillige basis in ballingschap zijn gegaan. Bij Servius lezen we weer een heel andere versie: daar zou Euander, hiertoe aangezet door zijn moeder, zijn vader vermoord hebben, waarna de leiders van zijn stad hem tot ballingschap veroordeelden.
 Hoe dan ook, hij bereikte al vluchtend Italië en stichtte daar op de linkeroever van de Tiber een dorp aan de voet van een heuvel (de toekomstige Palatinus), precies op de plek waar in latere eeuwen Rome zou verrijzen. Hij gaf deze nederzetting (de eerste op de bodem van het latere Rome!) de naam Pallanteum of Pallantium, volgens Vergilius (Aeneis VIII) naar zijn zoon Pallas, maar zowel Pausanias als Dionysius van Halicarnassus beweren dat Euanders geboortestad in Arcadia óók Pallanteum heette (niet ver van Tegea). Als we de commentaar van Servius mogen geloven, moest Euander met de wapens strijden om het bezit van Pallanteum, omdat Herilus, de koning van Praeneste, hem uit de streek wou verdrijven.

Betekenis voor de Romeinse traditie
Euander zou in Italië de eredienst van Faunus hebben ingevoerd, alsook de cultus van Hercules. Vergilius vertelt hoe deze, tijdens zijn terugreis uit Gades met de runderen van Geryones, gastvrij door Euander werd ontvangen. Hercules maakte van de gelegenheid gebruik om ter plaatse met het monster Cacus af te rekenen. Uit dankbaarheid voor dit heuglijke feit richtte Euander toen een altaar op, waarin de Romeinse lezers van Vergilius ongetwijfeld nog de Ara Maxima op het Forum Boarium herkenden. Dit archaïsche altaar ging echter volledig verloren in de grote brand van 64.

Nog vele andere innovaties in Italië staan op naam van Euander. Hij zou de Lupercalia ingesteld hebben, en de naburige Latijnse stammen de principes van rechtvaardige wetgeving en sociale structuren hebben bijgebracht, en niet in het minst ook de muziek en (volgens Fabius Pictor) het gebruik van het alfabet, dat hij zelf van Hercules had geleerd. Hij zou verder ook Argus gedood hebben, waaraan het Argiletum (Argi letum = Gewelddadige dood van Argus ) zijn naam zou danken.

Vergilius stelt Euander vooralsnog steeds in leven op het moment dat Aeneas, hiertoe aangezet door de stroomgod van de Tiber, hem komt opzoeken (Aeneis VIII). Euander is net bezig met een offerplechtigheid voor Hercules (op de Ara Maxima) en nodigt Aeneas uit hieraan deel te nemen. Omdat hij Aeneas' vader Anchises ooit heeft ontmoet vóór de Trojaanse oorlog, is Euander bereid Aeneas bij te staan in zijn strijd tegen zijn aartsrivaal Turnus en zijn Rutuliërs. Hij beveelt Aeneas aan bij zijn Etruskische bondgenoot koning Tarchon en zendt zijn eigen zoon Pallas mee ten strijde. Pallas zal echter sneuvelen in de strijd, door de hand van Turnus, waarna Euander Aeneas smeekt zich op de moordenaar te wreken.

Dood en vergoddelijking
Euander werd na zijn dood vergoddelijkt en kreeg in Rome een altaar aan de voet van de Aventinus. Omdat zijn zoon Pallas klaarblijkelijk kinderloos was gesneuveld, werd het koninkrijk van Euander door Turnus onder de voet gelopen en volledig verwoest. De Romeinse Gens Fabia beweerde echter rechtstreeks af te stammen van Euander.  Hij werd ook als heros vereerd in zijn geboortestad Pallantium (in Arcadia), die door keizer Antoninus Pius met bijzondere privileges werd geëerd. Een standbeeld van Euander stond er naast dat van zijn zoon Pallas.

Aeneis
Romeinse god

redpajama_set_name: RedPajamaWikipedia


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Berkeley's Haas School vs. Stanford's Business School
by: John A. Byrne on August 30, 2010 | 25 Comments Comments 117,481 Views
The UC-Berkeley Haas School of Business
It is one of the great and storied university rivalries anywhere in the world: Cal vs. Stanford. The fierce competition between one of the world's great public universities and one of the world's most elite private institutions extends from athletics to academics, including to these two highly ranked business schools. Separated by some 31 miles and the San Francisco Bay, Berkeley's Haas School of Business and Stanford's Graduate School of Business have much in common. Their proximity to Silicon Valley puts both insitutions at the forefront of entrepreneurship, venture capital, and technology.
But there is one essential difference between these two great institutions of learning. As an elite private, Stanford has resources that would be impossible for a public university to claim. Those resources are put to good effect in hiring the best available faculty and support staff in admissions, programming, career services, and alumni affairs. Along with Harvard and Dartmouth, Stanford is offering a premium MBA experience. What do we mean by that? There are few, if any distractions, from the flagship two-year, full-time MBA program. At Berkeley's Haas School, in contrast, there's an undergraduate population of 700 students, a part-time MBA program of 750 students, and an executive MBA program with 70 students. So Berkeley's more limited resources–its roughly 80 full-time faculty members in particular–are stretched across a larger number of programs that can detract from its ability to offer the absolute best full-time MBA program. Stanford has a staff of about 100 full-time faculty members, including three Nobel Prize laureates in Michael Spence, Myron Scholes, and William Sharpe (Berkeley has one active Nobel winner: Oliver Williamson). Aside from this basic difference, the Haas School is unquestionably one of the best business schools in the world.
In what other ways do these two stellar schools differ from each other? Let's start with how both schools fare in the major business school rankings.
Rankings:
In the rankings, Stanford has historically performed much better than Berkeley. The only major ranking in which Berkeley bests its Northern California rival is from The Economist which places the Haas School third, its highest showing in any ranking, and Stanford seventh. Of the five major rankings, we consider The Economist the least credible due to its odd methodology so we wouldn't put much weight behind that result. The biggest rankings gap between these two schools occurs in The Financial Times ranking which rates Stanford fourth and Berkeley 28th. The P&Q rank–which factors into consideration all the major rankings weighted by their individual authority–puts Stanford at number two and Berkeley ninth. That makes Haas the highest rated public business school in the country. More interestingly, perhaps, is that Berkeley has consistently beaten UCLA's Anderson School, which is now ranked 16th by us. Some 20 years ago, UCLA more often than not came out on top. These are the up-to-date rankings from each ranking organization.
MBA Rankings Stanford Berkeley
Poets&Quants 2 9
BusinessWeek 6 10
Forbes 1 12
U.S. News & World Report 1 7
Financial Times 4 28
The Economist 7 3
Historical Rankings by BusinessWeek:
Berkeley's Haas School has shown dramatic improvement in the BusinessWeek ranking in the past four years. The school earned its highest ranking ever from BusinessWeek in 2006 when it was rated the eighth best business school in the U.S. In 2008, Berkeley came in tenth, the school's second-best rank from the magazine ever. In BusinessWeek's estimation, Berkeley is the second best public business school in the country, behind only Michigan which is ranked fifth. The best Stanford has ever achieved in the BusinessWeek survey is a fourth place showing. Over the years, Stanford has clearly outperformed its public university rival as the chart below shows. Still, Stanford has had a highly inconsistent run, going as low as number 11 in 2000 and as high as number four in three different surveys in 1994, 2002, and 2004. The answer for this lackluster performance for such a stellar institution is understandable. BusinessWeek measures customer satisfaction. While students rate these schools very highly, recruiters often have other issues. At Stanford, some recruiters dislike the fact that so few of the school's MBAs are on the open market. Too many of them are headed for newer companies or directly become entrepreneurs that recruiting at Stanford is often frustrating for many companies.
Historical Rankings by The Financial Times:
Unlike BusinessWeek's rankings, The Financial Times includes business schools from all over the world. So the FT is ranking both Berkeley and Stanford against such places as London Business School, which ranked number one in this survey in 2010 and 2009, and INSEAD, which ranked fifth these last two years. Stanford has done much better than Berkeley in the 11 surveys charted below, ranking third on five occasions, fourth in four separate years, and no higher than sixth in 2009. The Haas School, on the other hand, has never had a higher rank than 12 and that was way back in 2000. It has been ranked as low as 32nd in the world, in 2008, and 31st, in 2009. Berkeley's showing in the Financial Times survey is a reflection of the methodology's attempt to measure what the newspaper calls "the diversity and international reach" of the school. Even though international students at Berkeley make up 39% of the incoming class in 2010, the schools tends to do less well on some of the FT's measurements, including "international mobility" and "international board," factors that favor European schools where countries are not much larger than most states in the U.S.
Stanford and Berkeley are the two most selective business schools in the world. Much of that has to do with the quality of these two institutions, but you also can't exclude their Northern California location near Silicon Valley. No school is more choosy than Stanford which says yes to only 6.5% of those who apply for admission. Its average GMAT score, 726 for the Class of 2011, is also the highest. Berkeley, meantime, accepts just 11% of its applicants which makes it harder to get into than even the Harvard Business School. It hasn't always been that way. With just 240 open seats in every entering class, the Haas School has become an increasingly hot place to go for the MBA degree. Applications to the school have risen an average 11% a year in the past five years, to 3,626 in 2010 from 2,170 in 2005 (in 2010 applications fell, pushing the acceptance rate to 11.6%). Even so, Berkeley's acceptance rate went from 23.1% five years ago to half that today. It's yield number, the percentage of applicants who agree to come to the school, rose four full percentage points in the past year. GMAT range is for the middle 80%.
Admission Stats Stanford Berkeley
Average GMAT 726 718
GMAT Range* 680-770 680-760
Average GPA 3.66 3.59
Selectivity 6.5% 11.0%
Yield 79% 54%
Enrollment:
Most people think Stanford is a small MBA program, given its peer group of elite schools such as Harvard, Wharton, Columbia, Chicago, and Northwestern. And it is. But its rival across the bay is even smaller. Berkeley's class size of 240 is more than a full third smaller than Stanford and slightly less than Dartmouth's Tuck School. Not surprisingly, both Haas and Stanford offer intimate and close-knit community environments. Stanford's study body offers slightly more diversity than Berkeley's, with a bit more women, international and minority students. Typically, Berkeley's international numbers are higher but the financial crisis in 2008-2009 made it harder for those students to get loans to finance their education. For the Class of 2012, Berkeley's international contingent is back up to more typica levels–39%. The numbers below are for the Class of 2011.
Enrollment Stats Stanford Berkeley
Total MBA Enrollment 765 494
Women 34% 29%
International 33% 31%
Minority 21% 18%
Poets&Quants:
Stanford seems to open its doors to far more poets than Berkeley. Students who did their undergraduate work in the humanities represent 47% of the Class of 2011 at Stanford, versus only 14% at Haas. That's a surprising difference given the many similarities between these two schools. On the other hand, Berkeley is much more open to enrolling business and economics undergrads than Stanford. About 45% of Haas' Class of 2011 have business or econ backgrounds, versus just 17% at Stanford.
Undergrad Degrees Stanford Berkeley
Humanities 47% 14%
Engineering/Math 36% 36%
Business/Economics 17% 45%
Jobs and Pay:
The severe recession of 2009 hit Berkeley and Stanford hard as it did all the best business schools. Nearly a third of Berkeley's and Stanford's Class of 2009 didn't have jobs when they graduated. Grads from both schools fared much better three months after commencement, but these numbers are rare lows for two of the best business schools in the world. The estimates of median pay 10 and 20 years after graduation as well as over a full career come from a study by PayScale done for BusinessWeek and do not include stock options or equity stakes by entrepreneurs. We suspect that if you included stock, Stanford and Berkeley grads would do even better due to the liberal use of options in Silicon Valley.
Jobs & Pay Data Stanford Berkeley
Starting salary & bonus $132,769 $121,124
MBAs employed at commencement 69.1% 65.3%
MBAs employed 3 months after commencement 85.4% 80.8%
Median pay & bonus 10 years after commencement $149,000 $134,000
Median pay & bonus over a full career $3,327,145 $2,960,527
Where MBAs Go:
With Wall Street in near total collapse during 2009, the big, global consulting firms stepped up to take a large percentage of the best graduates at the top business schools. This was especially true at both Stanford and Berkeley which saw record numbers of MBAs go into prestige management consulting positions. At Berkeley, consulting saw an amazing 65% increase in the number of grads the industry took off the Haas campus. At Stanford, consulting firms hired roughly one third of the class, 32% versus 27% a year earlier. Stanford MBAs going into finance, meantime, dropped to 27% of the Class of 2009 from 37% a year earlier. The biggest surprise in the numbers below? Berkeley send more than twice the percentage of MBAs into technology jobs than Stanford (that's quite a surprise given Stanford's location in the heart of Silicon Valley). The reason: More Stanford MBAs historically go into finance. Even in the depressed environment fo the Class of 2009, Stanford sent 27% of its MBAs into financial jobs versus jsut 15% for Berkeley. Berkeley's top ten employers of the Class of 2009 were McKinsey & Co. (15), Deloitte Consulting (8), Adobe Systems (8), A.T. Kearney (4), Boston Consulting Group (4), Amazon.com (3), Genentech (3), McKesson (3), Symantec (3), and Yahoo (3). Stanford does not release its top employers, but students named three major players there its recruiting excellence award winners: McKinsey, Amazon.com, and DaVita Inc., a major healthcare concern.
Industry Stanford Berkeley
Consulting 32% 26%
Technology 12% 26%
Private equity/LBO 9% 2%
Consumer Products 7% 6%
Healthcare/Biotech 7% 10%
Investment Management 6% 1%
Investment Banking 4% 2%
Hedge Funds 4% 1%
Nonprofit 4% 5%
Cleantech 4% 3%
Venture Capital 3% 2%
Financial Services 3% 5%
Media/Entertainment 3% 2%
Real Estate NA 3%
Stanford and Berkeley are located in one of the most livable and desirable places in the world: Northern California. The area's diverse geography ranges from the sandy beaches of the Pacific coast to the rugged, snow-capped Sierra Nevada mountains in the east, both a mecca for those who enjoy the outdoors, whether biking, kayaking, or skiing. The Stanford campus, dotted with swaying palm trees and poppies in the spring, is located between San Jose and San Francisco, which is about a 45-minute drive away from downtown San Francisco. Anyone who has visited the city inherently understands how easy it is to leave your heart there. Berkeley is a 15-minute BART ride to San Francisco or about half an hour by car. The Haas campus sits comfortably on the eastern edge of the university across the street from California Memorial Stadium. Berkeley is the funky and eclectic west coast equivalent of New York's East Village, with used bookstores, record shops that still sell vinyl, lots of cafes, and limitless purveyors of beads and bumper stickers that carry protest messages.
With about 390 students per class, Stanford pretty much guarantees that almost every student knows each other. At Berkeley's Haas, it's even smaller with about 240 students per class divided into four cohorts. Total full-time MBA enrollment at Berkeley is just 494, compared to Stanford's 766. At both schools, you'll find an exceptionally diverse group of people. Berkeley's incoming class in 2010 includes a CIA analyst, the summer program manager for the Boston Ballet, the head of Disney Online China, adviser to the undersecretary of the treasury of Turkey, and the first secretary to the Korean minister of strategy and finance. One student developed renewable energy resources for off-grid communities in Nicaragua, and another has launched 30 telecom products. Five students are Fulbright scholars.
It's been more than 40 years since political activist Mario Savio passionately implored thousands of Berkeley students to "put your bodies upon the gears…of the machine" to halt racial discrimination in the U.S. Yet, that spirit to tackle injustice is still part of the DNA of the University of California at Berkeley–even at Berkeley's Haas School of Business where one of the institution's core cultural attributes is to "question the status quo." Haas Dean Rich Lyons is arguably the first B-school dean to clearly articulate his school's culture and, more importantly, to consciously use it to shape the school's MBA experience and its students. At Berkeley, it's less a fundamental rewiring of the school than it is making the existing wiring more evident. As Dean Lyons puts it, "We wanted to find the heartbeat that has been here a long time. We went after culture because we felt we could write things down that other schools couldn't."
As a result, he has "codified" the school's four guiding principles:
Question the status quo: "Being able to envison a different reality, to take intelligent risks, and to learn from failure, as well as having the courage to speak our minds."
Confidence without attitude: "Being able to make decisions based on facts and analysis, giving us the confidence to act without arroagance, leading through trust and collaboration."
Students always: "Having a mindset of curiosity and lifelong learning, seeking personal growth, and practicing behavior that tells others we can learn from them."
Beyond yourself: "Considering the long-term impact of our actions and the facility for putting larger interests above our own."
If you're tempted to think this is little more than a public relations exercise, Dean Lyons will tell you that he is making these cultural attributes a key part of the admissions process, of orientation, and of the ongoing MBA program. The upshot: the principles are reinforced at every stage, from the questions Berkeley asks of applicants on its required essays and in alumni interviews to the classroom discussions in core and elective courses. You'll find several, if not all, of these principles in evidence at many of the best business schools, including Stanford, but you will be less likely to find a better champion of them than Dean Lyons who is walking the talk. There's also a California mellowness that pervades the cultures of each of these schools. They are small, tight-knit, and highly collaborative places. For institutions that attract smart, already accomplished, yet still highly ambitious people, the competition among students is kept to a minimum.
The campus of Stanford's Graduate School of Business is small and compact: just four buildings, including one residence hall. Most of the MBA courses at Stanford are taught in windowless classrooms in the South Building, constructed in 1966. That will change in 2011 when a new and impressive GSB campus is completed about 500 yards east of the current location on Memorial Way. The Knight Management Center, named after Nike founder and Stanford alum Phil Knight who tossed in $100 million of the $350 million cost, will bring the business school up to nine world-class buildings. Stanford still will have only one dorm–The Schwab Residential Center–that houses just 220 of its 766 students. Even though the Haas School moved into an attractive new management complex back in 1995, the place still looks brand new. It consists of three buildings connected by bridges and surrounding a courtyard where students gather from Consumption Functions. If anything, the school has now outgrown its space because one of the most frequently heard complaints among students is the lack of rooms for study group and club meetings. There are no separate dorms for Haas MBA students who tend to live all over the Bay area.
Teaching Methods:
Stanford estimates that case studies make up 40% of the teaching vs. 50% at Berkeley. Team projects make up 15% of the estimated class work at both schools. Good old-fashioned lectures, experiential learning, and simulations make up the rest. Obviously, teaching methods vary by course. In "Managerial Finance," for example, Stanford MBAs will case studies account for about half of the work. In "Strategic Leadership," however, most of the teaching (60%) is via case study, with about 10% lecture, and 30% experiential learning. The quality of teaching at both schools has been a long-time complaint of students, largely a result of the research focus of the faculties at Haas and Stanford. It's one of the reasons why Haas has created a Center for Teaching Excellence that helps profs with one-on-one coaching to become better in the classroom, and why Stanford makes a big deal of its annual awards to the best teachers named by students. As one recent Stanford grad told BusinessWeek in a survey: "There's an overemphasis on the theoretical, esoteric, and ephemeral" at Stanford. "The faculty members don't want to teach, and in many cases, aren't prepared to teach." We think that is a wild exaggeration but you get the point.
Program Focus:
Both MBA programs have a general management focus. Stanford's location in Palo Alto, just down the street from Sand Hill Road, known for its concentration of venture capitalists, as well the mindset of its students, makes the GSB the ideal place for would-be entrepreneurs in technology. "Our entrepreneurship curriculum is stunning," says Stanford Dean Garth Saloner, "and our courses are taught with a faculty and a practitioner. All the cases are ours, and the protagonists in the cases are almost always in the classroom." Stanford devotes 10 to 15 teachers to entrepreneurship and offers nearly two dozen electives in the subject. Berkeley, of course, is only 30 miles away so its access to Silicon Valley is almost as good, but Haas only has four electives in entrepreneurship: "Opportunity Recognition–Technology and Entrepreneurship in Silicon Valley," "Entrepreneurship Workshop for Startups," "Business Model Innovation in New Ventures," and "New Venture Finance." As a percentage, more Stanford grads (about 15%) are likely to either start companies or immediately work for startups than grads at Haas. Indeed, about 10% of Stanford's graduating class launch companies right out of school, twice the percentage as Berkeley grads (though you won't be surprised that at the height of the dot-com boom in 2000, 14% of Haas grads started companies straight out of school). At Berkeley, students have the option of earning a certificate in one of five different areas of study: global management, real estate, health management, entrepreneurship, or technology. There's also additional opportunity for specialization in social entrerpreneurship, energy and clean technology, and corporate social responsibility. Stanford, meantime, offers a certificate in a Public Management Program (PMP) that is a pioneering program teaching leadership in the social sector. In the 2010 survey of B-school deans and directors by U.S. News & World Report, the deans tend to rank Stanford above Berkeley in most specialty categories. The two exceptions: social entrepreneurship where Berkeley has come on strong and international business (see below). In non-profit management, Berkeley edges out Stanford by one place, No. 2 to Stanford's No. 3, while in international business, Berkeley comes in at number 9 against Stanford's 11th place showing. We don't put too much credence in these specialty rankings, but they are a data point to consider. The sustainability rank comes from the Aspen Institute's Beyond Grey Pinstripes project.
Program Specialties Stanford Rank Berkeley Rank
Management 2 9
Finance 5 7
Entrepreneurship 2 7
Marketing 4 9
Manufacturing 5 15
Social Entrepreneurship 3 2
International 11 9
Information Systems 9 12
Accounting 7 13
Sustainability 3 5
Source: U.S. News & World Report 2010 specialty rankings and the Aspen Institute's Beyond Gray Pinstripes ranking.
Stanford has turned the basic MBA curriculum inside out. It introduced a new and highly innovative program in 2007 that has even won recognition from rivals at Harvard Business School. The new program puts more critical thinking, leadership development, expanded global content, and a global experience requirement into the MBA. It also allows students more flexiblity in customizing their coursework to account for their ability level. The program begins with a set of "management perspectives" courses, including one focused on the global context, followed by a set of customizable core courses in 11 "management foundation areas." Each of the 11 areas offers at least three choices for students based on their background and experience. You can take the base-level course, an accelerated version of the course for students with a reasonably strong background in the field, or the advanced-applications option for students with very strong backgrounds in the subject.
Not to be outdone (these schools are big rivals after all), Berkeley has also introduced a new curriculum designed to create innovative leaders. The school has identified ten core competencies that define an innovative leader and is systematically insuring that those capabilities are addressed in every aspect of the curriculum. The fundamentals of business, ranging from accounting and finance to marketing and strategy, continue to anchor the core courses. As part of what the school calls Berkeley Innovative Leader Development (BILD), however, each core course has been reviewed for elements that contribute to innovative leadership. New content has been added to some courses, and two existing core courses–"Leading People" and "Leadership Communications"–have been restructured to offer additional leadership skills, such as the ability to influence others. The revamped curriculum requires that all students take a series of courses, workshops and coaching exercises that develop innovative leadership skills, such as probleming finding and problem solving. Students also must take one of eight experiential courses in which they hone these skills in a real-life setting. Last year, Virgin America, Cisco, Disney, Panasonic, Visa and Wells Fargo were among the companies participating in the experiential courses. Berkeley's elective catalog covers about 130 courses per year, a quarter of which are available to its part-time students.
On-Campus Recruiting: Most national and multi-national recruiters come to the Bay Area and make two stops: Stanford and Berkeley. So if you're aiming for a top MBA job at McKinsey, Bain, BCG, or a position at Amazon, Google, or Yahoo, the Berkeley- or Stanford-punched MBA will easily get you in the door. Stanford may have a slight advantage in finance, largely due to the fact that a higher percentage of its grads have gone into finance over the years.
Alumni Network: Stanford and Berkely are schools that have a clear and convincing edge if you want to work in Silicon Valley or the West Coast. With 16,852 living MBA alums, Stanford can claim the deepest concentration of MBAs in the Bay Area and Silicon Valley–and especially in the technology industry. Berkeley claims more than 32,000 alums, a number that includes part-timers, executives, and business undergraduates. Berkeley grads include Intel CEO Paul S. Otellini ('74), Adobe CEO Shantanu Narayen ('93), Novartis CEO Joe Jimenez ('84), and Duckhorn Wine Co. founder and CEO David Duckhorn ('62). Stanford grads include Nike's Phil Knight, financier Richard Rainwater, and financial services giant Charles Schwab.The bigger difference exists not in the names of the prestige alums, but rather in the value of the overall alumni network. Stanford beats Berkeley in this game. Over the years, BusinessWeek surveys of MBA graduates have consistently shown that Harvard, Stanford and Dartmouth boast the strongest alumni networks of any business schools in the world.
Tagged: analysis of how Stanford and Berkeley business schools compare, Berkeley's Haas vs. Stanford's School of Business, Haas School, Stanford Graduate School of Business, Stanford vs. Haas
John A. Byrne is the founder and editor-in-chief of C-Change Media, publishers of Poets&Quants and four other higher education websites. He has authored or co-authored more than ten books, including two New York Times bestsellers. John is the former executive editor of Businessweek, editor-in-chief of Businessweek. com, editor-in-chief of Fast Company, and the creator of the first regularly published rankings of business schools. As the co-founder of CentreCourt MBA Festivals, he hopes to meet you at the next MBA event in-person or online. View all posts by John A. Byrne
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text:
Q: Handling Model Dialogs in IE through Selenium Webdriver I have a application in which my pop-ups appear as Model Dialogs. My Application works only in IE.
No matter what different types of switches I use (switchToActiveContent, switchToWindow, switchtoFrame) I'm not able to switch my control to the new Model Dialog.
The solutions I've overcome is- Handling the Model Dialog through Robot Classes. But, I don't want to just handle and close the popup but perform actual operations and functions on it (my model pop-up has Web objects inside it)
Is there a definitive solution for this? Can Selenium WebDriver can't handle Model Popup dialogs at all?

A: Try using below code
string BaseWindow = driver.CurrentWindowHandle;

redpajama_set_name: RedPajamaStackExchange


text:
Brithys vertenteni är en fjärilsart som beskrevs av Gustaaf Hulstaert 1924. Brithys vertenteni ingår i släktet Brithys och familjen nattflyn. Inga underarter finns listade i Catalogue of Life.

Bildgalleri

Källor

Nattflyn
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districtchronicles students can sell Student Solutions Manual to accompany Introduction to Statistical Quality Control (ISBN# 1118573595) written by Douglas C Montgomery, Douglas C. Montgomery and receive a $14.40 check, along with a free pre-paid shipping label. Once you have sent in Student Solutions Manual to accompany Introduction to Statistical Quality Control (ISBN# 1118573595), your Independent , DC Area textbook will be processed and your $14.40 check will be sent out to you within a matter days. You can also sell other districtchronicles textbooks, published by Wiley and written by Douglas C Montgomery, Douglas C. Montgomery and receive checks.


Vindaloo VoIP has announced to offer custom call shop solution development services at affordable rates.
Vindaloo VoIP Solutions Pvt. Ltd. (VSPL) aka Vindaloo VoIP is a well known IT company which is renowned for its custom VoIP development services. The company has been offering solution development in various VoIP technologies for custom requirements. Recently, the spokesperson of the company has announced to offer custom call shop solution development services to the worldwide customers.
The call shop solution is one of the most popular businesses in the world. It lets end users make international calls at unbelievably cheaper rates. On the other hand, the service provider can gain a growing revenue stream. To run the business as a call shop service provider, one needs a reliable, scalable and robust call shop solution.
"Call shop solution development is not an easy task as there are a lot of complex configurations. It needs expertise. We have a team that has experience in call shop solution development in Asterisk and FreeSWITCH and we can offer that service to the customers. We can develop a custom call shop solution which can have simple to advance features. We also add integrated billing to automate billing process to save time and make billing accurate. Furthermore, we add support of multiple currencies so the service provider can run business in multiple countries and his users can take benefit of these services without any extra steps", shared spokesperson of Vindaloo VoIP Solutions Pvt. Ltd.
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This house most likely dates from the 1840's and there are really two stories about why, for over 20 years, there was a sign hanging in front of the building that announced to the world, "Toll House."
The first story came from former owner, Charles Ritzen, who reported the building was used as a Toll House around 1900 for people traveling from Nashville to Murfreesboro. About this time, roadway companies were charging for the use of roads they owned to pay for the clearing and expansion of new ones, so this is a definite possibility about the name. The second story came from a former tenant of the building who claimed the property was once used as a Toll House back in the 1800's for people with Heavy Loads wishing to cross the Cumberland River by barge. Given the proximity to the river this is also a likely possibility. We've yet to find proof for either of these explanations, but they haven't been disproved, either.
-The earliest record of the property goes back to the late 1700's when a land grant was given to a veteran soldier of the Revolutionary War from North Carolina. No doubt the grant was for a much larger track of land and the place was originally either a plantation or farm.
-Records from Nashville's Register of Deeds Office show that in October 1829, the land around the Toll House was subdivided into lots. These records also indicated that a building already sat on the property where the current Toll House sits. So, is it the same building? Well, parts of the foundation might be from 1829, although the brick half of the building, built over the 1829 structure, is most likely from the 1840's.
-The current building looks like it was once two separate houses now joined together. But in truth, they were never separate buildings. The brick half of the Toll House (closest to downtown, Nashville) was built first, most likely in the 1840's. A second house was built off a small "extension" of the brick structure. Why would a separate home be built yet connected to the first? Probably because one house belonged to a father, the other to a son, and both generations lived in a "family compound" just as some families still do today.
-Speaking of the brick half of the building, the brick wasn't added until sometime after the Civil War. The entire building was wood. The brick was probably added to distinguish one house in the "compound" from the other.
-In 1864, after the battle of Nashville, wounded Union soldiers were taken to many homes, schools and churches in the South Nashville area. We're sure soldiers were housed in the building both in front of and behind the property. So, was the Toll House involved in some sort of Civil War activity? Read on.
-When you stand in back of the Toll House, it looks as if additions or "wings" were added on both sides giving the building a "square horseshoe" shape. These wings look somewhat new. But in truth, they're not. According to records from the Nashville Fire Department, the current shape of the building has been the same since 1908.
-Although families continued to live in the neighborhood, the area started a decline between the 1940's and 1960's. In fact, a double homicide happened in the back alley just yards from the property in 1947. By the early 1960's, the building was occupied by one family living downstairs and another upstairs.
-In 1963, a seven year-old boy named"Bo" Andrews and a buddy of his who lived with his family in the bottom half of the Toll House, got into the crawlspace under the building. They found bags of Confederate money. Most was Tennessee script but some was issued from other states. Meaning, no doubt the building was involved in some aspect of the Civil War.
-By the late 1960's and into the 70's, the place had been converted into a one-room boarding house. The back exterior had first and second floor balconies that ran the length of the building and emptied into a side staircase. Doors replaced rear windows as separate entrances for tenants.
-In the Early 1980's, Charles Ritzen bought the property and refurbished it, turning it into office rental space for small businesses. Businesses ranging from substance abuse counselors to a film production company occupied the offices.
-Then in 2006 Frank Best International Properties bought the building, refurbished it again, into the current look and design of the space. During recent remodeling around and under the structure, over 50 artifacts from the Toll House's past were excavated. The oldest of these, it is believed, dates back to May of 1807.
There are still a lot of unanswered questions about the building. Like, was it really a Toll House? Or, what's up with all those rather large bones that were unearthed in the crawl space? A doctor from Vanderbilt examined the bones and most of them were the remains of farm animals. But there were also a couple that were "suspect." Hmmm, interesting. These and other mysteries will probably be revealed in good time. But one thing's for sure, the Toll House has enjoyed a long and colorful past.


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Emma Viskic: Darkness for Light
The third thrilling instalment in the award-winning Caleb Zelic series, Darkness for Light is the latest book from award-winning author, Emma Viskic.
After a lifetime of bad decisions troubled PI Caleb Zelic is finally making good ones. He's in therapy, reconnecting with the Deaf community, and reconciling with his beloved wife. But he can't escape his past.
A violent confrontation forces Caleb back into contact with his double-crossing partner, Frankie. When her niece is kidnapped, Frankie and Caleb must work together to save the child's life. But their efforts will risk everything, including their own lives.
Emma Viskic is author of the critically acclaimed Caleb Zelic series. Resurrection Bay won the 2016 Ned Kelly Award for Best First Fiction, as well as an unprecedented three Davitt Awards: Best Adult Novel, Best Debut, and Readers' Choice.
Resurrection Bay was also iBooks Australia's Crime Novel of the Year and was shortlisted for the UK Crime Writers' Association Gold Dagger and New Blood awards. Its sequel, And Fire Came Down, won the 2018 Davitt Award for Best Novel.
Also a classically trained clarinettist, Emma studied at the Victorian College of the Arts and the Rotterdam Conservatorium. Her musical career ranged from performing with José Carreras and Dame Kiri Te Kanawa, to playing at an engagement party that ended in a brawl.
Darkness for Light is published by Allen & Unwin and available from all leading book retailers including Booktopia.
Image: Darkness for Light (supplied)
A Very Kransky Christmas
Mini Mega Model Museum


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IKONOSTAS + SOISONG = 8TTAGONI
The idea to expand an artistic vision presented in sound into a fashion collection brought about a collaboration between Ivan Pavlov, alias COH, and Daniela Corcio of Ikonostas. After viewing Daniela's work, Ivan proposed an idea of creating clothing that would reflect the aesthetics of SOISONG, a utopian artistic collective he was a member of. Daniela accepted the proposal, expanding it further and to the level of creating an entire collection. The new line took its origins and its name, 8TTAGONI, from the shape characteristic to SOISONG's records – octagon.
All of the garments in 8TTAGONI are solely made out of octagonal pieces of fabric ['ottagoni'] and the 'CONCEPT COLLECTION' consists of eight unisex garments ['otto']. Most of the collection pieces can be viewed in both black and white.The launch of the collection is associated with an event that took place at Trafalgar Square in London in September 2012. In a course of the event, a new COH piece of choral music, AEIVAA II, is exhibited in a black futuristic pavilion welcoming guests from all national and cultural backgrounds. The piece is an attempt to transcend the differences between these backgrounds and to suggest a universal quasi-religious experience to the audience. Along with the event, a new octagonal record, a COH 'SOISONG' EP is released and given to the visitors as a symbolic celebration of SOISONG's spirit.
Resonant with the concept of the event, Ikonostas introduced abstract trans-culturalism as an essential dimension into 8TTAGONI. The shapes of the final garments have been derived from extensive research of traditional cultures originating in various parts of the world. The goal was to create universal looks that will bring together sound and shape. It is upon meditative listening to the abstract chant that Daniela has been looking to emulate the sense of peaceful unity in the clothing. This is how in 8TTAGONI, the shape of octagon transcends its geometric references and becomes a symbol of renewal, of a hope to create a balanced connection between the many corners of emotions and passions – both within an individual and in humanity as whole. This sense of symmetrical unity and clarity is manifested by the use of both black and white for the collection colors and by the unisex design of the garments.
Disclaimer: To remain true to the concept, the geometrical correctness of the original octagonal shape has never been compromised in the main pattern.
The aim of 8TTAGONI is to offer a timeless, seasonless collection, customizing some styles and creating new pieces and limited editions. Also the intent of the designer is to offer her elements like a tool for experiments in art and performance.
SOISONG
SOISONG is a platform for musical and artistic collaboration established by Peter Christopherson [Coil/Throbbing Gristle] and Ivan Pavlov [COH] in 2007 in Bangkok, Thailand. The premature demise of Peter in 2010 left the collective inoperative until September 2012, when a new record, a COH 'SOISONG' EP is presented to the audience.
Substantially delayed, the timing of this octagonal release is most appropriate: already at its conception, SOISONG was designed to last only until the year 2012 – the number encoded in the name itself, with "song" meaning "two" in Thai. On occasions, the members of the group would spell SOISONG as SOI2 or 2OI2.
Throughout the few years of existence SOISONG attempted to transcend most of the conventional frames of a "music band", both where it comes to the business standards – by avoiding record labels, distributors and promoters, and through finding the ways to expand into different other domains of creativity – design, video art, internet, social activities and, now, fashion.
It is that spirit of adventure that provoked and made possible the not-so-accidental collaboration with Ikonostas. When working on AEIVAA II, Ivan came across Daniela Corcio's work for her Ikonostas label, discovering many similarities in her dedicated approach to creation and presentation of what in today's world is commonly referred to as " product". The possibility of mutually expanding beyond the borders had opened itself – OTTO OTTAGONI is where emotional origins of sound manifest themselves in fabric.
Soisong Releases
qXn948s
Octagonal CDEP, 2008
Some album tracks:
Kabuki-Chop
Jam Talay Sai
xAj3z
Octagonal CD housed in fold out custom sleeve with colour inlay, 2009
T-Hu Ri Toh
06. Dtorumi
Octagonal CDEP SO12
(Solo COH tracks + unreleased material by Sleazy), 2012
Two octagonal discs – silver and black.
Track from the album:
Artwork by Yuu 'soijinsan' Omiya,
Unplayable black disc featured as a memorial piece to celebrate
the spirit of Peter 'Sleazy' Christopherson.


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Auto Accidents – Commercial & Personal
Immigration Law Practice
Eugene Khavinson
Tim Mandronico
George Batchvarov
Joshua Stern
New York City Law OfficeNew York City Law OfficeBrooklyn Law OfficePhiladelphia Law Office 212-785-5000 718-421-3815 215-355-9095
info@khavinsonlawfirm.com
Brooklyn Law Office
Philadelphia Law Office
Email: js@khavinson.com
Mr. Stern went to law school intent on becoming a trial attorney. His curriculum was tailored to this goal, which included working for a New York State Supreme Court justice, where he gained valuable insight to his current practice as a trial attorney. Since graduating law school, he has been called upon to teach "The Art of Taking a Deposition" and presented a webinar on the use of contracts in construction related accident cases in New York State. In connection with his specialty of workplace accidents, he has obtained OSHA 10 and 30 certifications. In 2018 and 2019 he was selected as a "Rising Star" by Super Lawyers, an accolade reserved for less than 2.5 percent of attorneys in New York State.
Formerly a partner at a large defense firm handling manifold catastrophic injury cases, Mr. Stern has found his calling representing accident victims. Observing the devastating effects of construction related accidents on workers and their families led Mr. Stern to make a career change after defending construction companies, municipalities, professional athletes, landlords, businesses, and other defendants in personal injury and commercial actions. The trust in his skills to handle technical and devastating injury cases on "both sides of the fence" speaks volumes about his abilities as an attorney.
Armed with knowledge of the inner workings of defense firms, municipalities, and multitudinous insurance companies, Mr. Stern now solely represents the victims of accidents. His experience on the defense side has proven invaluable in obtaining favorable results for his clients.
Mr. Stern has tried numerous cases to verdict and been very successful at both the trial and appellate level. His clients have received millions of dollars as a result of his commitment to each case, resulting in his favorite result, client satisfaction. His passionate, calculated, and relentless approach to litigation has proven a tremendous asset to our team.
New York, NY 10006 Tel: 212-785-5000
Brooklyn, NY 11229 Tel: 718-421-3815
5 Neshaminy Interplex
Feasterville, PA 19053 Tel: 215-355-9095
Copyright © 2003-2020 Khavinson & Associates, P.C. All rights reserved.


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Announcement Schusterman January 13, 2021
Introducing Charles and Lynn Schusterman Family Philanthropies
New name reflects broad range of Schusterman family's philanthropic efforts in the United States and Israel
Schusterman.org to reflect work of Schusterman Family Philanthropies, which includes charitable grantmaking funded through the Charles and Lynn Schusterman Family Foundation, as well as advocacy activities supported by the Schusterman family
Wednesday, January 13, 2021 – The Schusterman family announced today that, going forward, their philanthropic work will be conducted under the name Charles and Lynn Schusterman Family Philanthropies. This change reflects the continued expansion of grantmaking, operating and advocacy activities funded by the Schusterman family.
In the U.S., Charles and Lynn Schusterman Family Philanthropies will include the charitable grantmaking and programmatic work of the Charles and Lynn Schusterman Family Foundation, as well as the advocacy activities supported by the Schusterman family. In Israel, the organization will operate as Charles and Lynn Schusterman Family Philanthropies – Israel, which serves as the English translation of the registered amutah (non-profit) קרן שוסטרמן – ישראל. Schusterman.org will now serve as the website for Schusterman Family Philanthropies and reflect highlights of key activities in the U.S. and Israel.
Originally founded in 1987 by Charles and Lynn Schusterman to help ensure a vibrant future for the Jewish people, the State of Israel and their hometown of Tulsa, Oklahoma, the work of Schusterman Family Philanthropies has expanded to include a national K12 education portfolio, as well as investments in criminal justice reform, gender and reproductive equity, and voting rights.
In 2020, the Schusterman family gave $450 million across its charitable and advocacy grantmaking, including over $150 million to COVID-19 emergency relief efforts, primarily supporting low-income individuals across the U.S. and Israel.
While the name has changed, the organization's work and values remain the same. Since its inception, the Schusterman family's philanthropy has been rooted in their Jewish values and commitment to pursuing justice (tzedek), repairing the world (tikkun olam), and treating all people with dignity and respect (derech eretz). In 2018, the organization codified a commitment to equity as a core value.
Stacy Schusterman, Chair of Schusterman Family Philanthropies, said that even though this name change is technical in nature, it demonstrates the broad scope of the organization's work in the United States and Israel.
"Our family's grantmaking and advocacy work has expanded over the past 33 years, inspired by the vision and philanthropic commitment of my parents, Charles and Lynn Schusterman," she said. "Today, we are committed to helping address systemic racial, gender and economic inequities in the U.S., to ensuring people have true access to equal resources and opportunities that enable them to achieve their full potential, to strengthening an inclusive Jewish community that lives out Jewish values and to working to preserve Israel as a secure, Zionist homeland of the Jewish people, a thriving democracy and an inclusive society. Our new name reflects the full range of our efforts to ensure that both the U.S. and Israel live up to their highest ideals."
Learn more about the Schusterman Family Philanthropies' mission and work
Read more from Stacy Schusterman about this renaming announcement