There is nothing as infuriating as going to grab your keys from where you thought you just left them only to discover they are not there. Nothing that is, until you start a search for said keys that turns into a massive house-wide exploration that turns up not a single shiny key!
If this describes one of your days, then take comfort in knowing you are not alone. The same thing happens to thousands of people every day. This article takes a look at this age old problem and offers some helpful solutions.
It's as if those pesky keys had developed an intelligence all of their own and had gone and deliberately hidden themselves from your sight. Worse, they'd managed to conceive such a clever hiding place that you'd never find them no matter how hard you looked.
While you know as well as I do that inanimate objects don't really possess any kind of artificial intelligence, the thought does cross your mind from time to time, I'm sure. So how do those jangly little metallic critters manage to give us the slip in such a convincing manner?
The blame, unfortunately, tends to lie in the direction of the key's owners for placing them in a different place than intended. Occasionally a family member might pick them up and move them to a different location. In a few rarer cases, the family pet might grab them and take their prize to the doggy bed or drop them in the cat litter.
I have switched from using the term "lost" to "misplaced" here, because that's what most often really happens. We think we put them down in one place when we really put them down in another and forgot where that "other" place was.
But a solution is to hand in the shape of a very clever (in its simplicity) device that can route out those carefully camouflaged miscreants in a jiffy at the click of a button. The device is a simple electronic key finder gadget that operates in two parts: a handheld transmitter and a small receiver attached to the aforementioned keys, usually via their key ring.
You can read more about them in that link as well as source one or two pretty good examples of the devices that are on sale online. The workings are pretty simple in that the transmitter sends out a weak wireless signal that is picked up by the receiver when it is in range, whereby it emits an audible beep and voila! Lost keys are no longer lost!
This kind of key locator is not just for finding lost keys. They often come in packs with a single multi-button transmitter that can activate each of several receivers. That makes them perfect for attaching to TV remotes, wallets, cell phones, in fact just about anything you have a tendency to put down and forget where that somewhere" was!
Ah yes, the TV remote is a favorite - disappearing down the side of a sofa or chair but which one? Beep! That one! Ready to go out to a nice restaurant but can't find where you left your all-important wallet? Beep! Aha, there it is!
Simple, effective and multi-tasking, how did you ever exist without one?


text:
package org.apache.lenya.cms.publication;

//@deprecated use lenya-core-api o.a.l.exceptions.ResourceNotFoundException
public class ResourceNotFoundException extends RuntimeException {

    private static final long serialVersionUID = 1L;

    public ResourceNotFoundException() {
        super();
    }

    public ResourceNotFoundException(String arg0, Throwable arg1) {
        super(arg0, arg1);
    }

    public ResourceNotFoundException(String arg0) {
        super(arg0);
    }

    public ResourceNotFoundException(Throwable arg0) {
        super(arg0);
    }

}

redpajama_set_name: RedPajamaGithub


text:
Strengthening the youth sector
Combating stigma
Get in touch Donate
All our emotions
Our research on young people's experiences of loneliness
We researched young people's experiences of loneliness, and the barriers they face talking about this issue.
What we found
Almost two-thirds (65%) of young people think that loneliness is a problem for their generation
81% say that fear of others' reactions would stop them talking about feeling lonely
Fewer than one in ten (9%) think that their age group is confident discussing loneliness
Our report presented the results of a survey of 2,000 young people across the UK. We also drew on the findings of 'Loneliness Connects Us', a creative, youth-led research project carried out by our partners Manchester Metropolitan University and 42nd Street.
These two complementary studies offer insights into young people's feelings and experiences and point the way towards a new approach to youth loneliness.
Based on our findings, we're calling for a new approach that will help young people understand loneliness as a normal human experience, and equip them to navigate and manage it, both individually and collectively.
All our Emotions are Important PDF/1,735KB
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redpajama_set_name: RedPajamaCommonCrawl


10 Tote Gym Beach was better book Classic litres HippoWarehouse Bag x38cm 42cm The Red Shopping What do I mean by vibrational match?
Gym litres book better 42cm Shopping Classic The was HippoWarehouse Tote 10 Beach Red x38cm Bag If you want to listen to jazz, you have to tune your dial to a station that broadcasts jazz, not one that plays hip-hop or country. Likewise, if you want more abundance and prosperity in your life, you have to tune the frequency of your thoughts and feelings to ones of abundance and prosperity.


text:
Review: RIGS: Mechanized Combat League
2016-10-12 06:00:00by Chris Carter
New gospel homey, take six
I couldn't have been less interested in RIGS when it was announced along with the PlayStation VR. It sounded like the off-brand Gobots version of Sony's take on mechs, but as I always say, I'm willing to give anything a fair shake.
RIGS is way, way better than anyone could probably give it credit for.
RIGS: Mechanized Combat League (PS4 [reviewed with PSVR])
Developer: Guerrilla Cambridge
Publisher: Sony
When I first experienced that "walk through the tunnel" feeling that an NFL star must go through any given Sunday, I was hooked. RIGS manages to nail the cheerful, bright tone of Overwatch, and marry it to the classic mech simulators of old in one fell swoop. This isn't something that was created and later had VR tacked-on, it's a project that feels like it earned its VR wings from the ground-up.
You don't see too many games like RIGS these days. Old cats know about the magic of Mutant League Football, Super Baseball 2020, and other licensed experiments like NBA Street and NFL Blitz. Wacky sports are a thing of the past, but RIGS tries to keep the idea alive with two core modes -- deathmatch, and football (broken down into two variations, one with traditional endzones, and the other, with one goal in the middle).
But again, the viewpoint is key to explaining why RIGS is so ingrained in VR. The seated cockpit style with a sleek 3D overlay works so well, as does the "look with your head" aim-to-turn system. I'm not big on motion controls or gyroscopes on devices, but actually viewing the reticle and scoping out the arena yourself is something else. Alternatively, you could use the right analog stick to turn and jack down all of the intense VR motion, but take my advice -- try to get used to it, or you're hamstringing its potential.
If it was just pretty looking it wouldn't be much of a sports game, but it's got more than that. As well as two independently controlled weapon types (by way of each trigger), your melee attack is also your boost and your air dash, which triples as a dodge. As I was learning the basics from the 30-minute tutorial (!), I was shaking my head "yes," in unison, and it got better from there. Once the full RIGS list opened up and I saw all of the different strategies you could employ, I was straight-up impressed.
Maps have tunnels that only smaller RIGS can enter for example, and speed, offense, and defense ratings actually seem to matter. Then there's the mode-swap mechanic, where players can opt to move faster, dole out more damage, or heal at any given time. You can keep one mode engaged for consistency or change between them instantly, and if you can score three kills in a row, you'll net a limited Overdrive mode bonus, which queues up all three.
It's good then that RIGS has personality, but there's a limit. The arenas all have that far-flung future look, but without the puke and poop color filters that go along with all of the grimdark settings that overtake those concepts. The mechs all look cool, but they're not as pronounced as they could be. The commentary aspect is half-baked, but has potential. I liked the idea of a crew chief feeding me strategies personally through a make-believe headset, even if they were John Madden-level obvious.
Then there's the credit system that lets you buy new RIGS with different abilities, like radar scramblers, heals, shields kitted out on your back, and so on, but with just 24 in all (and really, about eight distinctly different ones), there isn't much incentive to keep playing offline once you've had your fill of bots. Don't get me wrong, I appreciate that RIGS isn't an online-only game, but playing 10 matches in a season and then starting over again (or tackling a limited amount of trials) is only going to last me so long.
And the same might go for some of you out there who may feel restricted by three online modes. There's kills, and the aforementioned two football modes, which add in an extra layer of strategy with ball-stealing melee attacks and the wildcard thief class that can steal at range. I'm game for playing for months on end because of how engrossing the VR aspect is, but since this is a new IP on top of a new piece of hardware, the jury is out on how long everyone else will feel the same.
I was completely taken aback by how well RIGS comes together. Although it has some issues to work out with future patches (mostly related to a content drought), as a symbol for the tech it's one of the best virtual reality joints out there, and not just for the PlayStation VR. Hell, it might be the most justified virtual reality game I've ever played.
[This review is based on a retail build of the game provided by the publisher.]
RIGS: Mechanized Combat League reviewed by Chris Carter
Impressive effort with a few noticeable problems holding it back. Won't astound everyone, but is worth your time and cash.
How we score: The Destructoid reviews guide
Chris CarterReviews Director, Co-EIC gamer profile
Chris has been enjoying Destructoid avidly since 2008. He finally decided to take the next step, make an account, and start blogging in January of 2009. Now, he's staff! ------------------- T... more + disclosures
Also on Destructoid: RIGS: Mechanized Combat League (0) From our database:
Filed under... #playstation VR #PS4 #reviews #Robots #Top Stories #Virtual Reality


The innermost and thinnest layer is made of mucus and secreted by certain cells in conjunctiva.
The middle layer is the thickest layer and is actually like a highly diluted salt solution. It is produced by the main and auxiliary lacrimal glands. This layer protects moisture of the eye and keeps out dust and foreign bodies. The disorder in secretion of this aqueous layer is the most frequent cause of dry eye that is also known as keratoconjunctivitis sicca.
The outermost layer of tear is very thin and greasy and is secreted by meibomian glands. The major role of this layer is to prevent the evaporation of its underlying aqueous layers.
Tear spreads over the eye surface, then enters the lacrimal duct and lacrimal sac through two small puncta that are in the inner edge of the upper and lower eyelids. Finally, tear enters the nose through the nasolacrimal duct. This is why our nose runs when we cry. Therefore, as shown in the following figure, the lacrimal system consists of the main and auxiliary lacrimal glands, the lacrimal sac, and the nasolacrimal duct.
What is the nasolacrimal duct obstruction?
The blockage of the narrow nasolacrimal duct, which normally drains tear from the eye surface, is called nasolacrimal duct obstruction. It is either acquired or congenital. However, the congenital type is discussed here.
What causes the congenital nasolacrimal duct obstruction?
The congenital nasolacrimal duct obstruction is prevalent in children, as 6-10% of children are born before their tear duct is fully opened. Some references report the prevalence of obstruction in infants as 50%. The blockage is caused by a membrane remaining at the end of the nasolacrimal duct on the nose side.
What are the symptoms of congenital nasolacrimal duct obstruction?
Usually, infants with such problem show some symptoms within 2-6 weeks after birth, of which the most frequent symptom is tearing. Neonates have no reflex tear secretion (shedding tears) when crying, and in case of any tear secretion, it is more likely pathological (caused by a disease). Other symptoms of the obstruction include discharge, recurrent inflammation of conjunctiva, and inflammation or infection of lacrimal sac, and in these cases, the area under the eyes and around the nose becomes red, inflamed, and sensitive to touch. The area may be inflamed, and mucus secretion may occur in the inner side of eyes. In 1/3 of cases, both eyes are involved. The symptoms in infants usually exacerbate with dust and wind, however, there is no photophobia.
Note: The congenital glaucoma must be taken into account in infants with photophobia and tearing.
How is the congenital nasolacrimal duct obstruction diagnosed?
A gentle pressure on the lacrimal sac will release the fluids from puncta.
A substance like fluorescein is dropped into the eye, then the presence or lack of the obstruction is diagnosed based on the time the substance disappears or the time it appears in the oral pharyngeal cavity (that is evaluated using cobalt's blue light). Performance of this diagnostic method in infants has its own specific difficulties. To do the test, a drop of 1% fluorescein is dropped into the conjunctiva, then it is left for 2-5 minutes. Under normal conditions, no fluorescein should remain in the eye after 5 minutes.
How is the congenital nasolacrimal duct obstruction treated?
Most of the time, the congenital nasolacrimal duct obstruction in children is resolved spontaneously, as in 95% of children, the nasolacrimal duct is opened before they become 1 year old. The interventional treatments of the obstruction include the surgical and conservative methods.
The conservative treatment involves care of the patient, the lacrimal sac massaging, and use of topical antibiotics. To massage, one should wash his hands, put his index finger on the medial side of the eye (near the nose), and press downward. Moreover, warm compresses may be suggested in this situation. If there is an infection, a topical antibiotic ointment or drop is useful. It must be noted that the antibiotic does not treat the obstruction.
If the nasolacrimal obstruction is not treated after some months using the above treatments, a severe infection occurs, or the infant has relapsing infections, the infant must undergo probing, which is successful in 85-95% of children under one year old. However, the success of probing decreases with children's age.
Probing is a surgical operation lasting 10 minutes. In this operation, a thin metal probe is passed through the lacrimal duct to open the obstruction. Some physicians believe that the suitable age for probing is six months in which probing can be done in clinics without general anesthesia. However, some other physicians think that probing should be delayed up to the age of one year in order to give maximum chance to the infant for the spontaneous opening of the lacrimal duct. In this case, probing is done in the operating room under general anesthesia.
If the probing is not successful, or it reveals a lacrimal duct stenosis, more extensive surgical procedures, such as silicone tube intubation, may be needed. In silicone tube intubation, a silicone tube is placed in the lacrimal duct for 6 months for expanding the duct. After 6 months, the tube is removed through a minor surgery.
Balloon Dacryoplasty is a newer method of Balloon Catheter Dilation, in which a balloon is placed in the corner of the eye inside the lacrimal duct. In the beginning, the balloon is expanded with a sterile fluid for 90 seconds, then the fluid is removed, and the balloon is expanded again for 60 seconds, and finally, the fluid is removed. The success rate of this method has been reported as 80-100%.
In some rare cases in which children continue to shed tears after the above treatments, they may undergo dacryocystorhinostmy (DCR), like adults.
This method that is the main treatment for patients with the congenital obstruction must be used in people with relapsing dacryocystitis, return of the mucoid fluid, painful enlargement of the lacrimal sac, or tearing. Although there are various methods for treatment of the obstruction, the principle technique in all of them is to open a passage from the lacrimal sac toward the nose.


text:
Die Kirche St. Kamillus steht in Mönchengladbach (Nordrhein-Westfalen), Kamillianerstraße 40.

Das Gebäude wurde 1929–1931 nach einem Entwurf von Dominikus Böhm erbaut. Es wurde unter Nr. K 062 am 24. Juni 1992 in die Denkmalliste der Stadt Mönchengladbach eingetragen.

Lage

Die Kamillianerkirche liegt zwischen Ohler und Dahl östlich der Eisenbahnlinie. Es handelt sich um einen Südwest-Nordost ausgerichteten Baukörper.

Architektur

Dominierend ist die wuchtige Nordostfassade aus dunklem Ziegelsteinmauerwerk am Ende eines mittelaxial verlaufenden Treppenaufganges. Tief eingeschnittenes, fassadenhohes, gestuftes Rundbogenfenster mit Kunstverglasung; links außen ein separater Zugang, der Hauptzugang liegt in der Fensterachse und wird von je einem schmalen Rundbogenfenster flankiert.

Ein weiterer Zugang liegt auf der Rückseite der Nordostfassade, die hier als Kapelle dient. Zurückhaltende Gliederung der Ziegelsteinfassade durch Rollschichten, Mauerung von Halbkreisbögen, Ähren, Kruzifixen sowie aus der Wandflucht leicht vorstehenden Köpfen von Bindersteinen bzw. der Anordnung von Schallarkaden und Halbkreisbögen unterhalb der Traufe. In ihrer Schlichtheit expressiv gestaltete Hallenkirche mit gerundetem Chorschluss unter einer zum Chor hin absteigenden Flachdecke, wodurch die perspektivische Wirkung (dunkles Schiff – heller Chor) und die Raumillusion erheblich gesteigert werden.

Die Nordostfassade wird durch die drei o. g. bunt verglasten Fenster, der Chor durch ein Raster von 21 schmalen, zwischen Stahlbetonpfeilern stehenden, überwiegend klar verglasten Hochrechteckfenstern belichtet. Ein seitenschiffartiger Anbau liegt an der Südostseite und ist durch vier mächtige Pfeiler vom Hauptschiff getrennt. Die unter dem Chor liegende säulengestützte Krypta, durch kleine Hochrechteckfenster belichtet, ist durch das Seitenschiff zugänglich. Chor mit Hochaltar und Altar. Marmorbodenbelag, im Schiff aus Solnhofener Plattenkalken. Die Nordostfassade ist im Inneren von vier Emporen erschlossen, auf ihr stand ursprünglich die Orgel. Mit dem Neubau des Instruments wurde ihr Standort in das Schiff an die Stelle der abgebrochenen Kanzel verlegt.

Die vertikale Dreigliederung der Innenfassade beruht auf der Anordnung mächtiger Pfeiler. Jede Achse weist je drei Rundbogenstellungen in jedem Geschoss auf. Schlichte Gestaltung im Innenraum mit glatt verputzten Wänden, auf den Emporen mit rau verputzten Wänden, Möblierung und Befensterung.

Das Objekt ist bedeutend für die Geschichte des Menschen und der Städte und Siedlungen. An seiner Erhaltung und Nutzung besteht ein öffentliches Interesse aus wissenschaftlichen, künstlerischen, architekturgeschichtlichen, ortsgeschichtlichen und städtebaulichen Gründen. Das Objekt ist als Baudenkmal schützenswert.

Jüngere Entwicklungen
Die auf der Empore untergebrachte Orgel wurde 1994 abgerissen und durch einen Neubau ersetzt, die anstelle der entfernten Kanzel platziert.

Im Jahr 2014 wurde St. Kamillus profaniert und im Anschluss zu einem Kolumbarium umgebaut, wozu im Kirchraum die Emporen über dem Eingangsbereich vergrößert wurden, um zusätzlichen Platz für die Urnenschränke zu schaffen.

Literatur

Elke Backes: Der Kamillus-Stil. Dominikus Böhm als Corporate-Designer für den Kamillianerorden. Dissertation veröffentlicht als E-Book bei der ULB Düsseldorf im Dezember 2018: Backes_Dissertation_Druckversion-6.pdf
 Klaus-Martin Bresgott: St. Kamillus Mönchengladbach-Dahl, in: ders.: Neue Sakrale Räume. 100 Kirchen der Klassischen Moderne. Zürich 2019. S. 162f.

Quellen

Einzelnachweise

Kirchengebäude in Mönchengladbach
Monchengladbach
Baudenkmal in Mönchengladbach
Erbaut in den 1920er Jahren
Erbaut in den 1930er Jahren
Monchengladbach Kamillus
Monchengladbach Kamillus
Monchengladbach Kamillus

redpajama_set_name: RedPajamaWikipedia


text:
DOT enforces consumer-friendly interpretation of Montreal Convention baggage liability provisions
As previously reported, on March 26, 2009 DOT issued a "Guidance on Airline Baggage Liability and Responsibilities of Code-Share Partners Involving International Itineraries" that states in part as follows: "Although carriers may wish to have tariff terms that prohibit passengers from including certain items in checked baggage, once a carrier accepts checked baggage, whatever is contained in the checked baggage is protected, subject to the terms of the [Montreal] Convention, up to the limit of 1000 SDRs (Convention, Article 22, para. 2)." (On December 30, 2009, the 1,000 SDR limit was increased to 1,131 SDRs, which is currently equivalent to about $1,750.)
Upon receiving a consumer complaint after the 90-day grace period for compliance with the Guidance, DOT initiated an enforcement action regarding Air France's policies and practices with respect to items of checked baggage lost or damaged in transit to or from the United States. DOT's specific concern was over the airline's General Conditions of Carriage, which disclaimed liability for "valuable, fragile or perishable items" in checked baggage and the reliance of the airline's Customer Relations Department on such disclaimer to deny liability for the loss or damage of jewelry, electronic equipment and similar items.
By a Consent Order issued on December 23, 2010 (Order 2010-12-26), DOT announced that it and Air France had reached a settlement. Under the settlement, Air France agreed to modify its policies and practices in order to comply with the Guidance and to pay a compromise assessment of $50,000 (and an additional $50,000 should it violate the Order within a year).
Note: In a November 18, 2010 ruling, the Canadian Transportation Agency struck down an airline's tariff rule, as well as a proposed revised version of such rule, that purported to preclude an airline's liability for fragile and valuable items in baggage checked in connection with carriage subject to the Montreal Convention. See Lukács v. WestJet (Decision No. 477-C-A-2010). On February 1, 2011, the Federal Court of Appeal denied WestJet's application for leave to appeal the agency's decision.
Posted in Airlines, Baggage loss and damage, Conditions of carriage, Damages, Passenger claims - international flights, Special Drawing Rights
Airline not liable to customer for trip and fall in TSA-controlled area
Montreal Convention two-year limitation period not subject to tolling under local law


text:
Home Celebrities Quinn Lundberg: 6 Things To Know About Zach Galifianakis' Wife
Quinn Lundberg: 6 Things To Know About Zach Galifianakis' Wife
Quinn Lundberg is best known for her marriage to the popular American comedian and hangover star Zach Galifianakis. She had a good success, which keeps her on the list of the most influential women in America.
Mary Quinn Lundberg, also known as Mary Quinn Lundberg, the wife of the famous comedian, is admired as co-founder of Growing Voices, a charity focused on building several sustainable projects in partnership with other non-profit organizations. Here are six interesting things you need to know about Zach Galifianakis' wife
6 Things To Know about Quinn Lundberg
1. She Was Born and Raised in Canada
Mary Quinn Lundberg came from a middle-class family in Alberta, Edmonton, Canada. She was raised by nature-loving parents whose identity is still unknown. Since Quinn Lundberg is a private person, her date of birth is not yet known exactly, although there are reports that claim she was born in 1983.
However, based on some discreet research, we have been able to find out that she had a happy childhood that nurtured her love of outdoor activities such as hiking. She once revealed that participation in outdoor activities greatly enhanced her desire for normality. Quinn Lundberg graduated from the CUNY Baccalaureate Program in New York City in 2010 and is reportedly the cousin of Charlie Clarke, the Mayor of Saskatoon in Saskatchewan, Canada.
ALSO READ: Penelope Cruz Husband, Children, Age, Height, and Other Interesting Facts
2. Quinn Lundberg Is Passionate about Helping Third World Countries
As a result of her passion to give back to her community, Quinn founded Growing Voices in partnership with Melissa Leschuck, whom she met while studying at the City University of New York (CUNY). The organization, headquartered in Los Angeles, helps and supports various businesses in several underdeveloped communities. The desire to found the organization arose after she had visited a handful of underdeveloped countries such as Bosnia, Afghanistan, and several nations in Africa.
Growing Voices works with entrepreneurs in these countries, among others, to improve the chances of meaningful and sustainable development. In addition, Quinn volunteered to work with several organizations that focus on underdeveloped countries, such as the Red Cross Society and the United Nations Children's Fund (UNICEF).
3. Her Wedding Lasted for 30 Minutes
Quinn Lundberg married Zach Galifianakis on 11 August 2012 after a long relationship. Their super-private wedding ceremony lasted only 30 minutes and took place in Vancouver, Canada. The event was followed by a reception at a nearby restaurant attended by close friends and family members.
Zachary Knight Galifianakis was born on October 1, 1969, in Wilkesboro, North Carolina. His mother (Mary Frances) owns a community arts center, while his father Harry is an oil salesman. Zach has an older brother named Greg and a younger sister named Merritt. Quinn's husband is best known for his involvement in the television series of the Hangover Trilogy, which was broadcast between 2009 and 2013. He became known in 2001 with his half-hour show Comedy Central Presents and his show Late World with Zach, which was broadcast the following year on VH1.
Like Quinn, Zach is a very generous man. He reaped the admiration of many people after it became known that he had bought an apartment for a homeless woman. Quinn and her husband are parents of two children. Their first child was born on September 7, 2013, and the second child, Rufus Emmanuel Lundberg, was born on November 7, 2016.
4. Quinn Lundberg Was Once a Ballerina
Quinn has not only received a certificate from the CUNY but is also a trained dancer. She is an excellent ballet dancer who has had the opportunity to perform when it matters most. For example, when she visited Bosnia, she had the opportunity to show her skills to the delight of the Canadian peacekeepers in the country.
ALSO READ: Dave Grohl Wife, Kids, Family, Height, Net Worth, House, Quick Facts
5. What Is Her Net Worth?
Although she is becoming increasingly popular like her husband, Quinn's net worth is still not known to the public. However, her husband is worth $20 million, which he has accumulated mainly through his career as an actor and comedian. The husband supports his wife's charity and owns a farm in Alleghany, North Carolina.
6. Quinn Isn't a Big Fan of Social Media
Despite the popularity of her husband, Quinn Lundberg was not very active on social media platforms such as Facebook, Twitter, and Instagram. The good-looking woman with dark brown eyes and blonde hair probably decided with her husband to keep her family life private as much as possible.
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NDG, in collaboration with CSSIA, has developed the CSSIA Windows 10 Administration Lab Series, which is designed to assist learners in gaining fundamental skills, based on the administration and management of a Windows 10 client.
Please review the content-specific requirements for CSSIA Windows 10 Administation labs.
The books listed below are recommended resources to accompany the CSSIA Windows 10 Administration labs.
Windows 10 Inside Out, 1st ed.
Windows 10 in Depth, 1st ed.
To enable the CSSIA Windows 10 Administration Labs, create a class and check the box for "CSSIA W10 ADM" in the global labs class settings. This must be done for each class requiring access to the labs.


text:
Eduardo Alberto Crespi fue un militar y político argentino que ocupó el cargo de intendente de Buenos Aires en 1976.

Biografía
Fue nombrado por la dictadura militar autodenominada Proceso de Reorganización Nacional tras el golpe de Estado del 24 de marzo de 1976, que derrocó a la presidenta María Estela Martínez de Perón.

Duró ocho días en el cargo, hasta el 2 de abril de 1976, cuando fue sustituido por Osvaldo Andrés Cacciatore, también designado por el gobierno militar. Posterior a ello ocupó cargos en la Comisión de Asesoramiento Legislativo (CAL).

Fue secretario general de la Presidencia entre el 12 de diciembre de 1978 y el 1 de abril de 1981, bajo el gobierno de facto de Jorge Rafael Videla.

Entre febrero y diciembre de 1981 fue presidente de la Comisión de Movilización Industrial Militar, siendo nombrado Embajador en Paraguay desde septiembre de 1982 hasta noviembre de 1983.

Referencias

Intendentes de la ciudad de Buenos Aires
Egresados del Colegio Militar de la Nación
Grandes cruces de la Orden El Sol del Perú
Embajadores de Argentina en Paraguay
Almirantes, generales y brigadieres del Proceso de Reorganización Nacional
Generales de Argentina del siglo XX
Gabinete de Jorge Rafael Videla
Secretarios generales de la Presidencia de Argentina


text:
Evolution of Management (Managerial
Function):-
intoduction:- Management is studied in business academics
since earlier times and it is considered as an integral part to understand business operations. People have been changing and redesigning organizations for centuries. Though the 20th century is noticeable in history as an 'Era of scientific management still it does not indicate that management tactics were not used in yester years. Many studies indicated that Management theory evolved with "scientific" and "bureaucratic" management that used measurement, procedures and routines as the basis for operations. Firms developed hierarchies to apply standardized rules to the place of work and penalized labour for violating rules. With the "human relations" movement, companies emphasized individual workers. Modern management theories, including system theory, contingency theory and chaos theory, focus on the whole organization, with employees as a key part of the system.
The evaluation of management can be
categorized in to different parts:
Pre-Scientific Management Era (before 1880),
Classical management Era (1880-1930),
Neo-classical Management Era (1930-1950),
Modern Management era (1950-on word).
Classical Management includes Scientific Management School,
Administration Management School, and Bureaucracy Management.
Neo- classical Management includes Human relation school and
Behavioural Management School. Modern Management includes Social
system school, Decision theory school, Quantitative Management
School, System Management School, and Contingency Management
evaluation of management Management Thoughts Early Management
Thought:
The period of 1700 to 1800 emphasizes the industrial revolution and the factory system highlights the industrial revolution and the importance of direction as a managerial purpose. Thus, the development of management theory can be recognized as the way people have struggled with relationships at particular times in olden periods. Many economic theorists during this period described the notion of management. Adam Smith and James Watt have been recognized as two theorists who launched the world toward industrialization. Adam Smith brought about the revolution in financial thought and James Watt's steam engine provided cheaper power that revolutionized English commerce and industry. Both provided the base for modern concepts of business management theory and practice. Adam Smith explicated the concept of division of labour and Jacques Turgot described the importance of direction and control. Smith stated that market and competition should be the controllers of economic activity and that tax policies were destructive. The specialization of labour was the basis of Smith's market system. According to Smith, division of labour provided managers with the maximum opportunity for improved output. In the period of 1771–1858, Robert Owens studied for concern for the workers. He was repulsed by the working conditions and poor treatment of the workers in the factories
across Scotland. Owen became a reformer. He reduced the use of child labour and used ethical influence rather than physical punishment in his factories. He reproached his fellow factory owners for treating their equipment better than they treated their workers.
In quantitative approach of early management thought, Charles Babbage (1792–1871) is recognized as the supporter of operations research and management science. Babbage's scientific innovations are mechanical calculator, a versatile computer, and a punch-card machine. His projects never became a commercial reality. However, Babbage is considered the creator of the concepts behind the present day computer. The most popular book of Babbage, On the Economy of Machinery and Manufacturers, described the tools and machinery used in English factories. It discussed the economic principles of manufacturing, and analysed the operations and the
skills used and suggested improved practices. Babbage considered in the benefits of division of labour and was a supporter of profit sharing. He developed a method of observing manufacturing that is the same approach utilized today by operations analysts and consultants analysing manufacturing operations. Other theorists who contributed in quantitative approach of early
management thought were Robert Owen, Andrew Ure and Charles Dupin, Henry Robinson Towne.
Another theorist Baptiste, explained the significance of planning. But management is appeared as a different discipline in the second half of 19th century with the beginning of Joint Stock Company. This type of enterprises separated management of business from their ownership and gave emphasis to labour incompetence and improper systems of wage payments. To resolve such problem, people began to identify management as a separate field of study. During 20th century, Management has become more
scientific discipline with standard principles and practices.
The Classical Approach:
The classical approach is the earliest thought of management .The classical approach was associated with the ways to manage work and organizations more efficiently. The classical approach are categorized into three groups namely, scientific management, administrative management, and bureaucratic management.
I. Scientific Management:
S c i en tific management which is also referred to Taylorism or the Taylor system is a theory of management that evaluates and synthesizes workflows, with the aim of improving labour productivity. In other words, conventional rules of thumb are substituted by accurate procedures developed after careful study of an individual at work. Universal approaches of Scientific management are developed for Efficiency of workers, Standardization of job roles/activities and Discipline – the role of managers and the business hierarchy. The scientific management theory had an enormous impact on the business industry at the beginning of the 20th century. Many big and victorious organizations, such as McDonalds hamburger chain or call centres, utilised a modern version of scientific management. Among famous theorist, Taylor's contribution in the area of scientific management is invaluable. The components of scientific management are determination of the task, planning, proper selection and training of workers improvement in methods, modification of organization and mental revolution such as 'job specialization'. As a result, it became more concerned with physical things than towards the people even though increased the output. Scientific Management focuses on worker and machine relationships. Organizational productivity can be increased by enhancing the competence of production processes. The competence viewpoint is concerned with creating job that economizes on time, human energy, and other productive resources. Jobs are planned so that each worker has a specified, well controlled task that can be performed as instructed. Principle of scientific management are replacement of old rule of thumb method, scientific selecting and training, labour management co-operation, maximizes output, equal division of responsibility. There are four scientific management systems such as develop a science for each element of the job to replace old rule of thumb method, Scientifically select employees and then train them to do the job as described in step, supervise employees to make sure they follow the prescribed method for performing their job and continue to plan the work but use worker to actually get the work done.
Taylor's Scientific Management:
A c a d e mic records indicated that F.W. Taylor and his colleagues developed the first systematic study in management. He initiated an innovative movement in 1910 which is identified as scientific management. Frederick Taylor is known as the father of Scientific Management and he published Principals of Scientific Management in which he proposed work methods designed to boost worker productivity. Taylor asserted that to succeed in these principles, it is necessary to transform completely the part of management and labour. His philosophy was based on some basic principles. The first principle is separation of planning and doing. In the pre-Taylor era, an employee himself used to choose or plan how he had to do his work and what machines and equipment would be necessary to perform the work. But Taylor divided the two functions of planning and doing, he stressed that planning should be delegated to specialists. Second principle of Taylor's management approach is functional foremanship. Taylor launched functional foremanship for administration and direction. Under eight-boss-scheme of functional foremanship, four persons like route clerk, instruction card clerk, time and cost clerk and disciplinarian are associated with planning function, and the remaining four speed boss, inspector, maintenance foreman, and gang boss are concerned with operating function. Third principle is elements of scientific management. The main constituents of scientific management are work study involving work important and work measurement using method and time study, standardization of tools and equipment for workmen and improving working conditions, scientific Selection, placement and training of workers by a centralized personal department. Fourth principle is bilateral mental revolution. Scientific management involves a complete mental change of employees towards their work, toward their fellow-men and toward their employers. Mental revolution is also necessary on the part of management's side, the foreman, the superintendent, the owners and board of directions. Fifth principle is financial incentives. In order to encourage workers to give better performance, Taylor introduced differential piecerate system. According to Taylor, the wage should be based on individual performance and on the position which a worker occupies. Economy is other principle of management devised by Taylor. According to him, maximum output is achieved through division of labour and specialization. Scientific Management concentrates on technical aspects as well as on profit and economy. For this purpose, techniques of cost estimates and control should be adopted. Taylor concluded that science, not rule of thumb, Harmony, not discord, Cooperation and not individualism, Maximum output, in place of restricted output.
(ii) Administrative Management:
A d m in i strative Management emphasizes the manager and the functions of management. The main objective of Administrative management is to describe the management process and philosophy of management. In contradiction of scientific management, which deals mainly with jobs and work at individual level of scrutiny, administrative management gives a more universal theory of management.
Henry Fayol's Administrative Management (1841– 1925): Henri fayol is known as the father of modern Management. He was popular industrialist and victorious manager. Fayol considered that good management practice falls into certain patterns that can be recognized and analysed. From this basic perspective, he devised a blueprint for a consistent policy of managers one that retains much of its force to this day. Fayol provided a broad analytical framework of the process of management. He used the word Administration for Management. Foyal categorized activities of business enterprise into six groups such as Technical, Financial, Accounting, Security, and Administrative or Managerial. He stressed constantly that these managerial functions are the same at every level of an organization and is common to all firms. He wrote General and Industrial Management. His five function of managers were plan, organize, command, co-ordinate, and control. Principal of administrative management:
1.Division of labour, 2.Authority & responsibility, 3.Discipline, 4.Unity of command, 5.Unity of direction, 6.Subordination of individual interests to general interest, 7.Remuneration of personnel, 8.Centralization, 9.Scalar chain, 10.Order, 11.Equity, 12.Stability of tenure, 13.Initiative and14 .Esprit de corps (union of strength). These 14 principles of management serve as general guidelines to the management process and management practice. His principles of management are described below.
1.Division of work: This is the principle of specialization which is detailed by economists as an important to efficiency in the utilization of labour. Fayol goes beyond shop labour to apply the principle to all kinds of work, managerial as well as technical.
2.Authority and responsibility: In this principle, Fayol discovers authority and responsibility to be linked with the letter, the consequence of the former and arising from the latter.
3.Discipline: This discipline denotes "respect for agreements which are directed at achieving obedience, application, energy and the outward marks of respect". Fayol declares that discipline requires good superiors at all levels, clear and fair agreement, and judicious application of penalties.
4.Unity of command: This is the principle that an employee should receive orders from one superior only.
5.Unity of direction: Fayol asserted that unity of direction is the principle that each group of activities having the same objective must have one head and one plan. As distinguished from the principle of unity of command, Fayol observes unity of direction as related to the functioning of personnel.
6.Subordination of individual interest to general interest: In any group the interest of the group should supersede that of the individual. When these are found to differ, it is the function of management to reconcile them.
7.Remuneration of personnel: Fayol recognizes that salary and methods of payment should be fair and give the utmost satisfaction to worker and boss.
8.Centralization: Fayol principle of centralization refers to the extent to which authority is concentrated or dispersed in an enterprise. Individual circumstances will determine the degree of centralization that will give the best overall yield.
9.Scalar chair: Fayol believe of the scalar chair as a line of authority, a 'Chain of Superiors" from the highest to the lowest ranks and held that, while it is an error of subordinate to depart 'needlessly' from lines of authority, the chain should be short-circuited when scrupulous following of it would be detrimental.
10.Order: Breaking this principle into 'Material order' and 'Social Order', Fayol thinks of it as the simple edge of "a place for everything (everyone), and everything (everyone) in its (his) place". This is basically a principle of organization in the arrangement of things and persons.
11.Equity: Fayol perceives this principle as one of eliciting loyalty and devotion from personnel by a combination of kindliness and justice in managers dealing with subordinates.
12.Stability of tenure of personnel: Finding that such instability is both the cause and effect of bad management, Fayol indicated the dangers and costs of unnecessary turnover.
13.Initiative: Initiative is envisaged as the thinking out and execution of a plan. Since it is one of the "Keenest satisfactions for an intelligent man to experience", Fayol exhorts managers to "Sacrifice Personal Vanity" in order to permit subordinates to exercise it.
14.Esprit de corps: This is the principle that 'union is strength' an extension of the principle of unity of command. Fayol here emphasizes the need for teamwork and the importance of communication in obtaining it.
(iii) Bureaucratic Management:
Bureaucratic management denotes to the perfect type of organization. Principal of Bureaucracy include clearly defined and specialized functions, use of legal authority, hierarchical form, written rules and procedures, technically trained bureaucrats, appointment to positions based on technical expertise, promotions based on competence and clearly defined career paths. The German sociologist, Max Weber recognized as father of modern Sociology who appraised bureaucracy as the most logical and structure for big organization. With his observation in business world, Weber summarized that earlier business firms were unproductively managed, with decisions based on personal relationships and faithfulness. He proposed that a form of organization, called a bureaucracy, characterized by division of labour, hierarchy, formalized rules, impersonality, and the selection and promotion of employees based on ability, would lead to more well-organized management. Weber also argued that authoritative position of managers in an organization should be based not on tradition or personality but on the position held by managers in the organizational hierarchy.
Max Weber (1864-1920) devised a theory of bureaucratic management that emphasized the need for a firmly defined hierarchy governed by clearly defined regulations and lines of authority. He considered the perfect organization to be a bureaucracy whose activities and objectives were reasonably thought out and whose divisions of labour were clearly defined. Weber also believed that technical capability should be emphasized and that performance evaluations should be made completely on the basis of merit. Presently, it is considered that bureaucracies are huge, impersonal organizations that put impersonal competence ahead of human needs. Like the scientific management theorists, Weber sought to advance the performance of socially important organizations by making their operations predictable and productive. Although we now value innovation and flexibility as much as efficiency and predictability, Weber's model of bureaucratic management evidently advanced the development of vast corporations such as Ford. Bureaucracy was a particular pattern of relationships for which Weber saw great promise. Although bureaucracy has been successful for many companies, in the competitive global market of the 1990s organizations such as General Electric and Xerox have adopted bureaucracy, throwing away the organization chart and replacing it with ever-changing constellations of teams, projects, and alliances with the goal of unleashing employee creativeness.
Chester I. Barnard: Chester Barnard (1886-1961) also devised components to classical theory such as Follett that would be further developed in later schools. Barnard, who became president of New Jersey Bell in 1927, used his work experience and his wide reading in sociology and philosophy to devise theories about organizations. Barnard stated that people join in formal organizations to accomplish such goals that cannot be fulfilled by working alone. But as they follow the organization's goals, they must also gratify their individual needs. Barnard came to conclusion that an enterprise can operate efficiently and survive only when the organization's goals are kept in balance with the aims and needs of the individuals working for it. Barnard denotes a principle by which people can work in stable and mutually constructive relationships over time. Barnard believed that individual and organizations purposes must be in balance if managers understood an employee's zone of indifference that is, what the employee would do without questioning the manager's authority. Apparently, the more activities that fell within an employee's zone of indifference the smoother and more cooperative an organization would be. Barnard also believed that managers had a duty to inspire a sense of moral purpose in their employees. To do this, they would have to learn to think beyond their narrow self-interest and make an ethical promise to society. Although Barnard emphasized the work of administrative managers, he also focused substantial attention on the role of the individual employee as the basic strategic factor in organization.
Modern Management Approaches:
Behavioural Approach: Numerous theorists developed the behavioural approach of management thought as they observed weaknesses in the assumptions of the classical approach. The classical approach emphasized efficiency, process, and principles. Some management scholars considered that this thought ignored important aspects of organizational life, particularly as it related to human behaviour. Therefore the behavioural approach concentrated on the understanding of the factors that affect human behaviour at work. This is an improved and more matured description of human relations approach. The various theorists who have great contribution in developing principles of management in this are Douglas Mc Gregor, Abraham Maslow, Curt Levin, Mary Porker Follelt, Rensis Likert. Behavioural Scientists hold the classical approach as highly mechanistic, which finds to degrade the human spirit. They choose more flexible organization structures and jobs built around the capabilities and talent of average employees. The behavioural approach has based the numerous principles.
Decision-making is done in a sub-optimal manner, because of practical and situational constraints on human rationality of decision-making. The behaviourists attach great weight age on participative and group decision-making.
Behavioural Scientists promote self-direction and control instead of imposed control.
Behavioural Scientists believe the organization as a group of individuals with certain goals.
Behavioural scientists perceive that the democraticparticipative styles of leadership are enviable, the autocratic, task oriented styles may also be appropriate in certain situation.
Behavioural scientists propose that different people react differently to the same situation. No two people are exactly similar and manager should tailor his attempts to influence his people according to their needs.
Behavioural scientists identify that organizational variance and change are predictable.
Approach of Mary parker follett: Mary Parker Follett (1868- 1933) developed classic structure of the classical school. However, she initiated many new elements particularly in the area of human relations and organizational structure. In this, she introduced trends that would be further developed by the talented behavioural and management science schools. Follett was persuaded that no one could become a whole person except as a member of a group. Human beings grew through their relationships with others in organizations. In fact, she explained management as "the art of getting things done through people." She took for granted Taylor's statement that labour and management shared a common purpose as members of the same organization, but she considered that the artificial difference between managers and subordinates is vague in this natural partnership. She believed in the power of the group, where individuals could combine their diverse talents into something bigger. Moreover, Follett's "holistic" model of control took into account not just individuals and groups, but the effects of such environmental factors as politics, economics, and biology. Follett's model was significant precursor of the idea that management meant more than just what was happening inside a particular organization.
Maslow's theory of self-actualisation: His theory is recognized as Hierarchy of Needs. It is illustrated in a pyramid and elucidates the different levels and importance of human's psychological and physical needs. It can be used in business by managers to better understand employee motivation. The general needs in Maslow's hierarchy include physiological needs (food and clothing), safety needs (job security), social needs (friendship), self-esteem, and self-fulfilment or actualisation. Maslow's Hierarchy of Needs relates to organizational theory and behaviour because it explores a worker's motivation. Some people are prepared to work just for money, because of friends, or the fact that they are respected by others and recognized for their good work. The final level of psychological development that can be achieved when all basic and mental needs are fulfilled and the "actualization" of the full personal potential takes place. In the organizational situation, if an employee's lower need on the hierarchy is not met, then the higher ones are ignored. For example, if employees are worried that they will be fired, and have no job security, they will be concerned about friendship and respect.
Douglas McGregor theory of management suggested that there is need to motivate employees through authoritative direction and employee self-control and he introduced the concept of Theory X and Y. Theory X is a management theory focused more on classical management theory and assumes that workforce need a high amount of supervision because they are inherently lazy. It presupposes that managers need to motivate through coercion and punishment. Theory Y is a management theory that assumes employees are determined, self-motivated, exercise self-control, and generally enjoy mental and physical work duties. Theory Y is in line with behavioural management theories. Theory X and Theory Y relates to Maslow's hierarchy of needs in how human behaviour and motivation is the main priority in the workplace in order to maximize output. Theory X: The theory that employees are inherently lazy and irresponsible and will tend to avoid works unless closely supervised and given incentives, contrasted with Theory Y. Theory Y: The theory that employees are capable of being ambitious and self-motivated under suitable conditions, contrasted with Theory X.
An influential theorist in behaviour approach of management thought was Likert. His principles based on four System such as supportive relationships between organizational members, multiple overlapping structures, with groups consisting of superiors and their subordinates, group problem solving by consensus within groups and overlapping memberships between groups by members who serve as linking pins.
Human Relations Approach: The human rationalists which is also denotes to neo-classicists, focused as human aspect of business. These theorists emphasize that organization is a social system and the human factor is the most vital element within it. There are numerous basic principles of the human relations approach that are mentioned below:
1.Decentralization: The concept of hierarchy employed by classical management theorists is replaced with the idea that individual workers and functional areas (i.e., departments) should be given greater autonomy and decision-making power. This needs greater emphasis on lateral communication so that coordination of efforts and resources can occur. This communication occurs via informal communication channels rather than the formal, hierarchical ones.
2.Participatory Decision-Making: Decision-making is participatory in the sense that those making decisions on a dayto- day basis include line workers not normally considered to be "management." The greater sovereignty afforded individual employees and the subsequent reduction in "height" and increase in span of control of the organizational structure requires that they have the knowledge and ability to make their own decisions and the communication skill to coordinate their efforts with others without a nearby supervisor.
3.Concern for Developing Self-Motivated Employees: The importance on a system of decentralized and autonomous decisionmaking by members of the organization necessitates that those members be extremely "self-motivated". Goal of managers in such an organization is to design and implement organizational structures that reward such self-motivation and autonomy. Another is to negotiate working relationships with subordinates that foster effective communication in both directions.
Therefore, the human relations approach implies modifications in the structure of the organization itself, in the nature of work, and in the association between manager and assistant. Each of these changes depends upon assumptions about the individual, the organization, and communication, just like any other theory of organizations. Elton Mayo and others conducted experiments that was known as Hawthorne experiments and explored informal groupings, informal relationships, patterns of communication, and patterns of internal leadership. Elton Mayo is usually popular as father of Human Relations School. The human relationists, advocates the several factors after conducting Hawthorne experiments which are mentioned below.
1,Social system: The organization in general is a social system consists of numerous interacting parts. The social system established individual roles and establishes norms that may differ from those of formal organization.
2.Social environment: The social climate of the job affects the workers and is also affected.
3.Informal organization: The informal organization does also exist within the frame work of formal organization and it affects and is affected by the formal organization.
4.Group dynamics: At the place of work, the workers often do not act or react as individuals but as members of group. The group plays an important role in determining the attitudes and performance of individual workers.
5.Informal leader: There is an appearance of informal leadership as against formal leadership and the informal leader sets and enforces group norms.
6.Non-economic reward: Money is an encouraging element but not the only motivator of human behaviour. Man is diversely motivated and socio psychological factors act as important motivators. Behavioural Science: Behavioural science and the study of organizational behaviour emanated during 1950s and1960s. The behavioural science approach was a natural development of the human relations movement. It concentrated on applying conceptual and analytical tools to the problem of understanding and foresees behaviour in the place of work. The behavioural science approach has contributed to the study of management through its elements of personality, attitudes, values, motivation, group behaviour, leadership, communication, and conflict, among other issues.
Contingency Approach: This approach of management thought focuses on management principles and concepts that have no general and universal application under all conditions. Joan Woodward in the 1950s has contributed to develop this approach in management. Contingency school states that management is situational and the study of management recognize the important variables in the situation. It distinguishes that all the subsystem of the environment are interconnected and interrelated. By studying their interrelationship, the management can find resolution to specific situation. Theorists stated that there is not effective way of doing things under all business conditions. Methods and techniques which are extremely effective in one situation may not give the same results in another situation. This approach proposes that the role of managers is to recognize best technique in particular situation to accomplish business goals. Managers have to develop situational understanding and practical selectivity. Contingency visions are applicable in developing organizational structure, in deciding degree of decentralization, in motivation and leadership approach, in establishing communication and control systems, in managing conflicts and in employee development and training. The contingency approach is associated with applying management principles and processes as dictated by the sole characteristics of each situation. It depends on various situational factors, such as the external environment, technology, organizational characteristics, characteristics of the manager, and characteristics of the subordinates. Contingency theorists often implicitly or explicitly disapprove the classical approach as it focuses on the universality of management principles.
The Quantitative Approach Of Management Thought The quantitative approach aimed at enhancing the process of decision making through the use of quantitative techniques. It is evolved from the principles of scientific management.
1.Management Science (Operations Research): Management science which is also known as operations research utilized mathematical and statistical approaches to resolve management issues. It was developed during World War II as strategists attempted to apply scientific knowledge and methods to the intricate troubles of war. Industry started to apply management science after the war. The introduction of the computer technology made many management science tools and concepts more practical for industry
2.Production and Operations Management: This approach emphasizes the operation and control of the production process that changes resources into manufactures goods and services. This approach is emerged from scientific management but became a specific area of management study after World War II. It uses many of the devices of management science. Operations management underlines productivity and quality of both manufacturing and service organizations. W. Edwards Deming exercised a great influence in developing contemporary ideas to improve productivity and quality. Major areas of study within operations management include capacity planning, facilities location, facilities layout, materials requirement planning, scheduling, purchasing and inventory control, quality control, computer integrated manufacturing, just-in-time inventory systems, and flexible manufacturing systems.
Systems Approach Of Management Thought The systems approach deals with the thoroughly understanding the organization as an open system that converts inputs into outputs. The systems approach has great impact on management thought in the 1960s. During this period, thinking about managing practices allowed managers to relate different specialties and parts of the company to one another, as well as to external environmental factors. The system approach focuses on the organization as a whole, its communication with the environment, and its need to achieve equilibrium.
System approach:
Management Thoughts & conclusion:
T o s u mmarize, there are important theories of Management and each theory has distinct role to knowledge of what managers do. Management is an interdisciplinary and global field that has been developed in parts over the years. Numerous approaches to management theory developed that include the universal process approach, the operational approach, the behavioural approach, the systems approach, the contingency approach and others. F W Taylor, Adam Smith, Henry Fayol, Elton Mayo and others have contributed to the development of Management concept. The classical management approach had three major categories that include scientific management, administrative theory and bureaucratic management. Scientific management highlighted the scientific study of work methods to improve worker efficiency. Bureaucratic management dealt with the characteristics of an perfect organization which operates on a rational basis. Administrative theory explored principles that could be used by managers to synchronise the internal activities of organizations. The behavioral approach emerged mainly as an outcome of the Hawthorne studies. Mary Parker Follet, Elton Mayo and his associates, Abraham Maslow, Douglas McGregor and Chris Argyris were main players of this school.


We had originally planned to bring you some interesting facts on one of the rarest Volvo estate wagons to have ever been made…the '95 T-5R 855 sportwagon. But then we remembered an old Jalopnik story of the uber rare Volvo 243, a sort of 3-door hybrid that was a cross between the 2-door 242 and 4-door 244. In fact, spy footage shows a sedan with 2 doors on the right side and 1 door on the left. There are theories of how this n=30 production run came to be…Swedish police, factory line screw ups…in fact we're not convinced this isn't some sort of Photoshop conspiracy even. See SwedeSpeed.com for this interesting story.
1991 Volvo 245. For sale, contact us for more information.
1991 Volvo 244. For sale, contact us for more information.
That got us thinking that before jumping to the high-pressure turbo 800 series of the mid-late '90s, we really should lay a little more groundwork and describe its older cousin…the 200 series. It has been 24.0 years since the last 240 rolled off the production line in 1993. The 200 series was produced from 1974 to 1993 with nearly 3M sold worldwide and represented the mid-range/compact car. In 1982 Volvo introduces the new 700 series to be the larger more upscale executive series. Because of the huge success of the 200, the incoming 700 series would eventually be phased out in 1992…one year prior to the 240 being discontinued.
So a little nomenclature setting…'240' denotes the actual model, though internally you may see them referenced as a 244 or 245, meaning a 240 4-door sedan or a 240 5-door wagon, respectively. Over the 20 year run, the 240 experienced very little change outside of the powerplant, which saw six different engines including 4-cyls, 5-cyl, 6-cyl and diesels, turbos and naturally aspiration. So because of this long tenure and relatively static core build, parts are interchangeable and plentiful. And because of the vast expanse inside the engine bay to accommodate all these variants, the 240 is quite popular in the hot-rod community for obvious reasons.
It shouldn't take too much convincing to tell this group that cars we select to feature have a personality and a cult following that can't always be easily explained. But we can say that no matter what car it is, you'll find a following and a forum. How else do you think I was able to fix the lower storage panel access door on my 2008 Honda Odyssey? Remember the Merkur XR4Ti? Yep, cult following. Pontiac Aztec…hard to believe this one, but yep, cult following. In that line-up of illegitimate orphan children that the parent companies would prefer to forget, there's no surprise the 240 is a secret rockstar within enthusiast collector cars.
A few actual rockstars are among the cultish following…Kurt Cobain of Nirvana drove one ironically because of the safety ratings he once said, and Ingvard Kamprad founder of Ikea gets it and loves the economy boxy style it brings. The bland-boxy car-next-door good-looks is partly what gives the 240 its cult status. In a world of over-indulgence and look-at-me attitudes of so many the Volvo 240 is paradoxically popular because of its anti-status symbol. And we love it for that. And so does the market. The 240 has been appreciating as the cult following grows and original unmodified ones are becoming increasingly rare.
What to look for? The 1980-1987 model years are equipped with an electrical harness system in the engine bay that can degrade due to heat. The main fuse box is poorly located in the driver side kick panel and susceptible to corrosion if water leaks are present. The heater fan motor is located within the bowels of the dash, and like the Range Rover Classic, would require about 4 hours of labor for even the most skilled of technicians. They aren't prone to failure, but just be aware. As with most Volvos, they use a flame trap system rather than PCV valves. Also, the fuel system uses a pre-pump in line with relays and the main pump. Take notice of any stalling, hard starts, poor gas mileage or hesitations as this could be a sign of any of those items failing. They are prone to rust particularly along the cargo windows in the rear, in the rear wheel wells and along the roof-rack mounts. Check for any signs of water leaking down through the bulkhead…Defenders can handle this but a 240 not so much. There is a great online community of course for these and Volvo's in general…check out SwedeSpeed, VolvoSpeed, TurboBricks and the 240 fan club or Owners Club on FaceBook to name a few.
Rare 3rd row in a 1991 Volvo 245. For sale, contact us for more information.
So how is it as a daily? Excellent, it's a Volvo that's highly reliable and safe even by today's standards. But they are 25+ years old so as with anything, proceed with caution. Parts are easily sourced online from popular places like IPDusa and FCPeuro. The Swedes know their seats, and Volvo's have some of the most comfortable seating of any car, new or old, rich or poor. Most were equipped with air conditioning so all-season driving is possible. And if you get a wagon, you can take all the kids to school on your way to work (2 extra if you get the rare 3rd row seat), and then have it for ACE hardware trips on the weekend.
**Both the blue 1985 245 and white 1991 245 seen here are for sale and photo credits to seller. Please contact us for more information.
This entry was posted in Swedish Classics and tagged 240, 244, 245, swedespeed, turbobrick, Volvo, wagon.
UPDATE: Both of the wagons mentioned in this article are now sold.


What You mean With Fake Members?
We got Spy's Here!? Gah'!
hay man i am >>|||MAFIA|||<<<KEYUR WHY U ARE BLOCK ME TELL ME ?
There are some players that used our tag ">uY1<" and pretend that they form part of the clan. However when telling them to log in as admin, they didn't say a word. Others used to insult the clan also and admins..
Hey we didn't block you man, you've dropped while being arrested. This is why you've been banned :$ can you give me your ip pls?
Oh, Oh Yes These Freaks...Atleast so Much I've seen they Often fail with the Spell...Or they just put it UY1 or other ways.
Hello Tbone, you used to play on the server? To make it easier, make a new application in the SWAT section of the forum indicating that you want to join the clan in the subject. Then wait for the responsible for recruitment to approve your post. It may take some times.. Thanks for applying.
It is necessary to do a new list of all the members!!!


The cool, fall weather doesn't slow down the baby chicks. These days, more often than not, they're running ahead of their mother. They are two weeks old. Very few two week old chicks get to run as fast as they want over grass and through the woods.
While weeding this afternoon, I found a kohlrabi with two kohlrabi on a single stem. It's the first time I've ever seen this. Usually, kohlrabi grow vertically and develop one kohlrabi near the base of their stem, like in the picture below. Somehow, this kohlrabi fell over and sent up several shoots. Vegetables have as much personality as people. Plant a hundred kohlrabi and you'll get a hundred different kohlrabi. Many will be similar, but look closely, and each one is unique, with some far more unique than others.
While weeding I gleaned some of the onions I haven't picked yet. These were the stragglers, the ones not pretty enough for the market. Maybe they're not that beautiful, but they taste just as good.
I love it when plants do something unexpected like that… it makes me smile. I had a fasciated lily once that grew to over six feet tall with a slightly wide and flat stem that had more than 80 blossoms on it. The other lilies of the same type were half that tall with only a few flowers each. I haven't seen anything quite like it since.


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Slowtown Now! (Damaged Goods) LP
HOLLY GOLIGHTLY IS BACK…
With her first full band album since 2004's Slowly But Surely!
Slowtown Now! is the soul garage rockin' you love from the woman who does it better than any other - - - Holly Golightly! After an extended sojourn through Americana-styled songsinger writery material with the Brokeoffs, Holly Golightly is playing it on guitar with her true love, Medway blues soul rock'n'roll!
Though the last decade has seen the London-born singer relocate from the Medway delta to the southern state of Georgia, USA, she returned to Blighty to record a new solo album at London's Gizzard Studios with Ed Deegan at the controls. 12 songs performed by the perfect Holly Golightly band line-up of Bruce Brand (drums; also of Milkshakes and Thee Headcoats), Matt Radford (double bass), Ed Deegan (guitar) and Bradley Burgess (guitar).
Holly first came to musical prominence as a member of Thee Headcoatees, a Billy Childish/Thee Headcoats all-girl splinter group in 1991. Four years later she broke away from the garage punk scene with the release of her debut solo album The Good Things, which featured a mix of folk, early electric blues, & '60s beat influenced rock 'n' roll.
It's a template that she's honed over the course of 13 solo albums, along the way impressing celebrity fans such as Jim Jarmusch (Holly's track "Tell Me Now So I Know" featured as the main title theme in his Broken Flowers movie), and most notably Jack White who duetted with Holly on "It's True That We Love One Another", the final track on the classic White Stripes album Elephant.
Though it's been 11 years since her last solo album, Holly's been busy as half of blues/Americana duo Holly Golightly & The Brokeoffs (The Brokeoffs being multi-instrumentalist Lawyer Dave). The pair have released a string of well received albums, and undertaken many tours on both sides of the Atlantic.
Holly, it's good to have you back!
Holly Golightly, Do the Get Along LP


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Ford Endeavour Review, Features, Price, Mileage
The very popular Ford Endeavour is a D+ segment sports utility vehicle. Launched way back in the year 2003, the SUV has managed to win many hearts through its performance and design. The car can seat 7 passengers at a time comfortably. It has two variants XLT and Thunder+ and is available in five dynamic colours- Diamond White, Sea Grey, Moondust Silver, Morello and Panther Black. The designing of Ford Endeavour is like any other strong is bold and macho. Its presence on the roads cannot be ignored. Since its launch many changes have been made making it count among the best SUVs in the Indian market. The body coloured bumper is modified further to give a classy look with a little higher bonnet than the previous versions. The Grille at the front is made bolder and the headlamps rounder. The side step ups are placed at a convenient height and are silver in colour.
Ford Endeavour Specifications
The mirrors are large giving a good view of the road. Puddle lamps are a great feature incorporated in the Thunder+ variant. The tail lights and the fog lights give a clear visibility. The DVD/MP3 player installed in the new Endeavour car is touch screen enabled and a Satellite Navigation System has been installed too in the car. Taking calls through the Bluetooth is also possible. The sound effects of the DVD player give a home theatre experience. The leather seats are very comfortable and easily able to be folded. Safety features have been given due importance while designing the car. Passive Anti Theft System and dual airbags with ABS and EBD are among them. The rear door locks are child proof and fuel tank has shields too. Sunglass holders are an innovative feature in the car. There are two options in terms of engine provided in Ford SUV car Endeavour. They are 2.5 litres and 3.0 litres TDCi with VGT, DOHC engine with displacements 2499 cc and 2953 cc.
The maximum power produced is 142 Bhp at 3500 rpm and 154 Bhp at 3200 rpm and maximum torque is 330 Nm at 1800 rpm and 380 Nm and 2500 rpm by 2.5 litres and 3.0 litres engines respectively. The suspension is independent double wishbone, leaf spring. Many state of the art technologies have been provided in this SUV like TCM, DOCT, Borg Warner Transfer System, eASF system and 4WD transmission system. The air conditioner provided in the SUV has climate control system. The front brakes are disk and rear drum type. The ground clearance is 210 mm and the kerb weight 2014 kilograms. The tyre size is 245/70 R16. Electric door mirrors have been provided on both the sides. The driver seat adjustment has to be done manually. The central locking is remote control enabled. The Ford Endeavour car runs smoothly on roughest of the terrains and with its bold and stylish improved new looks it becomes quite coveted.


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Home National Teams 21 years after U20 World Cup Failure, I Still Feel Ashamed –...
21 years after U20 World Cup Failure, I Still Feel Ashamed – Dombraye
Adebanjo
Photo Credit | Getty (Matthew Ashton)
1999 FIFA U20 World Cup was the one Nigeria should have won, hosting the rest of the world, playing with an assemblage of very talented footballers, however a quarter-final defeat to Mali quickly ended all hopes.
Nigeria's U20 campaign was described as a disaster and shameful by midfielder Edward Dombraye, who himself was converted to a striker during the competition.
Recounting his experience from 21 years ago, Dombraye said the Head Coach Tunde Disu called him before one of the games and told him he's been picked to play as a striker.
At the time a 19 year-old, he admits he didn't like the idea, even though the Coach had said the Youngster reminded him of former Nigerian star Christopher Ohenhen.
Nigeria was knocked out by Mali, who cruised to a comfortable 3-1 win and Dombraye told brila.net that, "I don't like to remember those times."
"Nigeria 1999 to me was a real big disaster and a Shame."
The Tournament produced several players who went on to have stellar careers in the Super Eagles. Dombraye was capped once for Nigeria at senior level as a striker and he admits his playing in Poland at the time and the position cost him.
1999 FIFA U20 World Cup
Eddy Dombraye
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Home>News Center>China
Village clash now under control, 7 dead
(chinadaily.com.cn)
Clashes between villagers caused by a traffic dispute in Central China's Henan Province last week killed seven people. The situation is now under control, local officials said.
The clashes erupted on October 27 in Langchenggang, a town of Zhongmou County, southeast of the provincial capital city of Zhengzhou, sources with the city's Information Office said. At around 16:40, a villager by the name of Lu, of Nanren Village, drove into the way of another villager called Liu, of the neighboring Nanweitan Village. A verbal argument erupted while neither agreed to give way. The argument escalated into a fight between the two.
Later, Lu led a group of villagers to Liu's home, injured Liu and his family members. This set off a big confrontation between the two villages. The following day, a clash erupted between the villagers, causing one death on the scene and many injuries. Two others died in hospital on October 29.
Some 42 people were sent to the hospital for treatment. Sources from the hospital said that 19 of the injured have been discharged.
Local government called the police to calm the situation and arrested 18 suspects. Police said that a total of seven people were killed in the violence.
Provincial officials said that the situation is now under control.
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