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YourDissertationExamplesBusinessComparison between Two Cases of Merger
Comparison between Two Cases of Merger
Rightsizing after Merger
Survivor Syndrome
ENBD was the new company formed following the merger between Emirates and NBD (Mitra & Pandley 2008). Prior to the merger, the two businesses had formulated principles that would guide the process. Jointly, the two entities had formed a center of expertise that would guide the staffing process. After coming together, the new business had to reconsider the composition of the workforce. The activities of the two businesses also required to be streamlined into one.
A human resource team was formed and tasked with the responsibility of ensuring that the company's staffing structure was up to the required standards (Kumar & Fernandez 2011). The staffing process was done in a manner through which both companies had an equal say. None of the two businesses dominated the other. Decisions pertaining to employment were discussed and agreed upon by both parties. Transparency was also observed since no single party was free to make decisions without consulting the other.
On its part, the merger between Westpac Corporation and St. George Bank was a form of acquisition. The former appeared to have assumed more management roles after the merger compared to St. George Bank (Cejnar 2010). Dominating the management during the formation stage meant that Westpac Corporation had an upper hand in the staffing process. The new company had to streamline its composition of employees. Staffing is one of the functions of management, which means that most decisions were made by Westpac Corporation (Gaghan 2007). The activities of the two companies with regards to staffing matters were not properly coordinated compared to the case of Emirates and NBD.
In addition, the partners lacked staffing policies to guide the process. For instance, the merger agreement allowed St. George Bank to handle the new company's activities in Sydney without consultation with their partner (Wu n.d). As a result, St. George Bank will be in a position to make all the decisions pertaining to staffing in Sydney without necessarily having to bring Westpac Corporation on board.
After the amalgamation between Emirates and NBD, the new management assured their employees that they will retain their jobs. There were no intentions to offload the existing employees (Kumar & Fernandez 2011). However, after the merger, it became apparent that there was a need to downsize since the new company needed to streamline its operations. The two merger partners came together and formed an integration team that was required to oversee the new staffing process. A staffing model was formulated to promote transparency in the process.
The integration team played an important role in ensuring order during the transition process (Gaghan 2007). None of the partners was required to dominate over the other. Both companies had equal say when it came to matters of staffing. Effective communication between the employees and the management also reduced fears of job losses. The company's recruitment policies were clearly communicated to the employees to assure them of their jobs.
In the case of the merger between Westpac Corporation and St. George Bank, both partners adopted different approaches to maintain the workforce (Cejnar 2010). Westpac Corporation targeted to reduce its number of employees, while St. George Bank wanted to increase the size of its workforce to help in its quest to expand operations (Lehto & Bockerman 2008). The level of organization portrayed by Westpac Corporation and St. George Bank was poor compared to that adopted by the Emirates and NBD. For example, St. George Bank was seen to assume the subordinate role, while Westpac Corporation was seen to dominate the management roles (Donovan & Gorajek 2011). The situation was worsened by the fact that the union between the two companies was more of an acquisition than a merger.
The fact that St. George Bank was allowed to run some of the new branches independently meant that the company was required to deal with staffing issues in these areas (Wu n.d). However, some of the subsidiaries were under the central leadership of the merger. The staffing system in the new company was more decentralized compared to that exhibited in Emirates NBD. All the operations of Westpac Corporation were under the new merger. As a result of the decentralized system in the merger, there was poor communication between the management and the employees. The situation was significantly different in the case of Emirates NBD. The employees were insecure about their jobs following this poor communication (Lehto & Bockerman).
The newly formed merger (Emirates NBD) had a centralized system of management (Pandley & Mitra 2008). The company had one chief executive officer. It was also put under the leadership of a chairman, who served with the help of six board members. The chief executive officer was independent and was not an official in any of the two merging parties (Kumar & Fernandez 2011). As a result, no part was likely to control the other.
The new management also set up a human resource department that was charged with the responsibility of addressing staffing issues in the two merged companies. Emirates NBD hoped to retain members of staff that showed potential to serve well in their various capacities. The two companies had common goals. As such, they were in a better position to fulfill their mandate compared to the other merger. Cases of conflict between the entities were reduced (Donovan & Gorajek 2011).
The union between Westpac Corporation and St. George Bank was viewed by many as more of an acquisition than a merger (Wu n.d). Unlike the centralized system observed in the union between Emirates and NBD, Westpac and St. George retained their chief executive officers. The officers were charged with the responsibility of overseeing all the businesses. The union allowed St. George Bank to run the old branches in Sydney, while the other branches remained under the central management of Westpac Corporation (Donovan & Gorajek 2011). The chief executive officer of Westpac Corporation was seen as the overall authority in the merger.
The official controlled St. George's subsidiaries, especially those that were put under the union (Mylonakis 2006). In addition, the officer was expected to make decisions and policies concerning staffing in the union. As a result of this decentralized system, there was confusion among employees concerning the source of authority in the union (Lewis & McGlinchy 2010).
In the Emirates-NBD merger, Emiratization was the main principle guiding the rightsizing process. The principle was an initiative by the United Arab Emirates government to promote employment in the country (Fernandez & Kumar 2013). Under the initiative, firms operating in the country were mandated to train and secure jobs for the nationals. As a result, Emirates NBD was required to not only consider the qualifications and performance of the employees while rightsizing but also to comply with the laws of the country (Ansari 2013). The company ended up shedding off a large number of employees who were not from the country (Tai 2012).
The move was executed despite the fact that some of the foreigners who were laid had more potential compared to the United Arab Emirates nationals. The predicament was that the company lost some of its best employees. Some of them were absorbed by competing businesses (Mitra & Pandley 2008).
Unlike Emirates NBD, the union between Westpac Corporation and St. George Bank was not adversely affected by government policies. The Australian government allowed businesses to operate freely without any external interference. The case was different in the United Arab Emirates (Latimer 2012). The newly formed business (following the union between Westpac Corporation and St. George Bank) required no specific criteria in efforts to the right size. However, the company had to put into consideration the laws governing the relationship between employers and employees.
Unlike the case of Emirates NBD, Westpac Corporation and St. George Bank were required by the Australian laws to compensate workers who were to be affected by the retrenchment process (Steinwall 2009). The need for compensation arose where employees were to be retrenched before the expiry of their current contracts. Unlike the case in the United Arab Emirates, Westpac Corporation and St. George Bank where required by law to provide psychological support to their employees upon laying them off (Satya & Kourouche 2008).
Emiratization did not affect foreigners only. It is noted that the company conducted an assessment of its workforce, which was aimed at determining which employees were effective and which were not (Kumar & Fernandez 2011). The individuals noted to perform well were retained in the organization, while poor performers were relieved of their duties regardless of their nationality. The process was carried out in accordance with the human resource model (Beena 2011). Assessment of the workforce in terms of performance was seen as a smart move by the company. The management was in a position to determine the value of each and every individual working in the organization (Mitra & Pandley 2008). Valuable talent was retained in the business, which helped in the maintenance of good performance.
At the start of business, Westpac Corporation and St. George Bank handled rightsizing independently. Each business was required to handle its staffing issues independent of the other. After the merger, there was a need for the new business to streamline its operations (Wu n.d). For this reason, some of the employees, especially those whose roles had been eliminated or taken over by other individuals from the merging party, had to be made redundant. Just like was the case with Emirates NBD, it was important for the two businesses to assess their workforce to ensure that they retained the most qualified and efficient labor force.
However, no assessment was done in the case of the Westpac Corporation. The scenario was different at St. George Bank, where an assessment of employees was carried out. The assessment was in vain since Westpac Corporation, being in charge of management, relieved two thousand employees from St. George Bank of their duties at the start of the merger (Cejnar 2010). During the laying off process, the company lost valuable employees especially those serving in management. The company was therefore left deficient in talent.
The rightsizing process by Emirates and NBD was indiscriminate. All employees were susceptible to downsizing. The situation meant that any employee working in the company was at risk of losing their jobs regardless of their age, their position of responsibility, as well as their level of expertise (Kumar & Fernandez 2011). Employees had no control over the rightsizing process since anyone would be a victim of downsizing. After the merger, employees felt insecure about their jobs as a result of the company's previous policy on rightsizing. The policy was considered to be fair to the company's employees since it eliminated cases of bias.
A predictable rightsizing mechanism would promote favoritism. Those individuals aware of their possibility to be rendered redundant would collude with those in management positions to have them retain their jobs. However, proper communication mechanisms were put in place with regard to rightsizing. Employees were notified in advance of the company's intention to right size which helped them to prepare psychologically for the process (Tai 2012). Proper communication was also aimed at reducing anxiety by employees. The employees were, therefore, less distracted as a result of fear of losing their source of income.
Westpac Corporation and St George bank's rightsizing process was however more predictable compared to that of Emirates and NBD. Rightsizing in the union entailed scrutiny of all the job positions in the company to determine the right size of employees who were required. The most considered aspect during the rightsizing process was that of duplicate duties. The company realized that after merging, many individuals were holding duplicate duties (Lewis & McGlinchy 2010). The situation was mostly due to the fact that the two merged businesses operated independently prior to their union. For this reason, they were likely to have almost identical structures in terms of management and staff. The approach was different from that used by Emirates NBD that was indiscriminate of the position that one held in the company.
Following the union, the two companies started operating as one and as a result, there was a need to streamline operations. Having two or more individuals serving the same role would be uneconomical for the company. Westpac Corporation and St George bank's management also failed to communicate to their employees in advance (Cejnar 2010). Rightsizing was abrupt and employees felt that their source of livelihood was threatened. The result of this uncertainty was that employees got less motivated to work and their output was considerably reduced.
Following the merger between Emirates and NBD, an integration team was set up in an attempt to reduce the negative effects that would result from rightsizing (Fernandez & Kumar 2013). The company knew that their attempt to right-size would affect the morale of the employees to work and in turn, this would reduce their productivity. The integration team was also charged with the responsibility of briefing the management on any issues that arose from the rightsizing process that was likely to affect the performance of the employees. The management would then be in a position to respond to any issues that arose promptly before they would hurt the performance of the newly merged company (Gaghan 2007).
The integration team was also charged with the responsibility of helping the employees handle their emotions. Witnessing a fellow employee being rendered redundant is a stressful experience and many. Many of the company's employees developed a fear of themselves having to pass through the same situation too.
Unlike Emirates and NBD, Westpac Corporation and St George bank did not set up an integration team. After the merger, the two companies went ahead to start the rightsizing process without paying any attention to the negative effects that the process would pose to the company employees (Mylonakis 2006). The result was that many of the employees sunk into depression due to fear of being rendered jobless too. The employee's level of productivity also reduced drastically. Instead of focusing on their duties in the newly formed company, many employees thought of ways in which they would survive future downsizing by the company.
The integration team formed by Emirates and NBD also ensured that there was sound communication between the management and the employees. Communication is an important tool help employees deal with stress (Saji 2012). Through communication, employees feel that the management still values them. Following rightsizing, employees who were left felt that they too were expendable. As a result, their morale to work dropped significantly.
However, through effective communication, the employees were made to understand that their retention in the company as a result of merit. It was argued that the employees would feel more proud about themselves if they were made to understand that their retention was due to their good work during their stay in the organization (Wu n.d). The management also made the employees understand that the process of rightsizing was inevitable at the time. The employee's fear of future rightsizing would therefore be greatly reduced.
On the other side, there was poor communication between Westpac Corporation, St George Bank, and their employees following the rightsizing process. Although St. George bank highly regarded its employees, the decision to merge with Westpac Corporation meant that staffing would be a joint decision between them (Donovan & Gorajek 2011). Westpac Corporation was more profit-oriented and focused more on improving their performance as opposed to addressing issues that faced their workforce. As a result, the employees lost their trust in management. They felt that the company did not value their existence and as a result, their motivation to work was greatly reduced (Bunn & Guthrie 2010). Emirates and NBD had therefore better handled the issue of rightsizing as compared to Westpac Corporation and St George bank.
Following the rightsizing process, Emirates and NBD had invested a lot of money to train their staff (Mitra & Pandley 2008). The training was aimed at increasing the productivity of the employees. The process would also ensure that the employees got an opportunity to relax and forget about the rightsizing process that had just taken place. The initiative by the company to train their employees also created a perception that they were determined to retain their workers.
Employees were taken through a series of seminars and workshops organized by the company which was held in different countries (Saji 2012). Traveling experiences also helped employees to relieve stress. The company was also in the process able to justify their claims that indeed the rightsizing process was inevitable. The confidence of the public, as well as that of the employees, was earned in the process. Training would also see the company attain its long-term goals as they would enjoy having a competent workforce.
Westpac Corporation and St George bank offered no training to their remaining employees following rightsizing. The two partners concentrated more on earning profits as opposed to spending on their labor force (Cejnar 2010). Their main objective was to cut the cost of doing business by all means. Failure to train employees following the rightsizing meant that they would take a longer time to recover from survivor syndrome. The output by the two partners would therefore be considerably reduced based on the fact that their workers are not motivated to see the firm succeed (Wu n.d). Training would also help employees to get their minds off the rightsizing process. The workers would also feel valued since their employer was willing to invest in them. Failure to take any steps by the company to motivate their employees further worsened the survivor syndrome situation. Employees would be of the opinion that their employer attached more value to money than to their wellbeing (Beena 2011).
Following rightsizing by Emirates and NBD, the new business was certain that their employees had suffered trauma. For this reason, there was a need to provide psychological counseling to the employees so as to help them overcome depression associated with the trauma. It is important to note that survivor syndrome is a psychological condition (Beena 2011). As such, the approaches taken by the company to reverse the situation had to target their employee psychology.
One of the responsibilities that the integration team was charged with was to provide both emotional and psychological assistance to the employees (Pandley & Mitra 2008). The end result was that they quickly recovered from the trauma and assumed their normal responsibilities within a short period of time. They also felt more appreciated and proud to be associated with the company.
Westpac Corporation and St. George Bank took no initiative to provide psychological support to their employees following rightsizing. Following the process, the company resumed operations in all its branches. They also failed to acknowledge the fact that their employees were emotional beings. No efforts were taken to counsel the workforce even after the trauma they had suffered seeing how their fellows had been rendered redundant (Wu n.d). Instead, the company created an impression that downsizing was a normal operation and that employees should be able to prove their worth to their employer for them to retain their jobs.
As a result, the company's employees took a considerably longer period of time to recover from the survivor syndrome. Their output was also considerably reduced. They felt less motivated to work for a company that showed no appreciation for their efforts (Beena 2011). Fear of being rendered redundant also made them distance themselves from the company since they felt less appreciated.
Varying cultures was one of the greatest problems that faced the merger between Emirates and NBD. There were two forms of cultural differences that existed among the employees. First, there was the issue of varying organizational cultures. Both firms had different goals and objectives before the merger took effect (Fernandez & Kumar 2013). The two companies also had different policies. Employees found it hard to work together as a result of these differences.
The two firms were also faced with the problem of culture in terms of the countries of origin. The company's labor force is constituted of individuals from fifty-one countries. For them to be able to work together favorably, it was important for them to undergo a series of training (Kumar & Fernandez 2011). Cultural issues resulting from employee background were more compared to those brought about as a result of organizational structures.
The merger between the Westpac Corporation and St George bank also had its share of cultural issues. The company was however faced with more organizational cultural issues as compared to those associated with background (Cejnar 2010). The biggest proportion of the company's labor force was from New Zealand and Australia. Merging the two cultures would be an easy task. The companies were however very different in terms of organization. They possessed different policies and codes of conduct that further widened the levels of disagreements that occurred between the employees of the two companies (Wu n.d).
Cultural issues experienced as a result of the merger between Emirates and NBD were solved through a series of workshops organized by the new chief executive officer. A total of 107 workshops were held. The workshops were aimed at bringing employees together. The company felt that by organizing the workshops, they would create a platform where the employees would get an opportunity to interact with each other which would strengthen relations (Gaghan 2007). Workshops also provided an opportunity for the employees to develop deeper relations since they would take time to understand why their fellow workers behaved the way that they do. Emirates and NBD also invested heavily in financing the process of cultural integration. 33 million were spent on the workshops (Kumar & Fernandez 2011).
Unlike, Emirates and NBD, Westpac Corporation and St George bank did not organize workshops to help in cultural integration. The two companies however embarked on training employees at their place of work (Saji 2012). As a result, the employees do not get the chance to freely interact with each other to exchange ideas. They are also not in a position to understand each other at a personal level as a result of limited contact. The integration process by the company was therefore only aimed at promoting efficiency at the workplace rather than improving relations between the employees (Wu n.d).
In the case of Emirates and NBD, the integration team was charged with the responsibility of promoting cultural competence among the employees. The team was to merge the cultures of the two companies. The integration was aimed at reducing hostilities that were likely to arise as a result of differing cultures (Campbell & Rowley 2008). Cultural differences between the two companies would have led to increased employee turnover. Employee turnover is the rate at which the business replaces its workforce. The situation would have led to increased cost of operations since they would be required to train new employees to replace the old ones. Cultural incompetence would have discouraged many workers from remaining in the business since they are not contented in the manner in which things are run (Lehto & Bockerman 2008).
Most of the competent employees would then be poached by other competing firms that had more favorable cultures. The end result would be that the company would be left with incompetent workforces that are less competitive in the market. The performance of the company would therefore be expected to drop significantly. Loss of employees to other competitors would also mean that the company risked stiff competition from their rivals (Bunn & Guthrie 2010).
On the other hand, Westpac Corporation and St George bank engaged in cultural merging independently. Each of the businesses was required to take their employees through the process of merging cultures. Trainers were hired to hasten the process (Cejnar 2010). The process was however seen to be more effective in terms of productivity since employees would be trained to adopt a culture in relation to their responsibility in the business. Less money would also be spent in the process. The business was therefore in a position to cut on their expenses translating to more profits (Wu n.d).
The process of merging the cultures was also short-lived since the employees received training while they were still at their place of work. The approach was also advantageous in that lesser time was spent without working. Employees were still carrying out their normal responsibilities even as they underwent the merging process thus generating income for the business (Lewis & McGlinchy 2010).
The quest to foster cultural integration by Emirates and NBD was aimed at improving the working conditions of the employees. The company felt that with an efficient labor force, productivity would be enhanced (Fermandez & Kumar, 2013). According to the company's policy, a satisfied workforce would translate to customer satisfaction since the employees would be motivated to work (Pandley & Mitra 2008).
On the other hand, the merger between Westpac Corporation and St George bank gave more emphasis on customer satisfaction (Gaghan 2007). They were of the opinion that customers were the main source of revenue. Without their customers, the company would not be in business. Cultural competence was therefore aimed at improving relations between the business and their customers. Having joined to form one business, the two firms brought their customers along with them. The customers were to receive services from employees from the two businesses and thus there was a need to ensure that understanding was enhanced between the business and their employees.
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POLICE are attempting to identify a bearded man who allegedly assaulted another man in Cube nightclub on April 29.
Police are searching for a man after he allegedly assaulted someone in Cube nightclub.
The incident occurred at about 3.25am on the dance floor in Cube involving a number of people. During this disturbance, a male was struck in the face by another male and as a result, suffered facial injuries.
The alleged offender is described as Caucasian in appearance, of solid build, with brown hair and a brown beard.
Police believe he left the club soon after the altercation, accompanied by two other men.
Report via 1800 333000 using reference number 6099230.


Today Adam was supposed to be arraigned. Instead he stood before a Justice of the Peace and was denied access to any paperwork regarding his charges. They have yet to provide anything in writing. Adam is being held in a government institution after being detained unlawfully with no idea what is happening next.
A spokeswoman for the Wise County Jail confirms Kokesh is in their custody on four charges, one related to possession of under two ounces of marijuana, two related to possession of another controlled substance she was not able to specify, and one for "tampering and/or fabricating evidence with intent to impair" a police investigation.
From Wise County court records.
(iv) tampering or fabricating physical evidence with intent to impair ($20,000 surety bond).


Sadly we received word tonight that Laura passed away very suddenly at her foster home after a dip treatment for ringworm.
We are all very saddened---especially her foster dads and all we can do is take comfort in knowing that Laura was loved and had at least a few weeks with people who cared for her.
Laura came into San Francisco Animal Care and Control as a very matted and dirty stray with ringworm. She was not considered adoptable at that time, so we took her into rescue and had been treating her both here at SaveABunny and also at a foster home that was experienced dealing with ringworm in kittens.
Chances are that Laura had some unknown health issues and consequently was too compromised to heal.
We all send comforting thoughts to Jason and Enrique for their help with Laura and wish her well on her journey over the Rainbow Bridge.
Laura came into San Francisco Animal Care and Control as a stray in pretty bad condition. She was dirty, had urine scald, and ultimately tested positive for ringworm. Talk about a "perfect storm" of problems that makes a rabbit "unadoptable" at a shelter.
So,we received the call that Laura needed rescue or would be euthanized. Originally we had a foster home set up for her with someone who also does kitten rescue, but unfortunately that fell though , so Laura is here with us in isolation from the other rabbits.
We would really love to find a foster home for Laura where she can get the one-on-one attention she craves and has time to heal from ringworm. Laura is spayed and treatment of ringworm is not complicate, but it is highly contagious to people and other animals and requires a consistent cleaning protocol. She is already almost recovered.
If you can help us with Laura it will free up a space to help another rabbit in need as well as give Laura a special place of her own to recuperate.


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Counter Currents: Dread Scott on Emory Douglas
Presented in conjunction with the exhibition Hippie Modernism, the ongoing series Counter Currents invites a range of individuals and collectives—from writer Geoff Manaugh and artist-archivist Josh MacPhee to Are.na and Experimental Jetset—to share how countercultural artists and designers of the 1960s and '70s have influenced their work and thinking today. Here, artist Dread Scott discusses the influence of Black Panthers artist Emory Douglas.
In 1966, the world was much the horror that humanity faces today. Black people were catching hell in America, and Huey Newton and Bobby Seal formed the Black Panther Party to end this. The BPP was revolutionary and there was nothing like them in America at the time. They had their black leather jackets and looked badass. They were armed and defended the people against police violence and brutality. And they were attempting to apply Mao's "little red book" to making revolution in America and putting revolution in the air in a big way. They were truly radical. Soon after the Panthers formed Emory Douglas became their Minister of Culture and was designing their newspaper, The Black Panther, including many of its covers.
Emory Douglas, We Are from 25 to 30 Million Strong… / Warning to America, June 27, 1970 Courtesy the artist; ©2015 Emory Douglas/Artists Rights Society (ARS), New York
Emory is a giant. He made visual what the BPP was about. It helped sell their newspaper—more than 125,000 copies per week nationally—and connect the people to the Panther's program and mission. In doing so, he invented a whole new visual language and style. His art was sophisticated and visually strong, which is even more amazing given the relatively low quality two-color printing the Panther newspaper used. But what was really pathbreaking was the way he made heroic images of Panther leaders and ordinary people alike fighting the power. Those he foregrounded, poor Black people, were rarely the subject of art, and if ever they were, they were even less frequently shown as the agents of social change and emancipation. Even more tradition-breaking, many of his works presented women as armed leaders.
His work drew on imagery and iconography from the Cultural Revolution in China. With this, he created a powerful new visual culture in its own right but one that also linked the struggle that Panthers were waging with revolutions around the world. While a main theme of his work was to show people as responsible for their own liberation, he also depicted the police as pigs, complete with flies. The powerful graphics often were paired with text like, "All power to the people. Death to the pigs." His art encouraged people to have confidence in the the masses and utter contempt for oppressors. This certitude, vision, and lack of cynicism is something I wish more people exhibited today.
The BPP's bold vision of revolution, armed revolution, was a breath of fresh air. It was inspiring, challenging, and welcomed by many from the ghettos to the college campuses. Emory's symbolism of all manner of armed and defiant Black people was a profound rupture with how people had conceived of radical change. To young rebels in the 1960s putting a final nail in Jim Crow's coffin and setting their sights on even more substantive change, Emory's art must have been truly electrifying. Though the tendency of his work to concentrate the totality of revolutionary change as armed resistance reflected a still developing BPP strategy that could not successfully lead millions of people to overthrow US imperialism, Emory's art is very deep and very inspiring.
As a young artist and revolutionary in the mid-1980s, I was searching for how to make art that served the people. The revolutionary movement of the '60s had ebbed, but there was still a crying need for revolution. Discovering radical artists like Leon Golub, Hans Haacke, Roy DeCarava, and John Heartfield was critical for my development. But how did you make work that connected people with the need for revolution, in America, specifically one that included poor Black people?
Emory Douglas, I Gerald Ford Am the 38th Puppet of the United States, September 21, 1974 Courtesy the artist; ©2015 Emory Douglas / Artists Rights Society (ARS), New York
Some of my art history books had works from the Soviet Avant Garde and a little on the Mexican muralists. I sought out peoples' art and discovered Rent Collection Courtyard and peasant paintings from socialist China. I grew up in Chicago and lived with remnants of the Black Arts Movement on the walls of my neighborhood, but this was limited and fading. I was inspired by Fred Hampton, leader of the Chicago Black Panther Party, but this was in the '80s and you couldn't just Google "Black Panther art." Then a friend showed me a couple of old and tattered copies of the Black Panther newspaper. Seeing Emory's covers was liberating. I knew of Emory, but I had never seen anything like this, and seeing the actual paper was truly exhilarating, but it was like seeing a unicorn. The history, politics, and art of the Panthers was buried. This shit was banned and unfortunately these few beat-up copies of the paper were almost all I would see of his art until a monograph of his work was published two decades later.
Emory was who he was because of Huey and the BPP. The political ideas that they were grappling with, applying, and leading hundreds of thousands of people to take up, were crucial for developing his thinking and art. This was not art in a vacuum. Much like Aleksandr Rodchenko, Sergei Eisenstein, and the Stenberg Brothers in the Soviet Union, this was art in the service of, and developed in the context of, revolution, and it was inspired by the revolutionary theory of the day.
Performance still #1 from On the Impossibility of Freedom in a Country Founded on Slavery and Genocide, 2014. Pigment print, 22 x 30 in. Project produced by More Art. © Dread Scott. Photo: Mark Von Holden Photography. © Dread Scott
People should be inspired by Emory's art and the BPP, and they should deeply study his work. There is a lot that is pathbreaking here. And to really be on the mission that Emory was part of blazing a trail for, I would encourage people to engage the talks and writing of Bob Avakian. Initially radicalized by the uncompromising revolutionary ideals of the BPP, Avakian, leader of the Revolutionary Communist Party, has gone on to develop a new synthesis of communism. This New Synthesis is a vision of a world without without classes and without exploitation, complete with a strategy of how to get there. In 2011, on the occasion of the publication of BAsics, a collection of Avakian's writings, Emory wrote a short statement of support that recalled meeting Avakian back in the day and the influence that conversations with Eldridge Cleaver had on the young Avakian. From his statement, it's clear that Emory also has not given up on revolutionary ideals of his youth.
Emory Douglas's posters in Hippie Modernism: The Struggle for Utopia
The world is still a horror and still cries out for fundamental change. We are at a moment. For the first time in decades, people are really starting to lift their heads and fight back; meanwhile, powerful forces are trying to drag the people through all manner of suffering. The hour is late and there is an urgent need for a movement for revolution and a real need for a revolutionary new culture to be in the mix. With this in mind, there is a lot to learn from Emory's art and his confidence that the people can make a radically different world.
All power to the people.
Dread Scott "makes revolutionary art to propel history forward." In 1989, the US Senate denounced his artwork for its use of the American flag, and President Bush declared the work "disgraceful." His art has been exhibited at the Whitney Museum of American Art, MoMA PS1, and at the Walker Art Center, where his work I Am Not a Man was featured in the 2014 exhibition Radical Presence: Black Performance in Contemporary Art. A contributor to the Walker's Artist Op-Ed series, where he addressed the police killing of Michael Brown, his latest performance work, On the Impossibility of Freedom in a Country Founded on Slavery and Genocide (2014), features the artist attempting to walk forward while being repeatedly battered and occasionally knocked down by a water jet from a fire hose.

redpajama_set_name: RedPajamaCommonCrawl


"Job seekers at PolyCello's packaging plant in Amherst must write a competency test before they're hired.
But the results from today's high school graduates, compared to those from 10 or 15 years ago, paint a dismal picture.
This lack of basic skills is an issue not just for PolyCello, but for manufacturing companies across the province, the Canadian Manufacturers & Exporters Nova Scotia says.
On Thursday, the group held its 2015 Nova Scotia Canadian Manufacturers & Exporters Recognition Awards in Fall River, where it released key findings from its CEO Roundtable Report.


It's been a really odd day, mentally and emotionally. Lots of lacking of focus, lots of randomly dispersed energy, not so much on the productivity side, and all of a sudden it's past 6 p.m.
So I get home and see that writer Jay Lake has mentioned my GeekDad review of The Specific Gravity of Grief, and for some reason, this moves me – I mean, yes, it's the "writerly" thing to do: Someone says positive things about your book, and you turn around and share it, of course, but I mean, the guy clearly had other things to think about.
I think what it is is that Jay's book has put Dad and his cancer in my thoughts this week, and even though it's been more than a decade and a half since he died, I still have days where I'm saddened by the way I acted at the time and by my almost-total failure to be there for him and my mom and my brothers.
I have a long term ambition for this book, which is to have copies make their way into oncologist's offices and infusion centers around the country. I don't feel a need to make any money off that process, which will push the price down, or possibly lead to some fund-raising as well to place copies very cheaply.
However, for any of that to happen, we need to sell through the 250-unit limited edition printing that Fairwood Press has put out. The wired.com review will help, as will forthcoming reviews. But one of the best things you could do for me and my cancer is spread the word, so people who are interested know about the book and can consider purchasing it.
– it reminded me that chances lost don't mean you stop trying to do good, even the tiniest bit at a time: Here's the Fairwood Press order page for The Specific Gravity of Grief.
Being a fan of Jay Lake's writing, I knew I was going to want to read his fictional cancer memoir (the description makes sense, trust me) The Specific Gravity of Grief since his first mentions of it.
Thanks to Patrick Swenson at Fairwood Press, who shared an ARC so I could write this review for GeekDad.
Jay continues to write stuff that knocks me out in ever-changing ways.


Topic: KA1SU: What ever happened to a man's word?
KA1SU: What ever happened to a man's word?
Ships quick, patient when the PO takes ONE WEEK to deliver a check, radio was brand new!! Would deal with Victor again, and again, and again.


16 December 2008, at 8:03a.m.
PHILIPPINES - The aim is to prevent poultry products possibly contaminated with the avian influenza virus being imported from Hong Kong or China.
As Hong Kong destroyed thousands of poultry products suspected of having the bird-flu virus, Philippine government forces tightened the noose on importers of chicken meat to ensure that no surplus from Hong Kong or China would find its way to the local market, according to Business Mirror of the Philippines.
Presidential Antismuggling Group (PASG) head Undersecretary Antonio Villar Jr. said in a statement the precaution was necessary to protect the health of the people and the poultry industry in the country, which has so far managed to be free of bird flu.
"If there is a need to employ man-to-man guarding just to make sure these bird-flu-afflicted chicken would not reach the local soil, we will do it," Mr Villar said as he issued orders to his field directors all over the country to see to it that no shipment of imported chicken meat from the said countries would leave the ports unchecked.
The safety measures against avian flu covers all meat, eggs and other products from domestic and wild birds.
National Bureau of Investigation (NBI) Deputy Director Edmund Arugay immediately assigned his all-NBI team into three groups, each tasked to monitor shipments of imported chicken.
"I will coordinate with the proper authorities like the National Meat Inspection Services (NMIS), Bureau of Food and Drugs (BFAD), and the Bureau of Customs. We have to be strict on this matter as chicken meat is the most saleable food item during this time of the year," Mr Arugay said.
Mr Villar said the PASG is at the vanguard of efforts to spare the country from the possible tragedy this disease may spread among Filipinos, being strict on the importation of exotic fowl meats. "This time, the threat is real and so close to us that we must be in constant alert, since smuggling syndicates care less of the tragic backlash of their illegal activity for as long as they earn much."
Mr Arugay ordered his teams to exercise spot checks on suspected of storing 'hot' poultry products and scrutinize import documents as these may show telltale signs of deceit.
Mr Villar ordered Mr Arugay also to check other suspicious cargoes as smugglers may use other legally imported items as cover for the banned meat product from China or Hong Kong.
The Philippines has not recorded any case of the H5N1 strain of bird flu, and is, so far, one of the few Asian countries which was spared from bird flu since the late 1990s, when neighbouring countries were struck by the virus.
Last summer, South Korea also destroyed thousands of poultry to arrest the spread of bird flu.
The Business Mirror article concluded that the latest effort in Hong Kong, according to Mr Villar, "should be a matter of grave concern for all of us here in the Philippines".


The Eiffel Tower was the centre of a light display for two days celebrating a Japanese cultural season and 160 years of diplomatic relations between France and Japan. The show was created by two designers, Motoko Ishii, a Japanese lighting designer and her daughter Parisian designer Akari-Lisa Ishii and has two programmes with a combined time of ten minutes and repeats continuously. The themes for the two programmes are 'Liberty, Beauty, Diversity' and 'Symbolic image'. The Eiffel Tower was illuminated with symbols of Japan including a white light with a rising red circle representing Japan's flag.


My husband went to basic training when I was in high school. I didn't know him then, and when he did re-join the Army at age 30, he didn't have to go back and do BCT again. He went straight on to his first duty station. Having not been with my husband during his time in basic, I don't have any personal experience with the topic so I asked some military spouses what their top advice would be about surviving basic training as the military spouse.
Basic training, boot camp, BCT or recruit training is the first step in your spouse's military career. This will be where they will get in shape, learn how their branch of the military works, and get used to the military culture. It will be very challenging for them and last between 8-12 weeks depending on the branch. As a spouse, this will be the first time you will be away from one another because of the military, the first time you had to be a solo parent if you have children, and one of the hardest parts of starting military life.
Staying busy is so important. Take classes, go out with friends, read books, take up running, find something fun that keeps you busy. The busier you are, the faster the time will go.
You are going to need a lot of patience to survive basic training. You will have to wait for them to write you, you will have to wait for family day, you will have to wait until they graduate. The good news is, waiting is such a part of military life so you can start to develop how you will get through the future times apart that you know the military will bring.
Don't rely on getting a phone call. Assuming you won't get a call and receiving one would be better than hoping for one and never getting it.
Even though you might not get many calls or might have to wait a long time for them, keep your phone close. You won't want to miss a call that might come through.
Celebrate all the small things that happen while they are gone. Enjoy life, and even the small things are worth being excited about.
Be as supportive as you can. Some days this might be tough. You might feel like all you want to do is scream and yell that he ever joined the military in the first place. Stay strong and keep enouraging your spouse as much as you can.
Once you get the okay to send photos, do so. Your spouse will love to see them. If you have children, they will love to see how they are growing and what they have been up to.
See if you can find other spouses or girlfriends who have someone in basic when you do. There might be a Facebook group you can join. Finding someone else who is going through what you are will make this time apart much easier.
You are going to have sad days. Days when you cry, get frustrated and feel so sad and lonely. This is okay. You just have to power through.
Use this time to help develop you. Decide what you want to focus on. Is it school? A new job? Start a new hobby and figure out what you can do to help yourself in this military life.
There are YouTube videos out there that have been done by those who have gone through basic training. They talk about their experiences and watching these can help you understand what basic is like for your spouse. This is particularly useful since you might not be hearing much about what is going on with your spouse.
The first few weeks are going to the be hardest. You are trying to figure out your new normal and one away from your spouse. Give yourself a break and get through each day.
At some point your spouse will receive orders to their first duty station, then you will start the process for your first PCS. Some people end up overseas right away, and others move to the next state over. While there will be deployments and other training in your future, you will get to live your lives with your spouse again. They will head off to work, come home in the evening and have weekends off. There will be normal days once again.
As a brand new military spouse, you are going to have a lot of worries and questions about this life. At first, certain things will seem overwhelming to you. TRICARE? What's that? But over time you will learn, and you will be able to figure this military life out.


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Atyrau Airways (Atyrau Aue Joly) es una aerolínea con
Base en Atyrau, Kazajistán. Opera vuelos chárter dentro de las Antiguas Repúblicas Soviéticas y vuelos regulares a destinos de Europa. Su base de operaciones principal es el Aeropuerto de Atyrau.

Historia
Air Atyrau se convirtió en parte de Air Kazakhstan Group (que también aglutina a Air Kazakhstan y Irtysh Avia) en diciembre de 1999. En noviembre de 2000, Air Atyrau y el Aeropuerto de Atyrau fueron transferidos a Euro-Asia Air, una filial de la compañía petrolífera estatal Kaztransoil. Es propiedad, pues, de Euro-Asia Air.

Flota
La flota de Atyrau Airways se compone de las siguientes aeronaves (en marzo de 2007):
 4 Tupolev Tu-134A

Referencias

Enlaces externos

Aerolíneas de Kazajistán
Atyrau

redpajama_set_name: RedPajamaWikipedia


4 x iPhone 4 in Job Lot (for spares). Functionality : iPhone does not power up. We do not know the storage capacity and whether this is locked to a network or not. 4 x iPhone 4 Black (as shown in the images).
We are a genuine UK based company offering quality items at prices far cheaper than the high street. We reply to all emails within 48 working hours (excluding Saturday/ Sunday and bank holidays). With highly experienced, friendly staff who can assist you with any query as we truly can provide a one stop shop for all your mobile needs. We will post all items in the most appropriate packaging to ensure that they are not damaged on dispatch.
USA, Canada & Rest of the World. This will be 14 days from date of dispatch. Thank you for your understanding. The item "Job Lot of 4 iPhone 4 Faulty Not Working Smartphone Phone for Spares or Repair" is in sale since Thursday, August 27, 2015.
This item is in the category "Mobile Phones & Communication\Mobile & Smart Phones". The seller is "mobi-megastore" and is located in Glasgow, Glasgow (City of). This item can be shipped worldwide.


Junior Entrepreneur Programme 2019 | Kilmurry N.S. Kilmurry, Ennis, Co. Clare.
Declan Murphy from Clubzap (Clubify) came into talk to 5th and 6th class about their upcoming Junior Entrepreneur Programme. Declan told us his story of being an entrepreneur and setting up a business. He gave us lots of advices and inspiration for our own business ideas!


I've been asked to speak today about my best friend, Bobby Dixon. There are three men in my life of whom I could say I truly loved. One was my father, one is my older brother, and the third is Bobby D.
My recollections of Bobby are deeply personal and that's appropriate because Bobby was the kind of person with whom you always felt you had your own special relationship. I'm sure everybody here who knew him felt a close personal relationship with Bobby because that's just the kind of guy he was. When you became his friend, he truly embraced you.
I met Bobby almost nineteen years ago at his house in Monterey Park on a Sunday, and we played our first gig together on that Friday night. We were brought together by Andy Gutman, a guitarist with whom I had, to say the least, a stormy relationship. Andy was trying to convince me to re-join his band, The Hitmen, which I was resisting and his chief selling-point was this new drummer he had recently discovered. That was Bobby, and he was such a positive spirit and an incredible musician that, despite my reservations, I agreed to stay, and we started making great music together. The best part of The Hitmen was that it saw Bobby transition from being purely a sideman to front man as his voice became ever more prominent in the songs we performed. When that band broke up some two years later, Bobby and I went our separate ways for a time. But within the year, he was putting together his own band, Bobby D and the Mixx he called it, and asked me to be a part of it.
Over the next 16 years, we played hundreds of gigs together. One thing for sure is that on a Bobby D gig, you never knew what was going to happen, but you always felt that along the way, there was going to be some kind of magic. First of all, you never played the same gig twice with Bobby. The gig might have been in the same location you've played before, same club, same venue, same night. But there was always something new going on. Bobby loved to find new talent and showcase it in front of the world. I'd show up at the gig and meet a musician for the first time who was about to go onstage with us without any prior rehearsal. Bobby would say "Oh Ronnie, this is so and so and he's gonna play with us tonight." I'd look in the new musician's eyes and see the fear of the unknown mixed with more than a little stage fright. But after years of playing with Bobby, I grew to expect the unexpected. So I always said to the new guy (or girl), don't worry, you're going onstage with Bobby D. And one thing I've learned over the years is that when you're playing with Bobby, somehow it always works out. And it always did.
I know I speak for all of the musicians here who have played with Bobby who know just what a special thing it is when he is there locking down the groove or carrying the song with his incredible voice. Whether he was backing up great singers like Brenton Wood or the jazz funk of Soups Ready or the Motown Soul of our band, or blues, rock n roll, or reggae -- Bobby was just such a natural musician in that he could drift effortlessly from one style to the next. Bobby was the only person I've ever met who could be the front man while sitting behind a drum set. We just moved him closer to the stage front so he could connect with the audience. His warm and engaging personality was always a hit with audiences as he immediately formed a bond with whoever was in the room. He had some kind of magic.
You had the feeling that he could pull off just about anything. The last gig we played together was a few weeks ago at a club in Riverside. As downbeat neared, Bobby couldn't find his bag of drumsticks. He searched everywhere but couldn't find it. As he hit the stage, and was about to begin the first song, I looked over and saw in his hands the substitute "drumsticks" he was about to use: two pieces of metal tubing: one was a piece of a mic stand. The other was a part of a drum stand. But I knew he was going to find a way to make it sound good. Fortunately, just before the count-off he finally remembered where he put the stick bag so I never got to hear the metal sticks. But I knew he would make them work.
I often told people that I liked being close to Bobby D because God obviously loved him so much that he shined a special light on him. I figured that if I was close to Bobby some of that love had to rub off on me. To give him such an amazingly beautiful voice, such uncanny musical ability on the drums and other instruments and such a positive light of his spirit – God bestowed many gifts upon Bobby and fortunately he willingly shared those gifts with us.
I'm sure our favorite performances together were on the larger gigs where we could afford to put our big band together, Bobby on drums and vocals, me on keys and key bass, "cousin" Zuri's gorgeous voice up front, any of our wonderful guitar players, Tony Mathews, Lucky Lloyd, Rob Hernandez, Butch and Michael Coles or our brother Michael Richard, who we lost so tragically to cancer two years ago. And then there were those great, great horns, Bubbles, Chuck, Toby, Smitty, Wayman, Victor, Gary Baynes. Forgive me if I've left anybody out. But when we had our big band together, magic always happened.
But then, there were the other gigs: many as a quintet, a quartet, many as a trio, and probably just as many as a duo, just me and Bobby. That was when Bobby D and the Mixx was really just Bobby D -- and I was the Mixx. We made a lot of music for just two guys and it was frequently just as satisfying an experience as the big band. The ballads were no problem, quiet music isn't so hard when you're a band of two. But then, after a while when we'd exhausted our supply of the slow tunes, Bobby would look up at me with this gleam in his eye and say two words that struck fear in my heart – "James Brown." That meant we were about to try and replicate James Brown and his 40 piece band doing "Papa's Got A Brand New Bag" and "I Got You, I Feel Good" with Bobby on one African drum and me on everything else. But of course, Bobby made it all so easy.
I've talked a lot about his music, but above all, Bobby loved his family. I know some of his proudest moments in life were watching the accomplishments of his children Monica and LaTrail. Over the years, as we set up our equipment for gigs, we'd talk about what our kids were getting into – school, music, sports, theatre -- and how they were growing and he would just beam as he told me their stories. Monica and LaTrail, I know how much he loved you because of how often he spoke to me about you. He was always so proud of you and the fine people you were growing up to be. And even though this last year was difficult, I know of the many, many years of life and love that he and Sandy shared together. Despite any separation, that kind of love can't be forgotten.
And though he made choices this year that took him away from his life with Sandy and his children, I know that he loved them all so dearly. He was torn. I know this. Bobby didn't talk to me about those choices that he made, and although I wanted to, I didn't question him about it. I felt that he was working through some issues and that when he had them resolved we would sit down and have a good talk about it. But now we will never have that chance. And so, because he was taken from us at so young an age, a lot of Bobby feels unfinished. He still had so much to give to the world – to all of us. But in spite of the shortness of his life, it will always have meaning if we all remember the things that we learned and the ways in which we grew because of the very special light that he brought to our lives.
Some of the best moments of my life have been with Bobby. He was with me at the gig at the Museum of Flying in Santa Monica where I first saw this beautiful girl Beverly across the dance floor, and after we ended the gig he encouraged me to go talk to her. Four years later, he blessed us at our wedding, and then later he celebrated with us at the birth of our daughter Meredith as we celebrated when Monica and then LaTrail joined Bobby and Sandy. Our favorite summer gigs were the annual 4th of July concerts in Monterey Park where after playing our set, we had picnic lunches on blankets where our toddlers -- Monica and Meredith -- played together the whole day as we got ready for the spectacular fireworks display. And then Bobby and I subbed as guest musicians on stage with the all-policeman rock n roll band, the only time I ever arrived on stage from the back of a squad car with sirens blaring and beacons flashing.
I know that Bobby changed the lives of hundreds perhaps thousands of kids as music teacher at the Sherman Indian School where I know he will be sadly missed by faculty, friends and students. I remember the first time Bobby had our band play for the school, it was in his first year teaching there. We played outside on the quad and the students didn't come anywhere near us. That's actually an understatement, because they stayed about a football field away from us. I asked Bobby if they didn't much like our music. He took it in stride and said, "Don't worry, they're checking us out. It just takes them a while to get to know you." The next time we played, they got a little closer, as they did each year. Eventually, they not only came closer but picked up rhythm instruments or sang or did rap tunes with us. And in recent years if you walked into Bobby's music room you would hear it erupting with a cacophony of sound with kids playing all kinds of instruments and music in all corners of the room. And in a more organized fashion, to see these kids, some of whom were deeply troubled, come out of their shells and perform music in front of their peers at the annual Christmas concert or Spring Concert with the constant love and encouragement that Bobby gave them was so inspiring. The last time I was at the school there was even a chorus of three girls singing a song they had made up about a man whose name was Bobby D.
Bobby loved mentoring others. Finding talent, nurturing it. Teaching drums and vocals as he did for so many years at Johnny Thompson's Music Shop. Producing singers and encouraging them in their careers. He was endlessly creative and loved the native American art and music that were so much a part of his life at home and at school, as were his own special creations of the miniature drum sets for which he will always be remembered.
Something that you can never forget about Bobby was his generosity. Whenever anyone close to him was down on their luck or facing an illness he was first up organizing benefits to help out. He'd bring musicians together, usually at Domenicos', to play in tribute, he'd buy pizza for us and then personally pass the donation box. He was always willing to put himself out for others. What did he get out of it? I don't know, but whenever I helped Bobby by playing on one of his benefits I always felt God's love shining down on him.
Last week, I went to the hospital as soon as I heard the news about his heart attack. I was glad that Susanne was there to help Bobby and I knew he took great comfort in her love and constant attention – as he had for the last months of his life. I was grateful to Susanne for that and I know he was too. But I could see that in the hospital bed Bobby was now just barely hanging on to life. I chose not to stay too long because I could see that having me there was exhausting him. But as sick as he was I felt like I would one day play music with him again. He told me "Ronnie, you're gonna have to sing a few more songs now." I said I would. And up until this past Sunday morning I was thinking about songs that I wanted to record with him. New things that I wanted to do with him musically if we were given a second chance. But of course, that was not to be, and right now, I find it really hard to imagine ever playing music again without him. As I left his bedside that day at the hospital, I kissed his forehead and told him that I loved him and as he drifted to sleep he told me he loved me too. Like all of you, I prayed that he would be able to hold on until they found a new heart for him. But I guess they couldn't find a heart that was big enough to replace the one God had given Bobby.
I'm a few years older than Bobby. But I knew he would be in my life for however long that life turned out to be. I thought we would grow old together, playing music into our eighties like BB King. Honestly, I always expected to go first. And one of the great comforts of my life was my belief that when my time came, Bobby would be there to speak for me at my memorial. I always knew he'd say nice things about me – whether they were true or not. I always knew he would have a calming presence for those that I loved. And I can't tell you how it grieves me to have it be the other way around. But it is an honor to be here with you speaking words about a truly remarkable man, a man I loved and a man I will never forget. A musician, teacher, friend, husband and father, Bobby Dixon. Thank you for all your life has given us.
Robert Lorenzo Dixon October 23, 1959 - November 16, 2008 "Bobby D" was born to Robert and Mary Sherman Dixon on October 23, 1959 in Greenville, SC. He attended Greenville High School. He lived in Utah for several years, where he married his wife of 26 years in Logan, Utah in 1981. Bob is survived by his wife and soulmate, Sandy; his daughter, Monica Bobbie Rose, and son LaTrail; mother, Mary; brothers James Curtis and Ronnie; sisters, Marion and Olivia and many family members and friends. He was a beloved teacher for 13 years at Sherman Indian High School in Riverside, CA, a music teacher at Johnny Thompson Music, and a well-recognized drummer and vocalist through the Los Angeles area. Viewing will be at 8:00 am and services will be at 9:00 am on Saturday, November 22nd at The Church of Jesus Christ of Latter-Day Saints, 3332 Eucalyptus St. Chino Hills, CA. Private Burial. Todd Mortuary of Pomona entrusted with arrangements.


text:
XTree é um software gerenciador de arquivos originalmente designado para uso sob o DOS. Era distribuído pela Executive Systems e primeiramente lançado no dia 1º de Abril de 1985, e se tornou muito popular. Embora a interface de usuário fosse composta de caracteres de texto, tinha vários elementos gráficos, especialmente quando o XTree Gold foi lançado em 1989, e os menus em cascata foram introduzidos.

O programa preencheu um nicho de mercado específico, enquanto o DOS era vendido sem qualquer gerenciador de arquivos com interface gráfica, até o lançamento da versão 5.0 com o malsucedido DOS Shell. Até nesse ponto, a velocidade e os recursos do XTree Gold eram superiores - em especial, o suporte para compressão de arquivos ZIP, formatar disquetes e a habilidade para recuperar arquivos perdidos.

O programa tinha também o benefício do uso muito baixo de memória, essencial num tempo em que menos de 640k de memória (limitação do DOS) estava disponível para rodar os programas.

O XTree passou por um período de decadência com o uso mais amplo do Microsoft Windows. O gerenciador de arquivos que já vinha com o Windows tinha uma vaga similaridade com o XTree. Embora fosse mais lento, também trazia recursos como atalhos de teclado e formatação de disquetes. Além disso, a partir da versão 95, o Xtree passou a ser incompatível com os nomes de arquivos longos, que não seguissem o formato 8.3, tornando impraticável seu uso.

Mesmo nas primeiras versões, o Xtree continha recursos como listar todos os arquivos em árvores, incluindo subdiretórios, listar numa só tela todos os arquivos do disco, e visualização em formato hexadecimal dos arquivos. Alguns desses recursos cujo gerenciador de arquivos do Windows não disponibilizou até hoje, nem mesmo na versão Vista.

Em 1992, foi lançado o XTree Gold for Windows. O produto foi um desastre para a Xtree Company, que tirou vários dos recursos das versões DOS. Em 1993, a XTree Company foi vendida para a Central Point Software, que por sua vez foi adquirida em 1994 pela Symantec, e em 1995, todos os produtos do XTree foram descontinuados.

A popularidade do programa incentivou vários entusiastas a desenvolver versões clones que trabalhassem com sistemas operacionais mais modernos.

Ligações externas
The history of XTree
XTree fan page
XFile - XTree for Windows
ZTreeWin File Manager, and ZTreeBold for OS/2
Unixtree File Manager
Ytree; a UNIX Filemanager also in many Linux Distributions

Gerenciadores de arquivos


It's hard to imagine nowadays, but it used to be that when it came time to name a company or a product, someone would just trot out a perfectly sensible, serviceable name like General Motors or Model-T or Corning Glass Works. Or International Business Machines. And that would be that. Practical yes, but a bit drab compared to the more modern evocative names we've gotten used to: Apple, Jaguar, Trojan, Dove, Axe, BlackBerry, to name just a few.
The theory behind more current naming practices is no big secret: if you grab an appealing word of English (and they're free! And in the public domain!) and make that your brand name, people won't be able to resist imagining all the wonderful features of the word you've co-opted whenever they hear your brand name. Technically, what you've done is taken a string of sounds that happens to already have a meaning in English, and given it another, different meaning—in other words, you've created a pair of homonyms, kind of like the two separate meanings of words like bank or rose. But you're hoping that people will link those two meanings together in their minds. (Which is why you actually have to make sure that the English word fits with what you're trying to project about your brand. Notice: the brand names Dove and Axe are not exactly interchangeable).
All of this seems obvious. The fact that an image of a large sleek cat so clearly comes to mind when you think of the brand name Jaguar makes it pretty evident that the two meanings share a mental connection. But if the two meanings of Jaguar are linked, wouldn't you also expect that a nature show on wildlife in South American rainforests would end up containing what amounts to linguistic product placements for the luxury car—simply by talking about prowling jaguars? You're probably not aware of thinking about cars while hearing about a jaguar's hunting habits. But the thought may be crossing your mind nevertheless.
Language scientists have known for decades that when you hear or read a word that has a second meaning, you get that other one along for free, whether you need it or not. So, imagine reading a sentence like: Finally, the exterminator showed up and got rid of all the cockroaches, spiders and other bugs. You may not have consciously experienced images of spies or secret surveillance devices. But there's pretty good evidence that when you came across the word bug, you probably weren't just thinking about creepy crawlers—you were also activating the other completely irrelevant meaning of the word.
How do we know this? One way to tell is to measure something called semantic priming, which works like this: Suppose you're reading the sentence about the exterminator, you get to the word bug and then you suddenly see the word ant flash on the screen in front of you and you have to press a button as soon as you recognize that ant is a word. Chances are, you'll be faster to respond to ant than you would be to a word like cat, which has nothing at all to do with bugs of either the insect or James Bond variety. This is because when you see bug, it immediately brings to mind a slew of related concepts and words—such as ant—so that when you see one of these words a moment later, you can react to it quickly, because it's already on your mind. What's interesting is that you'd also react quickly to the word spy, meaning that both meanings of bug must have popped into your mind.
This always made me wonder: If you hear a regular word like tide or apple in normal conversation, would the brands of the same name also automatically light up? Quite possibly, but the real question of course is whether this would amount to anything more than just a brief mental flicker. It was one of those things I always wished someone would do a study on.
So I was intrigued when I recently found, buried in an old 1977 paper by Richard Nesbitt and Timothy DeCamp Wilson, an experiment that showed an inkling of product placement via word ambiguity. In the study, subjects were told to memorize a list of word pairs, with half of the subjects seeing the pair of words ocean-moon. Later on, the subjects were asked to name a brand of laundry detergent, and those who had seen ocean-moon were more likely to name Tide than those who hadn't. When they were asked why they'd picked that brand, most of them made no connection to the word pair that was planted in the memory test. Instead, they said things like "My mother uses Tide", or "I like the box."
I haven't seen anyone really pick up on this curious study to find out whether using a nice, ordinary word of English might actually have an impact on brand awareness or choice. But I can't help but wonder: as people stroll down the produce aisle bagging their fruit, do they suddenly think of that song they'd meant to download from Apple's iTunes store, or decide they need to check the messages on their BlackBerry?
R.E. Nesbitt & T. DeCamp Wilson. 1977. Telling more than we can know: Verbal reports on mental processes. Psychological Review, 84, 231-259.
I don't agree with your conclusion although I understand why you asked the question. The studies you mentioned don't prove anything.
The biggest problem I have with studies like the ones you mentioned is that they seldom produce results that don't go with the scientist/researcher's opinion. Studies are designed to get certain results.
Why would someone who is dedicated to proving a point conduct a study that could produce something that disproves their theory? If I have written books and given talks on an idea, the last thing I would do is something that discredits my life's work.
Your comment boils down to the statement that there's no point to paying attention to scientific studies, since they're rigged from the start anyway—in which case, I have to wonder why you're bothering to read a blog with a scientific bent in the first place.
You're entitled to your opinion, but it doesn't amount to an argument and in the absence of any evidence to back it up, you're on far shakier ground than the studies you disbelieve. After all, the authors of these studies have gathered evidence—if that evidence is open to interpretations other than what they conclude, then it's the job of whoever objects to explain why they got the results that they did.
I'll certainly acknowledge that bias is a factor in the design of scientific studies, but science progresses by having people with different biases gathering evidence, and if it conflicts, in having to resolve those clashes with some kind of explanation.
However, you're right that one has to be cautious in drawing strong conclusions on the basis of a single study or a small set of studies—and a close read of the blog post will make it clear that on the basis of the evidence reported here, I'm more interested in raising questions than drawing dogmatic conclusions.
Reply to Julie Sedivy Ph.D.
An old branding trick is to misspell words and especially brand names. I think the principle is that something unusual is more memorable.
I don't have a list of examples, but I'll try: Google, NuSkin, Arrid, Xtra, Lite, Yahoo!,Exxon (I know that's a pure brand name), Accenture (also made-up), Grreat (Tony the Tiger), Groupon, Def Leppard, Kool, Barbra Streisand, etc.
Novelty, however, is a temporary effect. It's good for advertising and awareness, but reputation is what drives repeat sales. I haven't bought any of the brand names above, although I have used free versions of Google and Yahoo. I have been to McDonald's. It's my kind of place, I guess.
Julie Sedivy, Ph.D., teaches at the University of Calgary. She is the lead author of the forthcoming book Sold on Language.
Are you a Mac or a PC? And just what does that say about you?
Is Your Brand a Cult?
I Drive a Ferrari, and You?


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// Generated by the protocol buffer compiler.  DO NOT EDIT!
// source: google/privacy/dlp/v2beta1/dlp.proto

package com.google.privacy.dlp.v2beta1;

public interface FindingOrBuilder extends
    // @@protoc_insertion_point(interface_extends:google.privacy.dlp.v2beta1.Finding)
    com.google.protobuf.MessageOrBuilder {

  /**
   *

   * The specific string that may be potentially sensitive info.
   *

   *
   * string quote = 1;
   */
  java.lang.String getQuote();
  /**
   *

   * The specific string that may be potentially sensitive info.
   *

   *
   * string quote = 1;
   */
  com.google.protobuf.ByteString
      getQuoteBytes();

  /**
   *

   * The specific type of info the string might be.
   *

   *
   * .google.privacy.dlp.v2beta1.InfoType info_type = 2;
   */
  boolean hasInfoType();
  /**
   *

   * The specific type of info the string might be.
   *

   *
   * .google.privacy.dlp.v2beta1.InfoType info_type = 2;
   */
  com.google.privacy.dlp.v2beta1.InfoType getInfoType();
  /**
   *

   * The specific type of info the string might be.
   *

   *
   * .google.privacy.dlp.v2beta1.InfoType info_type = 2;
   */
  com.google.privacy.dlp.v2beta1.InfoTypeOrBuilder getInfoTypeOrBuilder();

  /**
   *

   * Estimate of how likely it is that the info_type is correct.
   *

   *
   * .google.privacy.dlp.v2beta1.Likelihood likelihood = 3;
   */
  int getLikelihoodValue();
  /**
   *

   * Estimate of how likely it is that the info_type is correct.
   *

   *
   * .google.privacy.dlp.v2beta1.Likelihood likelihood = 3;
   */
  com.google.privacy.dlp.v2beta1.Likelihood getLikelihood();

  /**
   *

   * Location of the info found.
   *

   *
   * .google.privacy.dlp.v2beta1.Location location = 4;
   */
  boolean hasLocation();
  /**
   *

   * Location of the info found.
   *

   *
   * .google.privacy.dlp.v2beta1.Location location = 4;
   */
  com.google.privacy.dlp.v2beta1.Location getLocation();
  /**
   *

   * Location of the info found.
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   *
   * .google.privacy.dlp.v2beta1.Location location = 4;
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  com.google.privacy.dlp.v2beta1.LocationOrBuilder getLocationOrBuilder();

  /**
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   * Timestamp when finding was detected.
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   *
   * .google.protobuf.Timestamp create_time = 6;
   */
  boolean hasCreateTime();
  /**
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   * Timestamp when finding was detected.
   *

   *
   * .google.protobuf.Timestamp create_time = 6;
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  com.google.protobuf.Timestamp getCreateTime();
  /**
   *

   * Timestamp when finding was detected.
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   *
   * .google.protobuf.Timestamp create_time = 6;
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  com.google.protobuf.TimestampOrBuilder getCreateTimeOrBuilder();
}

redpajama_set_name: RedPajamaGithub


Here we have one of the chief words of the parable—branch. A vine needs branches: without branches it can do nothing, can bear no fruit. As important as it is to know about the Vine, and the Husbandman, it is to realize what the branch is. Before we listen to what Christ has to say about it, let us first of all take in what a branch is, and what it teaches us of our life in Christ. A branch is simply a bit of wood, brought forth by the vine for the one purpose of serving it in bearing its fruit. It is of the very same nature as the vine, and has one life and one spirit with it. Just think a moment of the lessons this suggests.
There is the lesson of entire consecration. The branch has but one object for which it exists, one purpose to which it is entirely given up. That is, to bear the fruit the vine wishes to bring forth. And so the believer has but one reason for his being a branch—but one reason for his existence on earth —that the heavenly Vine may through him bring forth His fruit. Happy the soul that knows this, that has consented to it, and that says, I have been redeemed and I live for one thing— as exclusively as the natural branch exists only to bring forth fruit, I too; as exclusively as the heavenly Vine exists to bring forth fruit, I too. As I have been planted by God into Christ, I have wholly given myself to bear the fruit the Vine desires to bring forth.
There is the lesson of absolute dependence. The vine has its stores of life and sap and strength, not for itself, but for the branches. The branches are and have nothing but what the vine provides and imparts.The believer is called to, and it is his highest blessedness to enter upon, a life of entire and unceasing dependence upon Christ. Day and night, every moment, Christ is to work in him all he needs.
What a life would come to us if we only consented to be branches! Dear child of God, learn the lesson. You have but one thing to do: Only be a branch—nothing more, nothing less! Just be a branch; Christ will be the Vine that gives all. And the Husbandman, the mighty God, who made the Vine what it is, will as surely make the branch what it ought to be.
Lord Jesus, I pray Thee, reveal to me the heavenly mystery of the branch, in its living union with the Vine, in its claim on all its fullness. And let Thy all-sufficiency, holding and filling Thy branches, lead me to the rest of faith that knows that Thou workest all.
Fruit.—This is the next great word we have: the Vine, the Husbandman, the branch, the fruit. What has our Lord to say to us of fruit? Simply this— that fruit is the one thing the branch is for, and that if it bear not fruit, the husbandman takes it away. The vine is the glory of the husbandman; the branch is the glory of the vine; the fruit is the glory of the branch; if the branch bring not forth fruit, there is no glory or worth in it; it is an offense and a hindrance; the husbandman takes it away. The one reason for the existence of a branch, the one mark of being a true branch of the heavenly Vine, the one condition of being allowed by the divine Husbandman to share the life the Vine is—bearing fruit.
And what is fruit? Something that the branch bears, not for itself, but for its owner; something that is to be gathered, and taken away. The branch does indeed receive it from the vine sap for its own life, by which it grows thicker and stronger. But this supply for its own maintenance is entirely subordinate to its fulfillment of the purpose of its existence—bearing fruit. It is because Christians do not understand or accept of this truth, that they so fail in their efforts and prayers to live the branch life. They often desire it very earnestly; they read and meditate and pray, and yet they fail, they wonder why? The reason is very simple: they do not know that fruit-bearing is the one thing they have been saved for. Just as entirely as Christ became the true Vine with the one object, you have been made a branch too, with the one object of bearing fruit for the salvation of men. The Vine and the branch are equally under the unchangeable law of fruit-bearing as the one reason of their being. Christ and the believer, the heavenly Vine and the branch, have equally their place in the world exclusively for one purpose, to carry God's saving love to men. Hence the solemn word: Every branch that beareth not fruit, He taketh it away.
Let us specially beware of one great mistake. Many Christians think their own salvation is the first thing; their temporal life and prosperity, with the care of their family, the second; and what of time and interest is left may be devoted to fruit-bearing, to the saving of men. No wonder that in most cases very little time or interest can be found. No, Christian, the one object with which you have been made a member of Christ's Body is that the Head may have you to carry out His saving work. The one object God had in making you a branch is that Christ may through you bring life to men. Your personal salvation, your business and care for your family, are entirely subordinate to this. Your first aim in life, your first aim every day, should be to know how Christ desires to carry out His purpose in you.
Let us begin to think as God thinks. Let us accept Christ's teaching and respond to it. The one object of my being a branch, the one mark of my being a true branch, the one condition of my abiding and growing strong, is that I bear the fruit of the heavenly Vine for dying men to eat and live. And the one thing of which I can have the most perfect assurance is that, with Christ as my Vine, and the Father as my Husbandman, I can indeed be a fruitful branch.
Our Father, Thou comest seeking fruit. Teach us, we pray Thee, to realize how truly this is the one object of our existence, and of our union to Christ. Make it the one desire of our hearts to be branches, so filled with the Spirit of the Vine, as to bring forth fruit abundantly.


text:
Studio Surgical Scalpels' Space FPS Frontier Heads To PSVR
By Kevin Eva	 On Jul 29, 2016
This week may have been SIGGRAPH 2016 over in America but for the PlayStation VR the big announcements have been coming out of Asia. The latest being the apparent confirmation of a new title for the PlayStation VR from Studio Surgical Scalpels. Called Frontier the game was revealed at ChinaJoy 2016, currently underway until July 31st in Shanghai.
Taking place in a future not that far from today, the space-based multiplayer first-person shooter has players take on the role of astronauts doing battle in zero to low gravity. Earth is filling, space is infinite and soon thanks to a space-elevator that makes getting into space is relatively easy demand to escape the confines of the planet draws many skywards.
The only problem is everyone wants what's best for them – and when you throw pirates, bandits and governments into the mix this 'new era' for humanity sounds like it is going to have a very violent birth.
Already being referred to, somewhat inaccurately as "ADR1FT with guns" by several commenters, a trailer, not currently up on the studio's YouTube channel was shown during the ChinaJoy presentation. It was captured by the team at 2P.com though and you can see it below.
The studio YouTube channel does however have some additional early in-game footage, captured and posted back in June last year. You can find that below also:
VRFocus will bring you more details on Playstation VR titles in the near future.
ChinaJoyFrontierStudio Surgical Scalpels


text:
The intersection of Tank-Navashino. Saratov online
Saratov,Russiathe city is located on the Volga river, protected by a ridge of hills around the city. In the past Saratov one-story town, and the center of the milling industry. Previously, there was the Volga trade route, which also affected the economy of the city. Today Saratov is a large industrial city. Saratov is also an important transport hub in railway and water transport. The development of the city also contributed to the favorable geographical position, thus winning the economic race. Saratov oblast is also abundantly rich in mineral resources and natural resources. The Saratov hydroelectric power station and thermal power plant, also identified the industrial development of the city. Saratov is also ranked as the superiority of the gas industry. In the Saratov region the gas is extracted, which provides a lot of cities in the region. Deposits of oil, also processed in the local factories, to extract ore began in the Soviet era. Thanks to the refinery in Saratov are also actively working the chemical industry, for production of different substances as raw materials, not integral links with the supply for other types of production.
Tags: Russia Saratov
Moscow street, the Central street of Saratov, from the Volga river, which passes through the centre, Crossing the street Chapaeva, ends at the railway station. The street was called Lenin then changed the name Lenin Avenue, 91 street was renamed in Moscow.
Saratov, Russia 16.09.17
Saratov Conservatory named after L. V. Sobinov, the main musical building in the city. The Conservatory is one of the oldest educational institutions in Russia. The school was founded in 1912, in the 18th year, became a state. Conservatory of Saratov webcam online
The old city of Saratov, one of the developed cities of Russia, has a lot of interesting places. The camera is located at the intersection of Astrakhanskaya and kutyakova. Such Central street marked a long history, and their names sealed big events that took place in Saratov.
The Central street of Saratov city, the intersection of the Soviet and Astrakhan. Sovetskaya ulitsa she Constantine, was renamed in 1918 in the Soviet, on the location of the provincial Committee of the Bolshevik party. Astrakhan, is the largest and oldest street in Saratov. Saratov webcam online
The intersection of streets Moscow and Astrakhan the city of Saratov, the camera takes the intersection of the main streets. Street Astrakhan, the largest in Saratov, and the main thoroughfare in the city. Street Moscow, being also the main passes through the cent, taking the beginning from the Volga river. Saratov webcam online
The intersection of two historic streets, Kirov and Volsky. Volsky, she Volgskaya, she Bratislava, originates from the banks of the Volga river in Saratov. The Avenue of Kirov, formerly known as German, the adventures lived German nobility until 1917. Saratov webcam online
Palace of culture - Rubin, one of the greatest cultural institutions in the Saratov region. Opened in 1982, with the support of activists of the plant body. The Palace of culture had a population of 2400 persons, with fully equipped hardware. And in front of the organized square. The Palace of culture of the ruby web camera online
The station of Saratov, belongs to the Volga railway, recently celebrated its 140th anniversary. For passengers organized an underground tunnel for a comfortable transition from the forecourt to the station platforms. The first station was built in 1871.
Ulitsa Michurina in the city of Saratov, changed its name several times. In the past the street was called Malaya Tsaritsynskaya, Small Sergienka, and Upper St. Sergius, and Cultofdusty, from Sokolova, goes into the street Slonova.
Pugachevskaya street, secondary street of Saratov, previously the street was called Tsarevskaya street, according to the County town of Tsarevo. After the change of government in 1918 the street was renamed in Pugachev. Saratov, a city rich in monuments, historical monuments and cultural values.
The main street of the city of Saratov, as well as its attraction is the street of Kirov. She is known to the Saratov 1825 under the name of German. And the street Radishcheva, referred to as St. Nicholas is named after the Russian revolutionary writer Alexander Radishchev.
Gleboki ravine, formed in the city of Saratov. The official name of a Great Ravine, in the conversation of Thieves called the ravine. The ravine was named in honor of the Saratov military of Mikhail Glebov, the ravine was formed before the formation of the city of Saratov.
Saratov, developed city, and the same administrative city of Russia. The city is to give respect, his story is full of surprises. In the beginning of its development the city was built to protect this territory. The camera is located at the crossroad of the streets Sokolova and University.
Saratov, a city of great technological, industrial and cultural importance of the Russian Federation. Many scientists and Soviet leaders came from the love the city of Saratov. The camera captures the intersection of University and BA Mountain. The street University was previously called Barrack street.
Street Soviet, one of the main streets of the city of Saratov, in the early nineteenth century which had the name of the Consistory, then a Small Nobility, until 1918, Konstantinovskaya street, and only after 18 years of Soviet. Sovetskaya street is one of the oldest streets of Saratov, and as you can see, not just changing the name.


The Torture Debate is can be a torturous debate, even with yourself. Most people don't get through it – because you have to imagine being tortured, and you have to imagine being the torturer. So it's one of the least enjoyable political issues to think about.