The comic strip – Ready, Steady… Life!
Do you remember those funny comic strips that have been published in newspapers and magazines? Those sequences of drawings have displayed brief humour or formed a short narrative.
The students of the project also wanted to entertain in such a way.
They prepared comic strips consisting of about ten panels on the topic of healthy lifestyle. The characters were the nutrients designed by each country while working on previous tasks. The students' comic strips form an amusing and artistic set of stories.


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Spacious and enormously fast powerboat for heavy sailing conditions.
Perhaps the most innovative 'SUV' powerboat
Coming next year
Flagship! The maximum size, maximum speed, maximum comfort.
Coming this fall
Pioneer launches new range for professional purposes.
Concept Dealers News Company Press
the history of arctic
Result of centuries of experience from Scandinavian boat-builders
The new Finnish Arctic boats are first-class all-weather vessels, which feel as comfortable in cold northern waters as in their native environment. The Arctic's manufacturers have translated their vast experience and know-how into innovative solutions that correspond to the modern vision of a pleasure boat's reliability. The key features of the Arctic premium boats are high speed, complete safety and the best seaworthiness, without compromising on comfort. All of this creates a good match with the boats' advanced appearance, clever design, and extremely high quality.
From the fiords and the Atlantic Ocean
The Arctic boats reflect both the vast experience of Norwegian shipbuilders and the Finnish modern vision for design and ecological problems. The parent brand name is from the largest and the oldest shipyard in Norway – Askeladden. In 2006, this honored boat-builder from Norway, highly recognized by marine professionals and by water recreation enthusiasts, focused on an ambitious task – to launch the Commuter boat range for heavy northern operating conditions. It is these technically advanced powerboats with an ideal design that became the prototypes of the Arctic series of boats.
Challenge to the winds and the waves
The sophisticated and innovative Commuter project has demanded enormous investments and hard work from the international leading professionals involved in many different developments. This fundamental and large-scale approach for a new model creation surpassed all efforts demonstrated earlier by any manufacturer. The Commuter 805 was a pioneer in the Askeladden range, followed by the Commuter 8. Later, a flagship in the all-weather boat range – the Commuter 11 – was introduced for the first time in 2009 in Oslo, Norway, gaining the prestigious title of perhaps the best powerboat among SUV boats.
Promising future
Using the unique experience of the Norwegian manufacturers, the Finnish Arctic boats OU which received the rights for the Commuter in 2013, and started to working on the newly update boat range under the ARCTIC brand name in close partnership with the Askeladden shipyard. In accordance with the current standards and wishes of the most demanding customers, the design and appearance of the Commuter 8 (whose new name is the Commuter 25) as well as the Commuter 11 (the Commuter 35 in the new version) have been completely renewed and revitalized. All Arctic models are certified according to the international B-Offshore class.
The ARCTIC boats are the quintessence of both the vast Norwegian experience and the modern European vision for the design and solutions to ecological problems.
Our shipyard:
ARCTIC POLAND Sp. z o.o.
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©2021 ARCTIC BOATS

redpajama_set_name: RedPajamaCommonCrawl


Well im easy and simple in my approach about things in life. I appreciate most things in life no matter how little or big they may be. Sometime my honesty can come off a little offensive but I mean no harm. I consider myself to be very considerate of ones feelings and love very easily. Im very loyal and expect loyalty in return. If you are interested in learning who i am I am very interested in meeting you!
I look for honesty in anyone especially my partner and now adays thats hard to come by. I look for my partner to be loyal and remain loyal to me no matter what. I am not into materialistic women at all. I mean dont get me wrong there is nothing wrong with liking and wanting nice things but if thats a major priority in your life then you would not be the woman for me. I dont want to put standards on what kind of partner I want even though I have some....... Its just that i would like to meet her and learn her and she learn who I am and we go from there. So if you are interested I would be honored to meet you!


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Храм Космы и Дамиана — православный храм Муромской епархии Русской православной церкви, находящийся в городе Муроме, Владимирской области. Старейшее сохранившееся в городе здание.

История
Согласно преданию, Космодемьянская церковь построена по повелению царя Ивана Грозного. В 1552 году царь во время похода на Казань остановился в Муроме и поклялся, что если поход окончится успехом, то в городе будут воздвигнуты каменные храмы над мощами муромских святых князей Константина, Михаила, Федора, а также Петра и Февронии. Спустя три года царь прислал в Муром мастеров-каменщиков, которые построили несколько белокаменных церквей. На берегу Оки, там где с 10 по 20 июля 1552 года стоял царский шатер и откуда Иван Грозный наблюдал за переправой войск, знаменитые зодчие Барма и Постник воздвигли храм Космы и Дамиана.

По версии писцовой описи, которая была составлена В. Д. Бартеневым в 1637 году, церковь Космы и Дамиана была «мирской», то есть построенной на деньги посадских людей — жителей Мурома. В описи, составленной Бартеневым, говорится:

Храм Космы и Дамиана представляет собой кубический одноапсидный храм, венчавшийся многогранным шатром сложной конструкции. Первоначальная высота шатра составляла 12 метров. Храм был освящен в 1565 году.

В 1868 году смещение грунтов на берегу Оки привело к обрушению шатра храма. Церковная утварь была перенесена в храм Смоленской иконы Божией Матери. Только в 1901 году в храме Космы и Дамиана была поставлена крыша. В СССР неоднократно предлагались проекты реконструкции храма, но они так и не были осуществлены. В 1995 году храм был возвращен Русской православной церкви.

Шатёр отстроен (в сильно искажённом виде) в 2009—2010 гг. по проекту владимирского архитектора В. М. Анисимова. Средства на реконструкцию были выделены муромским Троицким монастырем.

Галерея

См. также
 Храмы, церкви и часовни Муромского благочиния

Примечания

Литература

Муром
Храмы Мурома
Храмы Святых Косьмы и Дамиана
Одношатровые храмы XVI века

redpajama_set_name: RedPajamaWikipedia


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You are here: Home1 / Blog2 / Management
190. Peter Klein: Why Managers Still Matter:
October 4, 2022 /0 Comments/in Economics for Business Podcast /by Hunter Hastings
Entrepreneurial businesses embrace adaptiveness and change, and continuous innovation enabled by flexible and responsive organizations, empowered at every level. That doesn't mean there's no role for managers. Inside the corporation, entrepreneurial management co-ordinates the business flow of responding to changing customer wants and preferences, so that resources are allocated and reallocated to the production activities that customers value the most. In fact, management is becoming more important, not less. Professors Peter Klein and Nicolai Foss explain entrepreneurial management in their latest book, Why Managers Matter: The Perils of the Bossless Company (Mises.org/E4B_190_Book), and Peter Klein visits Economics For Business to highlight the key points.
Management co-ordinates the constant flux of entrepreneurial business.
The essence of the adaptive entrepreneurial organization model is responsive change. Entrepreneurial businesses don't lock themselves in to 5-year strategies and annual plans. They recognize that markets are in constant flux as a result of changing customer preferences, changing competitive activity, changing technologies, and changing conditions in business channels and in the economy. Change is the normal condition. It's what Ludwig von Mises termed constant flux.
Management is required inside the firm to adapt and respond to change outside the firm. It's not possible to manage the change in markets, but it is a necessity to manage resource allocation and productive activities inside the firm.
Management is co-ordination and orchestration, not authority and hierarchy.
We might think of the concept of management in its industrial age guise of authority and hierarchy: some people "higher up" in the organization telling others "lower down" what to do. This kind of hierarchical authority can't work in the digital network age; it's too slow to process incoming data from the marketplace and too rigid to quickly or effectively implement newly imagined responses to those incoming data.
But in Professor Klein and Professor Foss's analysis, management no longer equates to old-fashioned authority and hierarchy. Management is co-ordination: assembling the right resources — both human capital and complementary capital assets such as supportive technologies — in the right combinations (often referred to as "teams" in today's management language) for the right shared task with the right shared goals. Professor Klein likened this to orchestration — there's a conductor who guides the orchestra in playing the same symphony together, without telling the individual players how to play their instrument, and leaving the details of implementation to the individuals and their specialized skills.
Some orchestras may have better results than others because their teams have been well-recruited and well assembled and they respond better to management co-ordination. All firms and teams are complex adaptive systems, with emergent outcomes influenced by internal forces, one of which is management.
Management is culture more than authority.
How do managers achieve a better outcome as a result of managing their teams? Professor Klein believes that they institute a successful culture, as opposed to designing an organizational structure. He defines culture in terms of norms, customs and practices — the accepted way (or simple rules) of "how we do things around here". More specifically, in the customer-centric entrepreneurial firm, "here's how we plan to facilitate value for our customers around here". Skilled managers paint the pictures — the "vision", if you will — in the minds of employees of the customer value standards the firm will achieve, and the customer experiences that the firm will facilitate.
Modern managers are comfortable with and quite expert at adaptation.
The modern managerial culture is a far cry from traditional hierarchical managerial authority. It has the built-in flexibility for adaptiveness to the rapid rate of change in today's digital business world. A well-functioning management process in a loosely structured organization can change internal production processes, teams and resource allocations in response to external changes in customer demand and marketplace conditions.
In fact, Professor Klein points out, through relevant case studies, such a management structure can be better at adaptation than, for example, a network of independent contractors and suppliers that would be challenged to orchestrate responsive changes to an external change, since each would have a different experience and process it through a different cultural orientation. They wouldn't co-ordinate as well or as quickly as internally managed teams.
In certain cases, management authority can sometimes be a relevant organizational tool, so long as it is applied in a contingent fashion.
The relevance and usefulness of authority varies by circumstance and business situations. Its usefulness is contingent, and managers must be sensitive as to when to apply authority and in what style.
Why Managers Matter identifies two distinct styles of managerial authority, Mark 1 authority and Mark 2 authority. Mark 1 authority is traditional command-and-control, exerted top down — superiors telling subordinates what to do.
Mark 2 authority is exercised through design rather than command: finding the right person for the task, combining the best-qualified people in teams, and giving them a goal with a wide latitude in their process and implementation in achieving the goal.
An important element of the contingent approach is to empathically identify the subjective preferences of employees. Some will respond well to flexible, open-ended direction that enables them to exercise their own initiative. Others might prefer the certainty of clear direction. One type of salesperson might be highly motivated by a 100% commission remuneration plan, another might feel more secure with a base salary with the potential for an achievement bonus upon exceeding quota.
Professor Klein identifies two broad sets of conditions for the exercise of Mark 1 and Mark 2 authority. When there is a high degree of interdependence between people, teams and tasks, such that it is critical that tasks are highly coordinated, completed at the same time and combined in a highly specific fashion, then management intervention is required and it will include Mark 1 elements. When production is more modular, when tasks and projects can be completed interdependently, then Mark 2 management can be exercised through a decentralized, flat and culturally aligned organization. (Professor Klein cited the example of the type of higher education institution where he works; all the professors can design and teach their classes, do their research, and publish their papers and books with a high degree of autonomy.)
Management is becoming more important, not less.
In a rapidly changing world, where employee attitudes and experiences are very different than in the pre-digital world, and where global markets and their interconnected structures are more uncertain and cyclically unreliable, and where the pace of disruptive technological innovation is accelerating, good management is more important than ever for the success of our economy and our society. Smart managers are needed to find the right balance between operational excellence through established processes and adaptive change through adjustment and experimentation, a balance that business scholars call the ambidextrous organization. It can't happen without management, and without managers.
Peter Klein's book page: Mises.org/E4B_190_Klein
Why Managers Matter: The Perils of the Bossless Company by Peter Klein and Nicolai Foss: Mises.org/E4B_190_Book
Public Affairs book page: Mises.org/E4B_190_PA
https://www.hunterhastings.com/wp-content/uploads/2022/10/e4b-cover-190-1.jpg 532 1250 Hunter Hastings https://hunterhastings.com/wp-content/uploads/2021/03/hh-logo-blk.svg Hunter Hastings2022-10-04 04:15:002022-10-12 04:42:15190. Peter Klein: Why Managers Still Matter:
May 24, 2022 /0 Comments/in Economics for Business Podcast /by Hunter Hastings
How do businesses actually manage — rather than plan for — continuous change?
The increasing adoption of systems thinking in business tells us that the world is changing very fast, and companies need to change at least as fast as their environment in order to thrive. It's comfortable to talk about but hard and uncomfortable to do. Most people prefer to continue to do what they're used to rather than embrace change and constant experimentation.
There's a lot to be learned from the military where special forces are trained to specialize in rapid reaction in chaotic or VUCA (volatile, uncertain, complex and ambiguous) worlds. They face an ever-changing environment (often described as kinetic). They have a very pure evolutionary process: what wins, survives. While the military organization is hierarchical, military operations are flat so that tactical decisions can be made by the people on the ground.
While we are anti-war, we can nevertheless recognize that the military has experience and expertise in managing and organizing for continuous change. We can learn from it.
There are significant barriers to overcome to implement rapid change management in business.
Certainly, the time scales are different. Companies change at an intergenerational pace, one generation of managers (or managerial techniques) learning from the last one. In hierarchical organizations, people reach managerial and executive positions by accumulating experience. By the time they get to their high position in the hierarchy, they have locked in an old mental model. They miss the signals of change and fall back on preconceived ideas and notions and methods.
In addition, there is considerable inertia to overcome — a resistance to change that acts as a blocker to agility. It's human nature to resist change. Once a company has established a niche or a market share, it's genuinely hard to abandon the strategy or the tooling or the products and services and the marketing that got them there.
To put it in military terms, change is a constant battle.
Situational awareness is a set of tools that are transferable from military to business to improve management of change.
Situational awareness governs how well your understanding of the world maps to reality. It operates along two perspectives and 3 time frames.
Internal situational awareness concerns the orientation of your firm, resources, capacity, the capabilities of your team, morale and so on. External situational awareness concerns markets, competitors, customers, trends, technologies, and all the environmental factors that are subject to change.
The three timeframes in military terminology are tactical, operational, and strategic.
The tactical timeframe concerns people on the ground in contact with the environment. In business, this can be the sales team or customer service or engineers in direct contact with customers. They're doing implementation work but they are also the sensing mechanism. They may have daily or even hourly cycles for intention to change, making the change, learning from the consequences of the change and moving forward to the next change. They must be empowered, trained and equipped, and confident about their freedom of action and adaptation.
The strategic timeframe is the macroeconomic scale of what the firm is trying to achieve for the customer. This frame may be months or years, and dictates how to organize, how to invest, and where to allocate resources.
The operational timeframe is between the other two. How does the firm integrate short term implementational excellence with long term strategic engagement with a changing environment? How does the firm integrate all the hourly and daily information coming from the front line with the long-term investments and resource allocation projects? In a software business for example, there may be a trade-off between building new tooling, which takes time, and rapidly delivering products from established tooling.
How to apply situational awareness.
Actively use the 6-box framework (internal /external perspectives, tactical/ operational/ strategic timeframes.
To achieve better alignment of internal / external timeframes, look for mismatches across boundaries in the firm. Do the people working on the front line have the same understanding of the importance of the work as the managers and executives. Does getting thing done seem more difficult than it should be? Are the feedback loops fast? Is the information in the feedback loops spread throughout the firm, through multiple teams, divisions and silos? What's the gap between perceived ideals and actual experience?
To implement across three time frames is an exercise in portfolio balancing and active discovery, with a high premium on sensing skills.
How much time and resource effort should a firm spend on refining its tooling (the operational timeframe) so that every produced end-product is exactly the same (the tactical timeframe) while keeping an eye out for environmental change, when a future competitor might introduce a faster cheaper product (the strategic timeframe)?
As Austrian economics always stresses, there's no objective answer, just subjective learning from experience. For example, Netflix was part of the strategic timeframe that Blockbuster failed to manage. Blockbuster was operating its stores in a proven fashion (tactical) and adding new stores (operational), while rejecting the implications of the Netflix model. Today (May 2021), Netflix shows signs of missing some strategic signals. They made content their focus (tactical) and built original production capability (operational) but may be finding that customer tastes are changing and the appeal of their produced content is in decline (strategic).
Similarly, for the last few years, funding has been easy for startups (tactical) and so they have focused on long term market development (strategic) without hitting profit and cash flow milestones (operational). Now that funding is drying up, they are having to shore up their operational capabilities.
There are a couple of techniques that are helpful. One is Horizon Scanning: allocating some resources to identifying and picking out future external scenarios that represent potential change or strategic threats and building a response in advance. Another is red team thinking: mapping out future internal failure modes and then working backwards from them to identify the trip wires to look out for, and to nip emerging issues in the bud.
The after-action review (AAR) is an important element of situational awareness.
The AAR is applied not just in the military but in fast change business environments such as agile software development. It's a tool to separate the quality of the decision you made from the outcome of the action that you took. We tend to get attached to our decisions, even if they were based on poor principles.
The components of an AAR include:
What was expected to happen?
What actually happened?
What went well and why?
What can be improved and how?
The discussion must be open and honest without hierarchy or blame. As far as possible, everyone on the team should participate so that all perspectives can be included. The focus is on results and identification of ways to sustain what was done well as well as the development of recommendations on ways to overcome obstacles. It's really important to identify with high fidelity what happened because only then is there a good chance to identify new opportunities or trends with equal fidelity. In situations of uncertainty, it's important to identify "what happened" accurately, in order to be able to identify what it means and what it implies for future actions.
AAR becomes part of disciplined execution.
The Economics For Business community is familiar with the explore/expand method of managing business complexity: explore many options through experimentation and expand (by allocating more resources) those that show good results. Annika Steiber in episode 170 called this capability "ambidexterity" — combining two logics of business in consistent and reliable execution on one hand and openness to change and exploration on the other.
Ben expands this thinking into the concept of disciplined execution. Once a process is proven and is producing reliable results, map it out carefully and then take individual steps or parts of the process and see if they can be further improved, e.g., by automation, without changing the outputs. Processes thus become more resource efficient in producing their output. Always be trying to improve what you already do well.
Similarly, once an "explore" project starts to become productive, apply the same continuous improvement standard. Map the process, examine parts that can be improved, and do so part by part so production is maintained and efficiency is increased.
All of this change dynamic should be driven from the bottom up.
Process improvements, fast responses to feedback loops, experimentation and rapid change are all insurgencies — the established hierarchy and mental models will often find them hard to embrace. Insurgency is a bottom-up dynamic. When transformation is pushed from the top down, it often happens that the territory changes before the consultants have drawn the new map. The hierarchy's role is to provide strong alignment with the orientation of the firm and its culture and vision-mission, alongside loose control of front-line action.
"Apply Situational Awareness To Manage Change" (PDF): Download PDF
Ben Ford's website, where you'll find his Mission Control services: MissionCtrl.dev
Ben Ford's LinkedIn page, with a lot of presentations and recordings to learn from: Visit LinkedIn
https://www.hunterhastings.com/wp-content/uploads/2022/06/e4b-cover-171.jpg 532 1250 Hunter Hastings https://hunterhastings.com/wp-content/uploads/2021/03/hh-logo-blk.svg Hunter Hastings2022-05-24 06:34:002022-06-07 07:51:37171. Ben Ford on Situational Awareness and Managing for Constant Change
88. David K. Hurst: Managing People-As-Ends and not People-As-Means.
October 20, 2020 /0 Comments/in Economics for Business Podcast /by Hunter Hastings
In many situations, the complexities in managing a diverse and layered team of people is to view individuals as ends and not means.
Management and organizational frameworks often treat people as means. The business ends are external: so-called shareholder value, or stakeholder value, which is fashionable today, or simply revenue and unit sales goals or metrics and KPI's.
https://hunterhastings.com/wp-content/uploads/2020/10/88-David-Hurst.mp3
Managers are taught to look at people through an economic lens as resources – human resources – in the same way as material resources and financial resources, to be utilized as efficiently as possible.
But people are not means. They are subjects, and they have subjective ends of their own. They're searching for identity, meaning, and trying to meet their own potential. If managers recognize this, their approach to people as team members and employees will be much different.
Individuals need to be able to tell their own story in their own space.
We work for money but we live for story. The most important story is the one we tell about ourselves and our values. People need opportunities to tell their story. Everyone at every level in an organization and in every type of role or job needs this opportunity.
To do so, they need their own space in which to create and embellish their story, a space that is unique to them and gives them a fine-grained perspective of which they are masters, and for which others will prize them.
David Hurst gave the example of Costco, where the in-store personnel have space to use their own discretion to serve customers. If a customer (a guest, in Costco parlance) requires assistance in locating an item, a Costco associate will stop whatever they are doing and escort the guest all the way to the shelf location. They have their own space and their own discretion to design and deliver a unique level of service, and a story they can tell about their customer commitment. This becomes a culture that pervades the entire company.
FedEx has similar spaces, and similar stories about individual employees going to extraordinary lengths to make sure packages are delivered on time.
One way to create these spaces is to give everyone intelligence gathering roles.
David Hurst tells the story of delivery truck drivers in the steel fabrication business. He treated them with deference for their ability to gather real-time intelligence: which competitors had trucks in the customer's yard; what concerns were customer employees talking about; which customers were friendly and which ones adversarial? These front line employees are able to gather and feed back market intelligence that was faster, deeper more local and more detailed than traditional reports. It's small data, often much more valuable than big data. And the employees can tell their stories about their intelligence gathering and their important role in company processes, from their unique space.
The word in management usage now is fine-grained. The front line has a fine-grained perspective and fine-grained intelligence. This fine grain is highly valuable, especially when shared in collaborative teams and structures where everyone knows their role, which is not tied to hierarchy.
Hierarchy and structure create a cascade of negative effects for the people in them.
As companies grow and become larger, they require internal specializations and experts in narrow, technical fields. Specialization brings hierarchy, where general managers can supervise those in specialized roles. Hierarchy leads to careerism and status, when employees are not collaborating with each other but competing. The result is what David calls a power trap. The firm becomes trapped on the right had side of his Management In A Field Of Tensions model.
Recently, it has become fashionable to coin terms such as human capital, or brand capital, or relationship capital, or even spiritual capital or street capital. All of these terms are sloppy definitions of capital from an Austrian point of view.
Click on the graphic to download it.
The tension for management lies in a continuous pull of the "hard, scientific" side of the model, away from the humanistic side.
Austrians lean towards the left hand side of David's model: humanistic, treating people as ends, respecting narrative more than data. For example, the exercise of judgement under uncertainty, so central to the Austrian paradigm of the entrepreneurially-driven economic system, lies on the left hand side of the model. It's practical, grounded wisdom, when entrepreneurs make decisions when they don't have all the data. (And the Hayekian insight is that no-one ever has all the data.) They glean what they can from the individual observations of people involved in the situation at hand (small data), and then decide, knowing that the consequences are uncertain, and that they will need to be adaptive to change in the future.
The right hand side of the model represents the pull of so-called science: hard data, mathematical calculation, plans and administrative bureaucracy.
Smaller, private, more entrepreneurial companies can often avoid the right hand side of the model.
Smaller and privately held companies have many advantages. They tend to be more frugal in good times and bad, and act carefully with cash, thus retaining flexibility in difficult markets. They have a high bar for capital expenditures and make fewer malinvestment decisions. They often try to avoid carrying too much debt, so that bankers don't have power over them. And, importantly, they are often better at retaining talent and keeping experience inside the firm. They can avoid the careerism of competing for status in the hierarchy, and just let people become better and better at their jobs. On the left hand side of the model, as David describes, it's all about people.
Read about David's management philosophy of Leading Like A Gardener here.
Get David's book The New Ecology Of Leadership here.
"The Austrian Business Model" (video): https://e4epod.com/model
https://www.hunterhastings.com/wp-content/uploads/2020/10/e4e-cover-88.jpg 1063 2500 Hunter Hastings https://hunterhastings.com/wp-content/uploads/2021/03/hh-logo-blk.svg Hunter Hastings2020-10-20 05:04:062020-10-26 17:47:2588. David K. Hurst: Managing People-As-Ends and not People-As-Means.


The shaped lozenge offeres even pressure across the tongue and encourages contact on the bit. Blue sweet iron creates a warm, sweet taste in the horses mouth to help with acceptance of the bit and to promote salivation. The blue color with fade over time, this is a natural process of blue sweet iron oxidization.


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Dangal 4th Weekend Collections | Updated
Last Updated 12:36 pm, 16 Jan 2017 by Rohit Tripathi
Dangal is super duper huge in 4th weekend. The film has now exceeded expectations. There were two new releases which were expected to pick up on Saturday & Sunday, while Dangal was expected to show limited growth.
But Dangal has been unbelievable. The 4th Friday came at 1.90 crores, which is a decent figure. But what is awesome that Saturday jumped to Rs. 4.05 crores net. And 4th Sunday collections were even better with 4.25 crores net. This growth was present despite the India vs England cricket match which affected all movie this Sunday. This is a fantastic improvement and shows how well the movie has been received by the public and is gaining repeated footfalls.
The Total Fourth Weekend Box Office Collection stands at Rs. 10.2 crores net. Earlier we said It couldn't break 3 Idiots' 4th Week Record, but if this pace is continued, anything can happen!
The competition from OK Jaanu and xXx: The Return of Xander cage is strong, but apparently not strong enough. The weekdays for Dangal should be as if there is no competition. The fourth-week earnings are looking to stand around 16-17 crores net.
Overseas Update
Dangal has reached a massive total of $28 Million (Rs. 190 crores +) in the international markets. The film is doing really well and is all set to cross the mark of 200 crores very soon.
First Published on: 08:11 am - 16, Jan 2017
Rohit Tripathi
Rohit is the Founder of BOTY. He loves reporting latest box office collection of various movies.
3 Popular Actresses Who Dance Exceptionally Well
3 Bollywood Actors who struggled Financially at the start of their career
Bollywood Stars and their Sports Bikes
Kalyug Aur Ramayan
Roadside Romeo
Shapath


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Stocks to Buy / Lucid Stock Is Surging as First Deliveries Are Confirmed
Lucid Stock Is Surging as First Deliveries Are Confirmed
LCID stock surges on news the first production Lucid Air EVs are being delivered
November 1, 2021	 By Louis Navellier and the InvestorPlace Research Staff	Nov 1, 2021, 12:21 pm EST	 November 1, 2021
Shares in luxury EV startup Lucid (NASDAQ:LCID) began to surge as the week wound down. After closing at $27.02 on Wednesday, LCID stock ended Thursday at $35.48 for a 31% gain. The rally continued in pre-market trading and the momentum continued on Friday. What has the market so excited about this company? Is it too late to get in on the action?
Source: Around the World Photos / Shutterstock.com
The surge in LCID stock is all about one thing: delivery. The company has been making headlines with a series of glowing reviews about its flagship Lucid Air EV. I wrote about that a week or so ago, predicting that the reviews were a good sign for LCID stock growth potential. At the time of publication, Lucid shares were trading for $24.73. The one thing missing from the Lucid picture has been customers. Not customers putting down deposits, but customers with a Lucid Air actually sitting in their driveway.
That's about to change.
Lucid Announces First Customer Deliveries on Oct. 30
On Oct. 27, Lucid issued a milestone press release. The company announced that the first customer deliveries of its Lucid Air luxury EV were scheduled for Oct. 30.
We've seen how the market reacted to the announcement. LCID stock is on fire. It's made bigger gains than Tesla (NASDAQ:TSLA) after that company announced a massive 100,000 vehicle order that will see Model 3 EVs become rental cars.
Why such an extreme reaction over a handful of cars showing up in driveways compared to a sale of 100,000 cars? While the big sale was obviously great news for Tesla and its shareholders, Lucid's news is a true milestone.
There are a lot of EV startups out there right now. The one thing they all share — besides taking advantage of the growing excitement over battery powered cars — is being in a pre-production stage. They have prototypes, some have factories and some are looking for manufacturing partners. Many are taking customer deposits. But they don't have a production line actually running and producing vehicles. They have no customers driving their cars. Until that happens, there's a huge question mark over whether they'll be able to get all their ducks in a row and become a "real" car company.
Lucid was lumped in that group. Providing Lucid Airs for auto reviewers to drive over the past several weeks was a first step. Handing keys over to real, paying customers is a huge next step. The market reaction to the news reflects the fact that Lucid is now a real, actual, legitimate EV manufacturer. It's not just a shiny prototype on a stage accompanied by an impressive marketing deck.
LCID stock is surging to reflect the company's achievement.
Of course, there are many challenges ahead for Lucid.
With customers driving its EVs will come real-world reaction to the cars. Based on early reviews of the Lucid Air, that may not be a problem, but any potential issues with the vehicle and/or Lucid's manufacturing process will quickly become evident. In addition, the company will be in the process of ramping up production to mass scale. That can come with problems. I'm sure you remember Tesla's scramble several years ago that led to the company assembling cars in giant tents.
Lucid's biggest challenge is likely going to be expanding its model lineup. The Lucid Air series is a luxury sedan with a price that ranges from over $77,000 to $169,000. That is a very limited market. To survive and grow, the company needs to offer what the bulk of automobile buyers want: electric SUVs and mass-market EVs. The company has already announced the Gravity SUV, which is planned to go into production in 2023. After that, Lucid is talking a $25,000 EV but details are vague at this point.
Bottom Line on LCID Stock
LCID stock is making big moves to close out the week and the momentum is likely to continue as its first customers start to drive their new Lucid Airs.
Having an EV rolling off the production line is a big win for Lucid. If you add shares of this EV company to your portfolio now, there's a good chance they will deliver solid growth over the next few years. However, this Portfolio Grader "B" rated stock is not without risk. Any poor experiences among the first Lucid Air buyers could result in a short-term hit to LCID stock. And over the longer term, the company still has to prove it can ramp up production to full speed and expand its lineup beyond luxury sedans.
Tesla has proven it can be done. And just look at the returns TSLA stock has delivered. That's the hope for Lucid investors, and Oct. 30 marks the completion of a big milestone on that path.
On the date of publication, neither Louis Navellier nor the InvestorPlace Research Staff member primarily responsible for this article held (either directly or indirectly) any positions in the securities mentioned in this article.
Louis Navellier, who has been called "one of the most important money managers of our time," has broken the silence in this shocking "tell all" video… exposing one of the most shocking events in our country's history… and the one move every American needs to make today.
Article printed from InvestorPlace Media, https://investorplace.com/2021/11/lucid-lcid-stock-is-surging-as-first-deliveries-are-confirmed/.


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As we go through our Letter of the Week Curriculum, we always refer back to the Chicka Chicka Boom Boom book at the end of each letter we learn. My daughter still loves this book no matter how many times we read it! Once we're done learning each letter we add it to our Chicka Boom Palm tree to show all the letters she knows. We also use the tree to review learned letters.
I found this super cute Palm Tree (link to Amazon) at a local teacher store, but you could easily make one with construction paper too!
It includes numbers, upper and lowercase letters, a coconut fold out book to practice their name, a color book and a shapes identification game.
Thank you so much for this post. I want to let you know that I posted a link to your blog in CBH Digital Scrapbooking Freebies, under the Page 4 post on Sep. 08, 2010. Thanks again.
I loved your CCBB tree from last year that I stole the idea and made my own this summer for our school year. Heres my post with it: http://momto2boys24.blogspot.com/2010/08/alphabet-tree.html Thanks for all you do and all your free printables as well. My boys love your printables!
We're starting homeschool next week, and I've already picked up this book and poster board to do the tree. Thanks so much for passing on your ideas!
I made a tree for your letters to be hung on. Now, I'm thinking I should have bought one! It's so much cuter!!
What a cute idea! My girls both loved Chicka Chicka Boom Boom. I should read it to my son for preschool, but I'm tired of it by now. The hazards of teaching 4 kids, I guess!
I almost bought the tree, it sure is a cute one! Instead, I opted for brown package wrapping to use as my tree and dark green craft foam for palm tree branches. Coconuts will be some sort of brown paper. Your letters are laminated and ready to go — great idea!!
Ohhh I love this idea!! I'm going to modify this lapbook for our pre k at co-op, which i am teaching, thanks for the inspiration!!!!


text:
Q: How to display a different value for dropdown list and selected item in a CheckComboBox in Xceed WPF toolkit? I've got a CheckComboBox bound to a list consisting of one simple index and a full description like this:
code   full_description
1      Bus
2      Car
3      Motobike

Is it possible to show just 1,2,3 for selected items and show full description when dropping down the list?
I found a similar question here. But since CheckComboBox using the difference implementation, I have modified the part of class ComboBoxItemTemplateSelector as follows:
    public override DataTemplate SelectTemplate(object item, DependencyObject container)
    {
        SelectorItem selectorItem = VisualTreeHelpers.GetVisualParent<SelectorItem>(container);

        if (selectorItem != null)
        {
            return DropDownTemplate;
        }
        return SelectedTemplate;
    }

It works fine with dropdown list, but no luck with selected items. I tried to dig into the source code of CheckComboBox but got nothing. Hope someone can help me out. Thanks.

A: Did you try to just set the ContentTemplate of ItemContainerStyle?
<ComboBox.ItemContainerStyle>
    <!--Not sure what TargetType you should use-->
    <Style TargetType="ComboBoxItem">
        <Setter Property="ContentTemplate">
            <Setter.Value>
                <DataTemplate>
                    <!--Here goes your DropDownTemplate-->
                    <TextBlock Text="{Binding Description}" />
                </DataTemplate>
            </Setter.Value>
        </Setter>
    </Style>
</ComboBox.ItemContainerStyle>

Also, set DisplayMemberPath to your desired property.

A: 1.override ToString() in your item class:
 public override string ToString()
 {
    return  full_description;
 }

2.set DisplayMemberPath to code
<CheckComboBox ItemsSource="{Binding CarList}"
              DisplayMemberPath="code" />

redpajama_set_name: RedPajamaStackExchange


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text:
Justia Lawyer Directory Divorce North Carolina North Wilkesboro Attorneys
North Wilkesboro, North Carolina Divorce Lawyers
James Karl Jordan IV
Wilkesboro, NC Divorce Lawyer with 4 years experience
Wilkesboro, NC 28697
Divorce, Criminal, Employment and Family
University of North Carolina School of Law
I am a double Tarheel, UNC-CH and UNC Law alum, and a licensed North Carolina attorney. I am a Statesville, Iredell county native. I love the Lord, Jesus Christ, our great Advocate and Defender, and am an active member at Franklin Baptist Church in Salisbury, NC. In my spare time I enjoy Bible study, volunteering, spending time with family, sports of all kinds, cooking and hiking.
Joel C. Harbinson
Taylorsville, NC Divorce Attorney with 40 years experience
(828) 632-4264	70 East Main Avenue
Taylorsville, NC 28681
Free ConsultationDivorce, Criminal, DWI and Family
Joel C. Harbinson attended the University of North Carolina at Chapel Hill and graduated in 1977 with an A.B. degree and from the University of North Carolina at Chapel Hill School of Law in 1979 with a J.D. degree. He has been self-employed since 1979 as a criminal, domestic, and personal injury attorney in Taylorsville. In addition, Joel is a certified mediator in Superior Court cases, receiving accreditation from the N.C. Dispute Resolution Commission in 1998, and is a certified arbitrator in District Court cases. Joel is the former President of the 22nd Judicial District Bar Association (1987-1988, 1999-2000) and a...
Edward Lawrence Hedrick V
Taylorsville, NC Divorce Lawyer
(828) 228-2398	22 W. Main Ave.
Free ConsultationDivorce, Criminal, Domestic Violence and Juvenile
North Carolina Central University School of Law
Edward, a Taylorsville native, knew from a young age that his calling in life was to be an attorney. Some of his earliest memories involve watching his father at his law office. Over the years, his desire to help others through legal work has only grown stronger. Edward is a third-generation lawyer, and it brings him immense pride to practice in the same building as both his father and grandfather before him.
An avid Tar Heel fan, Edward attended UNC Chapel Hill for his undergraduate studies. He received degrees in both economics and public policy.
For his legal education, Edward...
Edward Hedrick IV
Taylorsville, NC Divorce Attorney
(828) 632-8833	22 W Main Ave
Divorce, Criminal, DWI and Family
Robert Anthony Hartsoe
Winston-Salem, NC Divorce Lawyer with 26 years experience
(336) 390-4774	1068 W. Fourth Street
Divorce, Business, Collections and Family
Washington University School of Law
To R. Anthony "Tony" Hartsoe, the law has always felt like a calling, not a job. He loves helping people through some of the toughest moments in their lives. With a family of his own and work experience that dates back to when he was 12 years old, Tony can relate to many of his clients and utilizes his knowledge to aggressively represent them with strength and integrity. He received his Bachelor of the Arts Degree from Oral Roberts University before attending Washington University School of Law. Tony graduated with a Juris Doctor Degree in 1994. Attorney Hartsoe has worked...
Dustin S. McCrary
Statesville, NC Divorce Lawyer with 9 years experience
(704) 380-0456	102 West Broad Street
North Carolina Central University
Divorce is tough. There's no way around it. Divorce is stressful, intensely emotional, and overwhelming. It is the perfect storm of problems, from determining child custody arrangements, divvying up assets, and untangling previously tangled lives.
There's where I come in. I'm Dustin McCrary, a divorce lawyer focusing on the needs of divorce and separation, child custody, child support, alimony and spousal support, property distribution, and domestic violence. And I'm here to help.
My clients would tell you that I have the natural ability to put them at ease. I have a calming presence and genuinely care about every person I meet. I'm...
Eleanor Panetti
Winston Salem, NC Divorce Lawyer with 31 years experience
(336) 724-2600	102 West Third Street
Divorce, Estate Planning and Family
Eleanor Panetti is a Winston-Salem lawyer who has been practicing family law for nearly three decades. Eleanor provides comprehensive legal counsel to men and women involved in family law disputes, to spouses creating and expanding families through adoption, and to those protecting and caring for children of family members. She is skilled and experienced in all matters related to divorce, custody and paternity, property settlement and support, the legal issues unique to the LGBT community, and those specific to senior populations.
Eleanor is passionate in her representation of people involved in family disputes, whether through divorce, supporting parents through child custody...
James Leigh Epperson
Boone, NC Divorce Attorney with 29 years experience
(828) 266-0145	184 North Water Street
Divorce, Domestic Violence and Family
The founding attorney and partner of Epperson Law Group, James L. Epperson, has served in the Navy JAG Corps before founding his family law practice in Weddington and Charlotte, North Carolina. In his work with the Navy, Attorney Epperson represented servicemen and women through courts-martial cases, as well as handling high-stakes negotiation for the release of Navy service members from foreign captors in the Middle East. This high-stress work has prepared him for the stressful and emotionally trying world of family law, where he provides counsel and litigation services, as well as mediation and arbitration, for those facing divorce, custody...
David Turlington III
(828) 263-8860	Boone, NC 28607
Free ConsultationDivorce, Construction, Domestic Violence and Family
Serving North Carolina, Boone and the High Country since 1987
C. Jason Ralston
Statesville, NC Divorce Attorney with 18 years experience
(704) 878-0757	117 N. Kelly Street
Divorce, Criminal, Family and Real Estate
Cumberland School of Law, Samford University
Jason is a 1993 graduate of Oak Ridge Military Academy. From there, he attended The Citadel, the military college of South Carolina. He earned his Bachelor of Arts in business administration in 1997. Jason attended Cumberland School of Law, at Samford University, in Birmingham, Alabama where he received his Juris Doctorate in 2000. He has been a member of the North Carolina State Bar since 2001. Jason has practiced law full time in the Iredell County and surrounding areas since 2001 and joined the firm of Gottholm, Ralston and Benton, PLLC in 2014. Jason practices primarily in...
Denise Anderson
Cornelius, NC Divorce Lawyer
(984) 244-1145	19109 W. Catawba Avenue, Suite 200
Free ConsultationDivorce, Family, Immigration and Medical Malpractice
Charlotte School of Law
Attorney Anderson is a passionate, knowledgeable, and dedicated attorney who stands with her clients every step of the way. After spending over a decade in the health care industry, that experience coupled with her experience as an attorney has positioned her to deliver unparalleled service to her clients. Her experience allows her to seamlessly analyze medical records and apply the law to determine the validity of medical malpractice cases, nursing home abuse cases, and personal injury cases.
Attorney Anderson also focuses on Immigration cases. Immigration law is not just a professional choice; it is a calling. As an immigrant,...
Erica L. Backus
Winston-Salem, NC Divorce Lawyer with 5 years experience
(336) 485-4907	1133 West First Street
Erica focuses her practice primarily on family/domestic law in Winston-Salem, Greensboro and surrounding counties and is admitted to the North Carolina bar.
She attended North Carolina State University for her undergraduate degree where she majored in Politcal Science and minored in Spanish, graduating with honors.
Erica attended law school at Charlotte School of Law, where she was a Merit Scholar and served as the Senior Student Works Editor of the Access to Justice Law Journal and a Criminal Law Teaching Assistant.
She currently lives in Winston-Salem and enjoys running, playing soccer, cooking, reading, and spending time with family and friends.
Jonathan Dean Griffin
(704) 873-5500	400 East Broad Street
Divorce, Domestic Violence, Family and Traffic Tickets
For all your Family Law and Criminal Defense needs, Call Jonathan! - (704) 873-5500
Since earning his law degree with honors in 2001, Statesville, North Carolina, attorney Jonathan D. Griffin has dedicated his professional energies to advocating vigorously for clients in Iredell County and the surrounding area. Today, our extremely active, thriving practice at Griffin Law, PLLC, is focused on divorce, child custody, criminal defense, DWI, and traffic law.
Darren S Cranfill
Clemmons, NC Divorce Attorney with 25 years experience
(336) 766-9997	2625 Neudorf Rd.
Clemmons, NC 27012
Divorce, Business, Estate Planning and Real Estate
Wake Forest University School of Law
My areas of private practice include Commercial and Residential Real Estate, Corporate Law, Wills and Estates, Foreclosures, and Family Law.
1994 Graduate Wake Forest University School of Law
(336) 766-0229	3802 Clemmons Road
Divorce, Personal Injury and Workers' Comp
Christopher D. Lane has been practicing law in North Carolina since 1994.
He received hs Bachelor of Arts degree, Summa Cum Laude, from Albion College in 1986.
He is a Cum Laude graduate of Wake Forest University School of Law, where he also received an MBA degree.
Mr. Lane is admitted to practice in the Fourth Circuit Court of Appeals, the Western, Middle and Eastern District Federal Courts of North Carolina, as well as the State Courts of North Carolina.
Mr. Lane has extensive experience in Debtor / Creditor law.
His practice areas include debt counsel, debt settlement, bankruptcy, and the...
Vicki Booth Webb
Mooresville, NC Divorce Attorney
(704) 230-2332	181 N. Main St.
Divorce, DWI, Family and Juvenile
California Western School of Law
Vicki Webb is a native of North Carolina. She graduated from NC State University with a B.S. in Statistics. Knowing she wanted to work with people more than numbers and with a desire to make a difference in the world, she chose to pursue law. She saw a chance to broaden her horizons and view of the world when she was accepted to California Western School of Law in San Diego.
During law school, Vicki founded the Family Law Society at CWSL. She was chosen to participate in the year long Child Abuse Interdisciplinary Program, an intense...
Regina Gillespie
Dobson, NC Divorce Lawyer with 26 years experience
(336) 386-1072	208A East Atkins Street
Dobson, NC 27017
Regina R. Gillespie was born near Boston, Massachusetts in 1958 and was raised in South Florida, moving to Florida before she started elementary school. During her early career, she was a paralegal, a mortgage banker, and the manager of a title insurance company. Regina was thirty-three years old when she began her first year at Wake Forest School of Law. Highlights of her Law School accomplishments include winning her first year Moot Court competition, competing in Chicago and New York Moot Court competitions, and membership in The Order of Barristers. Regina graduated from Wake Law in 1993, a single mother...
Mike Godley
Mooresville, NC Divorce Lawyer with 33 years experience
(704) 663-1600	514 Williamson Rd
Campbell Law School
Mike Godley has practiced family law in Mooresville, North Carolina for 31 years. Family law deals with issues concerning the break up of a marriage such as divorce, custody of children, child support, spousal support and division of property. Family law also involves issues prior to marriage such as prenuptial agreements and issues after marriage such as separation agreements.
Mike serves his clients as an educator, adviser and advocate through the legal system, which can often be very confusing, frustrating, and time-consuming without a guide to help through the process.
Mike Godley is also a mediator who helps parties and their...
Elise Morgan Whitley
(336) 768-1515	119 Brookstown Avenue
Suite 400, Kurtz Evans Whitley
"Board Certified Specialist" in family law by The North Carolina State Bar – 2006 to present
Rated "AV" Preeminent (Judicial Edition), the Highest Possible Rating in both legal abilities and ethical standards reflecting the confidential opinions of members of the Bar and Judiciary – Martindale-Hubble / Lexis-Nexis – 2013 to present
Lora Greene
Yadkinville, NC Divorce Attorney with 30 years experience
(336) 679-8000	106 N Jackson St
Yadkinville, NC 27055
Divorce, DWI, Family and Traffic Tickets
Practicing for over 20 years in Yadkin County Traffic and Criminal Courts. Graduated From Campbell University School of Law
W. Sloan Goforth
Statesville, NC Divorce Lawyer with 11 years experience
(704) 495-3371	234 W. Broad St.
Divorce, Consumer, Criminal and Juvenile
University of South Carolina - Columbia
Born in Shelby, NC July 18, 1978. I grew up in Kings Mountain, NC. Appalachian State University, 2002; University of South Carolina School of Law, 2008. Member: North Carolina Bar Association; Iredell County Bar Association Bio: I taught US History for three years at Hunter Huss High School in Gastonia North Carolina. During my time as a teacher, I also coached the boys and girls soccer teams and participated in other school activities. I am an avid Appalachian State football fan and enjoy traveling to Boone, NC for the games. ...
James LaRoss Ketner
Mocksville, NC Divorce Lawyer with 23 years experience
(336) 940-3984	Mocksville, NC 27028
Divorce, Business, Family and Real Estate
Solo Attorney focusing on Family/domestic law and real estate law providing prompt, professional, courteous service since 1996.
Salisbury, NC Divorce Attorney with 29 years experience
(704) 639-1900	215 N Main St
Divorce, Criminal, Family and Personal Injury
Regent University School of Law
James is a North Carolina Board Certified Specialist in Federal and State Criminal Law with a trial practice in criminal, domestic, and general litigation. He is deeply committed to excellence and professionalism in the practice of law, having served on the North Carolina State Bar Specialization Criminal Law Committee, the North Carolina State Bar Board of Continuing Legal Education, and was Issue Planning Editor of the Law Review at Regent University. James also lectures at criminal, family law, and trial practice continuing legal education (CLE) programs, and is regularly designated by the Capital Defender as lead counsel in capital murders.
Andrew Wingo
Mooresville, NC Divorce Attorney with 22 years experience
Divorce, Business, Criminal and Family
Andrew J. Wingo graduated from Norman A. Wiggins School of Law at Campbell University with his J.D. in 1998. He has nearly two decades of legal experience in the areas of commercial real estate, business law, criminal law, personal injury, and domestic/family law. A true trial attorney, Andrew has effectively litigated cases across state and federal courts for his clients. He is aggressive when protecting his clients and bold when asserting their rights. Andrew is licensed to practice in North Carolina and South Carolina.
Bryan Alan Corbett
Statesville, NC Divorce Attorney
(704) 253-4866	258 E. Broad Street
Divorce, Criminal, Family and Traffic Tickets
Bryan is the Managing Partner at Harbinson, Brzykcy & Corbett, LLP, located in his hometown of Statesville, North Carolina, and serves citizens in an around Iredell and Alexander counties. Bryan's areas of practice include traffic violations, DWI arrests, criminal defense, family law, personal injury, estate planning, and business/civil litigation. Bryan takes enormous pride in his community and looks forward to continuing to enrich the lives of friends and neighbors in the months and years ahead.
Christine Hart
(704) 710-6396	19109 W Catawba Ave
Free ConsultationDivorce, Nursing Home, Personal Injury and Traffic Tickets
Kelly Bross Myers
Cornelius, NC Divorce Attorney
(704) 896-0906	18805 W. Catawba Ave
Divorce, Criminal and Estate Planning
Gary Isenhour
Winston-Salem, NC Divorce Attorney
(336) 761-1062	Suite 230, 8 West Third Street
In 1977 I started my practice as a Forsyth County lawyer, and eventually came to practice throughout Triad. I have come to enjoy family law cases. What I mean by that is I enjoy the challenge of handling any legal issue which directly affects any member of either an ongoing or dissolving family. That includes criminal, traffic, divorce, separation agreements, prenuptial agreements, domestic restraining orders (50-B) juvenile cases, child custody, post separation support, alimony, equitable distribution, wills, trusts, estates, probate, real estate, personal property issues, and traffic, to name a few. A good lawyer will enjoy the technicalities involved in...
Christina Clodfelter
(704) 873-2172	316 E Broad St
Free ConsultationDivorce, Criminal, Family and Personal Injury
Christina Clodfelter was raised in Statesville, NC, and is a graduate of Statesville High School. She received a B.A. degree in Political Science and English from the University of South Carolina in 2007. She then returned to North Carolina where she received her Juris Doctorate from the University of North Carolina School of Law. Ms. Clodfelter lives in Statesville and practices in the Statesville office. Ms. Clodfelter is excited to be practicing law in her hometown. She enjoys spending time with her family, who has strong ties to the Statesville community, and is an active South Carolina Gamecock fan.
James B. Wilson
Winston-Salem, NC Divorce Attorney with 28 years experience
(336) 773-0059	411 Waughtown Street
Divorce, DWI, Estate Planning and Traffic Tickets
James B. Wilson, Jr. is a Winston-Salem native and graduated from R.J. Reynolds High School in 1981. He then went on to attend North Carolina State University where he received a B.A. in Criminal Justice in 1987. After Wilson graduated from N.C. State, he received his Juris Doctorate in 1991 from the University of Tennessee where he was a founding member of the Sports Lawyers Association and, an editor for the Tennessee Law Review.
Wilson worked for Blue Chips Sports management of Boston and helped to develop the Minor League Football System in the late 1980's. In the...
Katherine H Pekman
Hickory, NC Divorce Lawyer with 8 years experience
(828) 221-2223	353 1st Avenue NW
Jacqueline Marie Druar
Mooresville, NC Divorce Lawyer
Divorce, Bankruptcy, Business and Family
Stephanie Marie Killian
Mooresville, NC Divorce Attorney with 6 years experience
(704) 457-1073	330 S Main St.
Divorce, Domestic Violence, Entertainment & Sports and Family
Jon William Welborn
Statesville, NC Divorce Lawyer
Divorce, Domestic Violence, Family and Juvenile
William (Bill) W. Cameron III
Salisbury, NC Divorce Lawyer
(704) 633-5723	117 West Council Street
Matthew G. Moore
Mooresville, NC Divorce Lawyer with 6 years experience
(704) 878-0757	114 Morlake Drive
Divorce, Business and Family
Matthew Moore was born in Charlotte, North Carolina, and attended college at the University of North Carolina at Charlotte. During his undergraduate work, Matthew served as a member of the UNC Charlotte Pre-Law Society where he met his wife. He graduated on the Chancellor's List, obtained a B.A. in Criminal Justice and Criminology and an Associate's Degree in Spanish. While attending college, Matthew obtained a License from the North Carolina Justice Academy and became the youngest Concealed Carry Instructor in North Carolina. Upon graduation, Matthew attended law school where he served as a member of the Criminal Law Society, Family...
Clifton Homesley
(704) 457-1073	330 S Main Street
Clifton W. Homesley has been practicing law for nearly 30 years. He focuses his practice on business litigation, estate planning and administration, commercial transactions, trademark litigation, and contract drafting/negotiation. He also possesses unique knowledge of and regularly represents those in the motorsports industry (NASCAR). Cliff is highly respected in legal circles and has presented at numerous seminars on a wide range of legal topics. Cliff has taken cases before all levels of North Carolina's state courts, including the North Carolina Court of Appeals and North Carolina Supreme Court.
Charles Arthur Schieck
(704) 873-2131	113 N Center St
Campbell University and Southern Illinois University School of Law
Jimmy Barnhill
(336) 721-3628	One West Fourth Street
Kara Helms
(336) 725-9597	110 Oakwood Dr
Divorce, Arbitration & Mediation and Family
Divorce Lawyers in Nearby Cities
Millers Creek
Hamptonville
Divorce Lawyers in Nearby Counties
Alleghany County
If a person wishes to terminate his or her marriage, he or she may file for a divorce. In a divorce proceeding, the court will terminate the marriage and determine the rights and responsibilities of the divorcing parties regarding child custody, child visitation, child support and spousal support (alimony). The court will also redistribute marital assets.
Depending on where you reside and where your assets are, the division of property can be a very simple or very complex process. Disputes often arise during this phase of a divorce if the two parties disagree as to who should receive which assets or property.
Finding a divorce lawyer who is experienced and reliable can reduce your stress and help you make the best choices possible. A good divorce lawyer should be a problem solver who is skilled at negotiation and possesses a solid trial background. If both parties are open to alternative dispute resolution, such as arbitration or mediation, finding a lawyer experienced in collaborative divorce or divorce mediation would be beneficial.
Divorce lawyers also handle child custody issues, including multi-state and international child custody situations. Some divorce lawyers may be certified by their states as being family law specialists. Certification often requires that a lawyer meet certain experience and educational criteria.
Legal Custody: A parent with legal custody has the right to decide on the child's upbringing, education, and medical care. A court may grant legal custody to one parent (sole legal custody) or both parents (joint legal custody).
Separate Property: Property acquired before marriage or during the marriage as a gift or inheritance, or bought during marriage with separate property.


As part of our work towards the Eco Green Flag award, the eco committee chose a focus on water. You will already be aware that we are running a raffle draw for all those who purchase a re-useable bottle from school during January. The Eco committee has decided that they would like to support water initiatives on a global scale, and together we have chosen the charity, Toilet Twinning.
· 2.3 billion people don't have somewhere safe and hygienic to go to the toilet?
· The lack of a loo makes women and girls a target when they go to the toilet in the open, late at night?
· Almost 1,000 children die every day from preventable diseases linked to dirty water and unsafe toilets?
· 663 million people live without safe water?
· Children worldwide miss 443 million school days each year because of dirty water and poor sanitation?
On Friday 8th February 2018, we will be fundraising to sponsor toilets in impoverished households in the country of our choice. The money raised also funds the work of international relief and development agency Tearfund. Our donation will be used to provide clean water, basic sanitation, and hygiene education.
To raise money, we will be going 'Blue for the Loo' for the day. On this, pupils can come to school dressed in blue in exchange for a 50p donation. Thank you for your support.


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Britain's summer of discontent is a story of poor planning
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Joseph told Pharaoh to use his seven years of plenty to prepare for the hard times ahead. In Aesop's fable, the grasshopper danced through the summer while the industrious ant prepared for a harsh winter.
Western leaders have no shortage of good advice from the classics, but it's clear they don't always follow it.
During the golden age following the end of the Cold War, prosperity based on globalization and "beautiful" growth (non-inflationary, constantly expansionary) was treated as if it would last forever. Investment in national resilience has been ignored. The pandemic, a hostile China and the war in Ukraine have shown that the fruits of the long peace have been wasted.
Now the UK is grumbling for "a summer of discontent". Inflation stands at 9.4% while energy costs in Britain soared 57%, with further hikes expected in October. Public sector unions understandably want wage increases to match the price spiral and have flexed their muscles. The railway network is paralyzed by strikes.
If political leaders had bitten the bullet during the good times and imposed realistic staffing levels and flexible working, then higher wages for railroad workers might make sense. But in good years, no government was willing to spend political capital. Unions are forcing drivers on the London Underground railways designed to be driverless. Today, most passengers also buy their tickets from vending machines and not from ticket offices, but the unions have managed to ensure that the latter remain open.
There is broader unease about the government's ability to deliver on its promises. In a moment of remarkable candor, Michael Gove, one of the Cabinet's most experienced ministers until his falling out with Boris Johnson, recently told a think tank: 'There are certain core functions – giving you your passport , give your driver's license – which are simply, at the moment, not working.
Even if you have a passport, leaving the country is no picnic. Dover, the main seaport for car journeys to mainland Europe, has seen long queues for passport checks. Try to escape by plane and you will find that airlines have canceled many flights due to lack of staff, many of whom have been recklessly laid off during the pandemic. Short-termism has become part of the national character.
A policy of restricting the number of hospital beds also proved foolish during Covid, and the healthcare system has been in crisis ever since. A waiting list of nearly seven million people for treatment has accumulated. But don't expect to rush to the hospital, even if you have a heart attack. The average wait time for an ambulance is 52 minutes, 30 minutes longer than expected. Appointments with general practitioners are also difficult to obtain. A free national health service is great, but only if you can use it.
Passport delays, transportation bottlenecks and government paralysis can be resolved, but some structural reforms are long overdue.
A mile from my home in Islington, north London, a water main burst, flooding the streets. Billions of gallons are wasted every year. My privatized local water company, Thames Water, urges me to be a 'hot spot hero', taking care to conserve 'every drop' of water. A drought has been officially declared, watering bans have been imposed and talks of rationing are rife – even as Britain receives more rainfall each year. A modest proposal: can't they just fix the pipes?
No new reservoirs were dug despite a growing population. The Environment Agency objected to the latest because it was "unnecessary". The water regulator, OFWAT, has let investment levels in the industry fall despite record profits.
Moreover, a "winter of discontent" is coming. Cornwall Insight, an energy consultancy, expects the energy price cap to drop from £1,971 to £4,427 ($5,366.85) next April. Will the lights go out? Bloomberg's scoop this week on the government's contingency planning for power outages added to the growing gloom – since the 1970s there has been no talk of a three-day week and rationing.
If only previous governments would listen to expert advice on investing in an energy mix that includes nuclear and cooking gas as well as renewables. But an obstructive planning regime invited postponement, and the political class, as always, found strong short-term electoral incentives to put off tough choices.
Meanwhile, Liz Truss and Rishi Sunak continue their bad-tempered fight for the leadership of the Conservative Party and the country, while the rest of the government takes a long vacation. Their speech on tax cuts and donations pleases the crowd. But with a general election slated for two years from now, which of them is brave enough to plan for a larger time horizon? Whether it's a big or a small state, we all want one that works.
This column does not necessarily reflect the opinion of the Editorial Board or of Bloomberg LP and its owners.
Martin Ivens is the editor of the Times Literary Supplement. Previously, he was editor of the Sunday Times of London and its main political commentator.
More stories like this are available at bloomberg.com/opinion
Bandleader Jon Batiste leaves Colbert's The Late Show after 7 years
More than 2000 complaints in July


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Django Unchained #1 Review
Nicole Rodrigues | Jan 2, 2013
Movie tie in comic books or video games are known to be cash grabs with a flimsy premise and little thought put into them. I generally overlook them because of this and didn't really intend on picking up Django Unchained yet somehow found myself flipping through it. I've not seen the film so I went in blind but hoped that Quentin Tarantino's direct involvement would mean it was worth a read.
His introduction certainly settled some of my fears. This comic book is essentially the entire script, fully formed and almost separate from the movie. While the film evolves and changes during shooting (adding scenes or subtracting them depending on what works best), the comic is the full story as Tarantino originally envisioned it. That's pretty cool and certainly not the usual approach to cross media promotional products, which usually expand on extraneous details instead of forming a cohesive story.
Since the comic is written by Tarantino, the dialogue is sharp, the violence quick but efficient, and the premise is solid but just ridiculous enough you know who conceived of it. Dr. King Schultz, a mysterious man of foreign origin not yet revealed– all we know is that English is his second language– encounters slavers on the move with their "property". He's looking for one slave in particular and lucky for them both, finds him there. Jango becomes Django when Schultz signs for his new purchase, adding a silent D and asserting that it "adds character". All somewhat unnecessary considering he's killed one slaver and trapped the other beneath his horse. Negotiations did not go well.
The interaction between Django and Schultz is great and their banter is all very natural, as wordy as Tarantino can sometimes be. Schultz is disgusted by slavery and guarantees Django his freedom as long as he assists him in finding the Brittle Brothers. Considering these were the men that captured Django and his wife (raping her in the process), he's happy to assist Schultz. This is all information found in the trailer but is really well set-up in the comic. I haven't seen the film yet but by the time I finished this first issue, I was pretty excited about catching it on opening day.
The art isn't spectacular in this series but neither does it detract from the story. I'm not a fan of Guera's work but if you enjoyed Scalped, you'll like this. It almost looks like an old issue of Jonah Hex, which lends itself to a credible Western comic feel. The story is great so far and I think it will be a strong title separate from the movie. Tarantino's style really suits the comic medium and I really do hope that he continues to do graphic novel series' of his films or any concepts that don't make it to the big screen. An ongoing series would fulfill his need to tell the complete story without having it turn into a four-hour movie. It makes sense and I think it would also make his fans happy.
I've not seen the film so I went in blind but hoped that Quentin Tarantino's direct involvement would mean it was worth a read.
↠ Pixels & Ink #176 – This is Halloween?
↠ Digital Extremes Announce New FPS Keystone
↠ New Rock Band DLC on the way
↠ Amazon Buys MGM Studios For $8.45 Billion
↠ Roku announces new portable Streaming Stick
File Under: Quentin Tarantino, Vertigo
Name: Django Unchained #1 Review Score: 8
R.M. Guera
Cover Art By:


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Shops, Spas & Casino
ASIA'S NEW ENTERTAINMENT CAPTITAL
WELCOME TO THE STUDIO CITY MEDIA PORTAL
MELCO CROWN ENTERTAINMENT GIVES MUST STUDENTS A GLIMPSE BEHIND THE CURTAINS OF ASIA'S ENTERTAINMENT CAPITAL
MACAU – Wednesday, January 27, 2016: Melco Crown Entertainment Limited (Nasdaq: MPEL) ("Melco Crown Entertainment", "MCE" or the "Company") is a developer, owner and operator of gaming and entertainment resort facilities in Asia. The Company has always been committed to developing and nurturing Macau's homegrown talent. The opening of Studio City has brought Macau to a new era of entertainment through the many world-class attractions it offers. With these attractions come a great variety of unique career opportunities in entertainment production for local talent. In collaboration with the Macau University of Science and Technology, Melco Crown Entertainment held the first behind-the-scenes tour for its students, with the aim of providing some inspiration for those choosing possible careers.
The group of 30 students, led by Prof. Chen Xi, Vice President of the Macau University of Science and Technology, Prof. Philip Xie, Dean of the Faculty of Hospitality and Tourism Management, Ms. Brenda Yang, Program Director of the Faculty of Hospitality and Tourism, and Ms. Amy Chan, Coordinator of the Center for Entrepreneurship and Career Planning, started their journey at the 5000-seat Studio City Event Center, the most premium performance venue in Macau. Students learned how an international-standard performance is produced. The group then visited the Batman Dark Flight, the world's first flight simulation ride based on the 'Batman' intellectual property franchise; they were also briefed on the design, construction and operation of the Golden Reel, Asia's highest figure-8 Ferris wheel; and the tour concluded at The House of Magic, Macau's first multi-theater resident magic show.
During the tour, the students met with several local employees of Melco Crown Entertainment, who shared with them their unique experience in working at these world-class entertainment attractions.
Prof. Chen Xi, Vice President of the Macau University of Science and Technology, said, "Melco Crown Entertainment's rapid development in the leisure and tourism industries has demonstrated tremendous cultural creativity. The world-class entertainment offerings at Studio City are instrumental to Macau's development into the World Center of Leisure and Tourism. This tour has been a great platform for students to broaden their horizons."
Prof. Philip Xie, Dean of the Faculty of Hospitality and Tourism Management, said, "The behind-the-scenes tour organized by Melco Crown Entertainment has provided information and insights on the operations of a hotel and entertainment productions to our students who specialize in hospitality and tourism. These insights are essential for their professional knowledge and career planning."
This press release contains forward-looking statements. These statements are made under the "safe harbor" provisions of the U.S. Private Securities Litigation Reform Act of 1995. The Company may also make written or oral forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission (the "SEC"), in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including statements about the Company's beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties, and a number of factors could cause actual results to differ materially from those contained in any forward-looking statement. These factors include, but are not limited to, (i) growth of the gaming market and visitation in Macau and the Philippines, (ii) capital and credit market volatility, (iii) local and global economic conditions, (iv) our anticipated growth strategies, (v) gaming authority and other governmental approvals and regulations, and (vi) our future business development, results of operations and financial condition. In some cases, forward-looking statements can be identified by words or phrases such as "may", "will", "expect", "anticipate", "target", "aim", "estimate", "intend", "plan", "believe", "potential", "continue", "is/are likely to" or other similar expressions. Further information regarding these and other risks, uncertainties or factors is included in the Company's filings with the SEC. All information provided in this press release is as of the date of this press release, and the Company undertakes no duty to update such information, except as required under applicable law.
About Melco Crown Entertainment Limited
Melco Crown Entertainment, with its American depositary shares listed on the NASDAQ Global Select Market (NASDAQ: MPEL), is a developer, owner and operator of casino gaming and entertainment casino resort facilities in Asia. Melco Crown Entertainment currently operates Altira Macau (www.altiramacau.com), a casino hotel located at Taipa, Macau and City of Dreams (www.cityofdreamsmacau.com), an integrated urban casino resort located in Cotai, Macau. Melco Crown Entertainment's business also includes the Mocha Clubs (www.mochaclubs.com), which comprise the largest non-casino based operations of electronic gaming machines in Macau. The Company is also developing the planned Studio City (www.studiocity-macau.com), a cinematically-themed integrated entertainment, retail and gaming resort in Cotai, Macau. In the Philippines, Melco Crown (Philippines) Resorts Corporation's subsidiary, MCE Leisure (Philippines) Corporation, currently operates and manages City of Dreams Manila (www.cityofdreams.com.ph), a casino, hotel, retail and entertainment integrated resort in the Entertainment City complex in Manila. For more information about Melco Crown Entertainment, please visit www.melco-crown.com.
Melco Crown Entertainment has strong support from both of its major shareholders, Melco International Development Limited ("Melco") and Crown Resorts Limited ("Crown"). Melco is a listed company on the Stock Exchange and is substantially owned and led by Mr. Lawrence Ho, who is Co-Chairman, an Executive Director and the Chief Executive Officer of Melco Crown Entertainment. Crown is a top-50 company listed on the Australian Securities Exchange and led by Chairman Mr. James Packer, who is also Co-Chairman and a Non-executive Director of Melco Crown Entertainment.
For media inquiries, please contact:
Melco Crown Entertainment
Ms. Maggie Ma
Email: maggiema@melco-crown.com
Ms. Jessie Kuan
Senior Manager, Public Relations
Email: jessiekuan@melco-crown.com
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