Instead of assimilating the businesses they've taken over, some companies from emerging markets have allowed acquisitions to retain their independence—and their top management teams.
Although it's early, signs suggest that this approach is working. Partnering, as the authors call it, even helps emerging giants bag premier companies—as the Ülker Group did with Godiva.
Some drivers of the approach are peculiar to emerging multinationals, but companies like Cisco and Renault have also experimented successfully with this hands-off technique.
What counts in making a happy marriage is not so much how compatible two people are, wrote Leo Tolstoy, but how they deal with incompatibility. That philosophy underlies a novel approach to M&A that some emerging multinationals have adopted. Instead of rushing to integrate businesses they've bought overseas, they've allowed their acquisitions to continue operating independently, almost as if there had been no change of ownership. Each organization focuses on what it does best even as it learns to use the resources and capabilities of the other to achieve its goals.
Partnering—our term for this approach—entails keeping an acquisition structurally separate and maintaining its own identity and organization. The acquirers retain the senior executives, particularly the CEOs, of the corporations they buy and give them the same power and autonomy they used to enjoy. The new parents simply lay down their values to serve as a beacon and create a fresh sense of purpose in their acquisitions. They hunt for synergies in a few areas, carefully choosing those that aren't disruptive to their acquisitions' businesses. In a nutshell, the acquirer treats the acquired organization as it would a partner in a strategic alliance. By doing so, emerging multinationals are able to manage acquisitions' organizational drivers in a nonthreatening way, reduce the unintended consequences of integration, and create an environment in which companies can easily share knowledge and best practices.
Ülker's hands-off approach to Godiva Chocolatier—which the Turkish food and beverages group acquired in December 2007—has been successful despite the current recession, according to Jim Goldman, Godiva's CEO. Here's what he had to say about how this novel M&A technique works in practice.
Why did the Ülker Group become your favorite bidder?
I'd never heard of the Ülker Group initially. I did some research on the web, and I simply couldn't visualize Ülker as our new owner: It had very different positioning; it was in chocolates but not in retail; there was no geographic overlap. But when Murat Ülker and I met during the auction process, my skepticism quickly turned to interest. What sold me were his aspirations for Godiva, his ability to invest in us for the long term, and his desire to help us realize our potential. We would also become a stand-alone organization, which we yearned for.
What was Ülker's approach to Godiva after the takeover?
We're an important investment for the Ülker Group. Its executives attend board meetings and participate in decision making, but we're expected to make decisions. For instance, when two senior executives left Godiva in 2008, I wanted to move quickly to hire two highly qualified people. The Ülker Group's senior executives met the candidates, but they respected the fact that I needed to own key decisions like those. That's typical: We've had no interference from Ülker, yet the level of support is very strong. That approach is brilliant because I feel committed to justify the trust in me. I tell our people that we're lucky we have a parent willing to invest in us even in this economy. We have a huge obligation to deliver.
How important was it to retain Godiva's top management?
One of the best things Ülker did after the takeover was to make it clear that they believed in Godiva's management. They wouldn't have bought Godiva if they hadn't liked what they saw in my team and our strategies. That created a foundation of trust and respect, which is critical for postmerger success.
What can a developed-economy company like Godiva learn from a developing-country company like Ülker?
A lot. Ülker has capabilities and technologies we don't have. Its people are great at negotiations, so that's something we're learning. Ülker is extremely entrepreneurial for a $10 billion group, and Godiva can learn from that, too. Ülker thinks globally and is pushing us to think more globally. They have more ideas about where Godiva should invest than we can handle.
How will Ülker evaluate the success of its postmerger approach?
Mr. Ülker is a smart business builder. He wants a return on his investment, but he's not looking for that to happen in an unreasonable time period. I believe the group wants to be able to say, "We took a great brand and made it better." They want to walk into a Godiva store and feel it's really working; they want to see our products and know that we're innovating; they want to see us in new countries and know we're growing globally. They have a burning desire to grow Godiva in a quality way. That's it. And then, Ülker knows, the returns will come.
It may be too early to tell how well the approach is working; cross-border acquisitions are notoriously tough to pull off. However, the signs are encouraging. We analyzed the financial performance of Indian corporations that bought 204 companies abroad between 2000 and 2007 and many of which have used the partnering approach, and we were surprised to find that they had created value for shareholders. After the takeovers, the buyers' stock prices registered a gain of 1.76% after adjusting for other major factors, suggesting that the acquisitions were responsible for the increase. That's exceptional; most cross-border takeovers destroy shareholder value. For instance, Daimler's $36 billion acquisition of Chrysler, hailed as a deal "made in heaven" in 1998, ended with Daimler selling Chrysler for $7.4 billion in 2007.
A survey we conducted of Indian acquirers' senior executives shows they're satisfied with the outcomes. On a 7-point scale (where 7 stands for "I strongly agree"), scores averaged 5.69 for the statement "You've achieved most of your objectives in executing this acquisition," and 5.47 for the statement "You're satisfied with the outcome and performance of this acquisition." When we interviewed a cross-section of employees in 10 U.S. and European companies recently acquired by Indian firms, more than 50% of them said they were "happy" with their new owners. Again, this is surprising, considering that M&A frequently results in disgruntled employees and an exodus of top talent. Thus, emerging giants could become acquirers of choice globally.
Emerging multinationals have persisted with the partnering approach despite the economic environment of the past two years. Never have companies had to place greater emphasis on reducing costs and improving efficiencies. Yet companies from developing countries have given their overseas acquisitions a great deal of managerial freedom—and financial support—to deal with the crisis as they see fit. It's time to shine a light on this intriguing tactic, and to evaluate whether companies the world over could use this postmerger integration method.
What's So Different About Partnering?
Companies have to make decisions about five issues after a takeover. The partnering approach differs from traditional postmerger integration practices on all of them, we find.
Most takeovers result in two organizations becoming one. Merging goals, procedures, and reporting relationships yields economies of scale and scope, and reduces operational and overhead costs—the raison d'être of most M&A. In stark contrast, most emerging multinationals haven't absorbed their overseas acquisitions. They've allowed the acquisitions to remain separate organizations, and have given them almost complete operational freedom even when they are in the same or related businesses. Tetley and Corus (Tata Group acquisitions), Godiva (Ülker's purchase), and Springs Industries (which Coteminas bought) all operate as stand-alone businesses despite having had new owners for three or more years.
Independence doesn't result in dramatically lower costs, but it does allow emerging giants to avoid the mistakes that doom many takeovers. When companies merge, the process disrupts operations and activities in both organizations. Creating common procedures and reporting relationships is complex and consumes significant chunks of top management's time. In the process, organizational morale dips and employee turnover soars. These hidden costs, many emerging multinationals have found, outweigh the monetary benefits of structural integration.
Reducing costs is not the only reason why emerging multinationals pursue M&A. They acquire to expand into new markets or gain control of brands and new technologies. By keeping acquisitions at a distance, they can take full advantage of overseas companies' identities and prevent their own antecedents from clouding established brands—a particular worry when it comes to growing super-premium brands such as Godiva and Jaguar or consumer icons such as Budweiser. For instance, VIP Industries, India's largest luggage producer, acquired Carlton International, the maker of high-end luggage in the UK, in 2001. The company now manufactures the Carlton line in India, but it maintains a very different organization in the UK, so that it can preserve the British essence of the brand.
Emerging giants don't entirely forgo synergies; they go after them selectively and in stages. At first, they look for activities that, if coordinated, will yield cost savings or enhance revenues without disrupting either company's core business. Taking a leaf from the strategic-alliances textbook, they use managerial links—such as joint teams and boundary-spanning individuals—to identify and exploit opportunities.
Raw material purchases are usually a good place to score quick wins. In traditional postmerger integration, procurement synergies come because the organizations have merged into one. By contrast, emerging multinationals set up teams to coordinate buying with overseas acquisitions. Soon after Tata Tea acquired Tetley, managers from both companies agreed to focus on open-market tea purchases—an area where they could reduce procurement and logistics costs just by acting in unison. They set up a buying team consisting of an equal number of managers from each company, so that each would become aware of the other's quality standards. Similarly, Ülker and Godiva coordinate cocoa and hazelnut purchases, and Tata Steel and Corus now purchase all their zinc and scrap metal together.
Sharing operational know-how is often the next step. The key word is sharing. Knowledge usually flows from the acquirer to the acquired. However, emerging multinationals make decisions using a best-in-class philosophy: Teams consider best practices, processes, and ideas from both companies before choosing which ones to follow. To ensure that ideas travel both ways, Tata Steel and Corus created several forums in which employees could discuss and share technical know-how and best practices. As a result, Tata Steel implemented some Corus technologies—reducing the heating time of its coke ovens, for example, from 24 days to nine—and Corus picked up some Tata Steel technologies—reducing consumption of scrap and energy in its hot metal steel-making process, for instance.
In December 2005, Tata Chemicals—part of India's $38 billion Tata Group—acquired Brunner Mond, a large soda ash manufacturer in the UK, and its Kenyan subsidiary, Magadi Soda, for $170 million. Here's how Tata Chemicals has implemented the partnering approach.
They would retain all senior executives and employees.
They would not change the companies' names, identities, or reporting setups.
Tata would seriously consider issues related to Brunner Mond's pension plan liabilities—then a major concern of the acquired company's employees.
Postacquisition decisions would be guided by a "best of three" evaluation philosophy, taking into account best practices, processes, and ideas from all three companies.
Talk about the Tata Code of Conduct and Business Excellence Model at every opportunity.
Convey the group's core business values and commitment to society.
Do not interact solely with Tata Chemicals people; make sure you mingle with your new colleagues.
It set up a Global Chemicals Advisory Council, chaired by the managing director of Tata Chemicals and including eight senior members drawn from all three companies to guide strategy and policies.
It constituted a three-member Business Heads Council, which is chaired by rotation. This group is responsible for coordinating operations, sales, and marketing strategies.
The three companies have started sharing data, especially when they approach global customers.
Tata Chemicals is helping Brunner Mond and Magadi Soda source equipment from Indian suppliers.
The Tata Chemicals Innovations Center in India and Brunner Mond's new-ventures team are working together to find new business opportunities in Europe.
It's tempting to leave the quest for synergy to middle managers, but senior executives are better placed to spot opportunities. For instance, a few executives from the Tata Group have joined their acquisitions' boards and vice versa. This has led to a greater flow of ideas and information and created natural opportunities for the acquirer and the acquired to work together.
Companies usually replace their acquisitions' top management teams as one of the first steps of integration. Beyond signaling the buyer's intent to change things, these actions also are a way of aligning the vision, strategy, and operating routines of the two companies. In fact, many experts believe that companies can create value from takeovers merely by replacing incumbent management teams with their own, more skilled managers.
Most emerging multinationals instead do everything they can to keep top teams intact. That, they believe, shows the buyer's confidence in the company, its strategy, and the quality of its talent. It also dispels any notion that poor performance in some way led to the takeover. As a result, the acquirers don't lose human and social capital or the team's industry- and company-specific knowledge; in fact, they can harness all that for the benefit of both parties. Debu Bhattacharya, the CEO of India's Hindalco, which bought Novelis, admits: "We paid for Novelis's assets as well as its talent. Many of them are institutions in their areas of expertise." Familiar faces reduce postmerger uncertainty among customers, suppliers, and employees; indeed, this approach has the added benefit of creating a positive organizational climate after a takeover.
Emerging multinationals assume that incumbent teams know their customers and rivals best.
Most companies end up with precious little operational autonomy after they've been acquired. Even when they aren't integrated—as is the case with some of Cisco's acquisitions—they don't get much of a free hand. Moreover, it's clear who the buyer is—and who has been bought. By contrast, emerging multinationals rarely get involved in day-to-day decision making—even on key issues such as staffing or pricing—unless asked to do so. They assume that incumbent teams know their customers, organizations, and rivals best.
Such freedom slows the pace of change, but it has distinct advantages. Independence minimizes the likelihood of poor performance after a takeover; acquirers often make bad decisions because they don't understand the acquisition's business. It also helps prevent the decision-making paralysis that can set in when managers don't understand the acquirers' expectations. In addition, autonomy motivates executives to do better. Many of the CEOs we spoke to felt lucky to have a parent willing to invest in them, and also a tremendous responsibility to deliver results.
Companies have traditionally been in no hurry to unify cultures and values following a merger. The "soft" stuff is tough to tackle, so executives usually focus first on generating synergies. By contrast, most emerging multinationals communicate values, ethics, and business philosophies immediately after a takeover. That's critical for this approach to work: Structural separation and operational autonomy deliver results only when an acquisition understands the parent's values.
Some companies create monetary incentives that help in achieving common goals, even when the acquisitions are structurally separate. For example, M&M initially took a majority stake in the companies it bought, keeping 51% and leaving the remaining equity for the previous owners or offering it to managers through stock options. Later, it floated a publicly traded corporation that held stakes in all the acquired companies. Shareholders, including executives of the acquired businesses, received shares in that company in lieu of those they held. Not only has there been greater cooperation between those companies since then, but M&M has found that senior managers are now more likely to take into account the interests of all the companies in the group before making decisions.
It's interesting to speculate about how broadly applicable the partnering approach is. After all, some of the drivers of the approach are more characteristic of emerging multinationals. One, they often buy companies that own powerful brands or state-of-the-art technologies and have strong management teams, so it's natural that they would retain their acquisitions' identities and management. Two, emerging multinationals' resources and those of overseas acquisitions are often complementary—not substitutable. That's why selective coordination has been enough to create value. Three, some emerging multinationals simply lack the capabilities to manage complex overseas integrations. Finally, the conglomerate management style that's prevalent in emerging markets predisposes these acquirers to the partnering approach.
Partnering differs from traditional postmerger integration in five important ways.
Some companies are more suited than others to the hands-off approach.
Context is critical, but before you dismiss the partnering approach as another emerging-markets curiosity, be advised that some companies in the developed world have helped shape it. Cisco uses similar tactics to manage small entrepreneurial companies in which it invests, and Disney has done the same to get the most out of Pixar. The most striking prototype of the approach is, undoubtedly, the Renault-Nissan partnership. In 1999, when Renault acquired a 36% stake in Nissan (which it later upped to 44%), its senior executives emphasized that they weren't taking over the company. Although Renault did appoint Carlos Ghosn as Nissan's CEO then, it still saw the deal as a partnership that would maintain the two companies' distinctive practices and systems, yet allow them to capitalize on scale and synergy. Mutual respect for culture and individuality was paramount.
The partnering approach does have limitations. The benefits usually associated with the coming together of two companies are slower to materialize. For instance, because of the acquirer's nonintrusive nature, its capacity to achieve substantial cost reductions, especially by eliminating jobs and sacking employees, is limited. This approach therefore works better for companies that exhibit patience and have a relatively great willingness to take risks—a point that came up frequently in our discussions with senior executives, who noted that they are able to follow this approach because they're in it for the long run. Managers planning to use the practice should prepare stakeholders appropriately.
Respect for new ideas is critical; emerging giants resist the urge to impose their way of doing things.
To conclude, some companies are better suited than others to adopt the partnering approach. Organizations with collaborative, inclusive cultures will have an easier time using the approach than companies with a hierarchical, command-and-control style. Senior executives in acquirer companies must be comfortable achieving goals through influence rather than control. The partnering approach requires leaders with a higher than average tolerance for ambiguity. Respect for new ideas is critical since executives must recognize the strengths of the acquired company and resist the urge to impose their way of doing things. These traits are encoded in the DNA of some organizations, but others will have to develop them. For instance, corporations that have experience managing strategic relationships with other businesses may have already acquired these skills. After all, the partnering approach embodies the best of both alliances and acquisitions.


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Vol. 41 No. 4 (2021): Biomedicine: 2021; 41(4) /
Covid vaccine dilemma curbing the herd immunity in India- Jab or no jab?
Srinidhi Rai Department of Biochemistry, K.S. Hegde Medical Academy, Nitte (Deemed to be University), Mangaluru, Karnataka, India
Tirthal Rai Department of Biochemistry, K.S. Hegde Medical Academy, Nitte (Deemed to be University), Mangaluru, Karnataka, India
Sindhu H. Department of Biochemistry, Kasturba Medical College, Mangalore, Manipal Academy of Higher Education, Manipal, Karnataka, India
Shamantha Rai B. Department of Information Science & Engineering, Sahyadri College of Engineering & Management, Mangaluru, Karnataka, India (Affiliated to Visvesvaraya Technological University, Belagavi, Karnataka, India)
Rithesh Pakkala P. Department of Information Science & Engineering, Sahyadri College of Engineering & Management, Mangaluru, Karnataka, India (Affiliated to Visvesvaraya Technological University, Belagavi, Karnataka, India)
https://doi.org/10.51248/.v41i4.975
COVID -19, covishield, covaxin, vaccination, India
After the devastating second wave of COVID-19, with the rapid increase in the number of new cases in many states of India marking the beginning of a probable third wave of COVID-19, our best bet is taking a jab to protect against COVID-19. Currently, licensed vaccines are found to be reasonably safe and effective. The second wave of COVID-19 was devastating, but it's a silver lining to note that most of the individuals who had taken the jab recovered with mild infections, and the hospitalization rates among jabbed individuals were meager. Various rumours related to the efficacy, safety, content, and side effects of the vaccine in India had caused a plunge in the vaccine acceptance rate leading to hesitancy and carelessness among the Indian population. This is a critical time for facts, not fear or rumors. This review provides an insight into the myths, pros and cons, and efficacy of the available vaccines.
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Waves Plugins Provide Kid Pan Alley the Perfect Solution for Recording and Mixing on a Tight Schedule
By PR Staff
TEL AVIV, ISRAEL, April 2, 2015 — Plugins from Waves Audio, a leading provider of digital signal processing solutions, have been chosen to provide charity outreach songwriting program Kid Pan Alley the perfect solution for recording and mixing on a tight schedule. KidPan Alley's mission is to inspire and empower children to work together to become creators of their own music and to rekindle creativity as a core value in education through the group songwriting process. With over 2,500 songs written and over 35,000 children across the U.S., their songs have been recorded by artists like Amy Grant, Sissy Spacek, Delbert McClinton, Cracker, Kix Brooks, Nashville Chamber Orchestra, Corey Harris, Suzy Bogguss and many others. Kid Pan Alley's recorded work has earned many accolades from all corners of the industry, including a GRAMMY® nomination.
As the program's participants generate new music, Waves plugins enable Kid Pan Alley to record and mix quickly and efficiently. Ryan Benyo, Director, Licensing & Creative at Kid Pan Alley, states, "We absolutely love the Waves IR1 Convolution Reverb! It sounds pristine, sits naturally in the mix, and offers endless possibilities for creation and re-creation of our favorite hardware pieces. Also, like all the Waves plugins we've used, it's very stable. When we're working with live recordings that have everything from overhead mics for the kids singing, to direct acoustic guitar and vocals off the board, the Waves IR1 helps give everything depth and continuity, making it feel like you're actually there experiencing the concert. We are also doing a lot of work in the studio, arranging and recording the best of our 2,500-song catalog. We've been using the IR1 on all of our recent Kid Pan Alley studio mixes."
Paul Reisler, Founder & Artistic Director at Kid Pan Alley, adds, "The Waves Restoration bundle, particularly the X-Noise plugin, is an absolute lifesaver. Working with children in a school setting is rewarding and inspiring, but their auditoriums and lunchrooms (often one and the same) are far from acoustically treated and as a result have a high noise floor. Waves X-Noise really helps clean up the tracks so we can hear the talent and not the room. We use the Waves Vocal Rider plugin on the kids' mics, because children tend to have the widest dynamic range that can easily be overpowering or completely buried, especially in a band setting. Waves Vocal Rider also works wonders on our lead vocalists, as we are able to have them sit perfectly with the kids in the mix. Waves Vocal Rider is the quintessential piece that keeps all the vocals right on top of the mix so every word can be heard at the right level. We don't just use it on vocals either. It can be very transparent and effective on guitar and other instruments when needed. We find that having it set to 'fast' with a pretty narrow range does the trick for the kids!"
To learn more, please visit www.kidpanalley.org and www.waves.com.
Kid Pan Alley Use Waves Nx for On-the-Spot Mixing Solution
January 13, 2020, Fort Wayne, IN – Sweetwater Studios, the recording studio arm of music retailer Sweetwater Sound, has just released exclusive in-the-studio footage of thrash metal architects, Anthrax. The video – shot by famed British music video director Nigel Dick [Ozzy Osborne, Guns n' Roses, Band Aid] – finds the band energetically ripping through classics like 'Madhouse' in Sweetwater Studios' Studio A, intercut with interview footage where the members discuss their shared history and working methods writing some of thrash metal's most iconic riffs. The band partnered Sweetwater Studios and Shure last September to present a Recording Master Class that invited fans and recording enthusiasts into the studio to learn the art of tracking and mixing alongside the metal icons and Producer/Engineer Mark Hornsby. Shure provided all of the microphones used in the sessions, and the band tracked a selection of older and newer material, while sharing their insights and stories with attendees. For more information on Sweetwater Studios, please visit: http://www.sweetwaterstudios.com/ For additional behind-the-scenes videos and exclusive performances from Anthrax, please visit: https://www.youtube.com/user/SweetwaterSound About Sweetwater Studios Sweetwater Studios is a wholly owned subsidiary of Sweetwater Sound, Inc., the largest online music instrument retailer in the country. With three world-class studios designed by Russ Berger and access to a greater diversity of musical equipment and professional audio gear than any other recording studio in the world, Sweetwater Studios is able to accommodate just about any recording, mixing or mastering project, no matter how simple or complex. With renowned staff producer Mark Hornsby at the helm, who has worked on many Grammy-award winning albums, Sweetwater Studios also has an exceptional staff of producers, engineers, session musicians and studio technicians.
Waves Audio Now Shipping the Waves B360 Ambisonics Encoder, Waves Nx Ambisonics and Waves 360° Ambisonics Tools
Waves Announces Waves Audio Essentials Courses: A Complete Audio Training Program Powered by Waves Plugins
John Harris Uses Waves SoundGrid® and Waves Plugins for Mixing Montreux Jazz Festival 2015
CRAS AES Student Chapter & Waves Audio Conduct In-Depth Live Sound Workshop
Woodstock City Church Uses Waves SoundGrid® Technology, Waves Tracks Live, and Waves Plugins
Live Broadcast Engineer John Perez Chooses Waves MultiRack, the Waves Dugan Automixer and Waves plugins for Jimmy Kimmel Live


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Thu 18 Jul 2019
Bowler Joins Hull On Loan After Penning New Everton Deal
Josh Bowler has signed a one-year contract extension with Everton and sealed a season-long loan move to Championship team Hull City.
Everton Under-23s attacker Bowler's new deal keeps him at Goodison Park until at least June 2021 and the 20-year-old believes the extension represents an "important step" in his career.
Bowler will spend the 2019/20 campaign with Hull and vowed to "play his heart out" for a side pursuing a Premier League return.
The forward, who joined Everton from Queens Park Rangers in summer 2017, came into his own for the Club's Under-23s when David Unsworth's side reached the clutch period of their double-winning season last term.
He produced a series of influential displays and scored the goal against Brighton & Hove Albion which clinched the Premier League 2 title.
"It was a big move for me to come to Everton and I have always thought it was the right one," Bowler told evertonfc.com.
"This contract validates that belief and is an important step for me.
"My game has evolved in the past two years. I have grown wiser in my playing style and started to contribute more goals and assists, which is vital in my position.
"Being asked to sign an extension makes you feel wanted and that you are hitting your targets.
"To know you have that time at the Club gives you more freedom and allows you to focus on your football."
Bowler was invited to train with Marco Silva's first team on a number of occasions last season and played the second 45 minutes of Everton's opening pre-season friendly against Kariobangi Sharks in Kenya.
And when it was determined that Bowler's progression would be aided with a season away from Goodison Park, his destination was chosen in consultation with Director of Football Marcel Brands.
"Marcel knows what is right for me and it is great this loan has his backing because you trust in his football knowledge," said Bowler
"He knows everything about football, so the fact he thinks this is good for me fills me with confidence.
"To train with the players in Everton's first team is an eye opener. It allows you to gauge where you are with your game.
"You are learning every second you're there. I try to pick up everything I can on and off the pitch.
"Theo [Walcott], who plays in my position, is always in the gym and works so hard.
"I am going to try to emulate that and do what he does… that's what you need to do to succeed."
Hull, FA Cup finalists in 2014, were relegated from the Premier League two seasons ago.
They finished 13th in last season's Championship and Bowler is promising to do his utmost to help engineer an upturn in fortunes at the KCOM Stadium.
"You are playing for a fanbase which cares passionately about the club and you have to do the same; to invest the same passion and show the same heart as the fans," added Bowler.
"Our success with the Under-23s has given me the hunger to want to achieve more at Hull. I will try my best in every game, do everything I can for Hull, and I hope that shows to the supporters.
"Wherever I am, I will play my heart out and try to impress as many people as possible."
Under-23s News Home Page


The Flutter®, Turboforte / Pari O-PEP and PEPE are small hand held device used for airway clearance. Treatment with these devices includes positive expiratory pressure and vibrations to help loosen the phlegm from the lungs. The devices consist of a mouthpiece, a stainless steel ball, a cone that holds the ball and a perforated cap.
It can be difficult for young patients to hold at a specific angle for any length of time (Fig 1).
For information on where to purchase these devices in Australia and New Zealand, see the Resources section.


Pauline - MOODKIT - Le vêtement de grossesse que vous méritez !
It is my first pregnancy and for the first time of my life I assume my body forms completely.
I dare impressive « decolletés » and I feel reconciled myself with my body and my femininity.
Maternity is a new stage in my life, I feel that I have opened something new. I wear my Mood kit in any kind of situations.
At the office, in the evening parties, at yoga class and of course at home to remain tempting to my man.
I want the catsuit !


Red Roof Inn Columbia, MO offers free WiFi, a microwave and refrigerator in all rooms and an iron and ironing board is available upon request. Experience our complimentary coffeehouse-style coffee and tea in the lobby. Red Roof Inn Columbia, MO offers free Wi-Fi as well as a microwave and mini-refrigerator in all rooms. Enjoy our new modern flooring, comfortable beds and flat-screen TVs. One well-behaved family pet per room is welcome. Walk in to a friendly greeting and the aroma of freshly brewed coffee. Check in to your room and notice clean, modern flooring, beautiful flat-screen TVs, a place to work, and microwave and refrigerator. The hotel's close proximity to I-70 and US-40 make it easy to get to Columbia's great assortment of boutiques, bookstores, antique shops, galleries and a wide variety of dining.
Heading to the Expo Center for an event or concert? We're only 2.6 miles away! See upcoming events here and book your stay. Missouri Theatre (1.9 miles) has live music, kid's shows, and theatres – something for everybody. Come see a show while you are in town. Nifong Park (6.3 miles) has all that you could ask for in a park. Over 58 acres of land there is a volleyball grass court, creek and nature area, fishing lake, pavilion with drinking fountain and 2 BBQ grills, picnic sites, a 1.3 mile walking or hiking trail and more. Spend the day enjoying the outdoors then come back and rest at Red Roof. Less than 2 miles away is downtown Columbia. Food & drinks, shopping, art and music – Columbia has it all. Come experience it for yourself and stay with us!
A Pet Friendly Hotel near Columbia, MO! At Red Roof Inn Columbia, MO "You Stay Happy, Pets Stay Free!" Bring your furry loved one along and stay with us!
Take a virtual tour of our hotel and see why guests love our newly renovated rooms, modern floors, flat-screen TVs and coffee in the lobby! See what Red Roof Inn Columbia, MO has to offer.
Spend a day in The District, Columbia, MO. Watch this video and see what to do on your travel experience.
Looking for something fun to do nearby? Educational or historical? View all of the exciting options throughout our page and discover the many perks that come with staying at us at our hotel!
What a great location! Red Roof Inn Columbia, MO is just a short distance from Downtown Columbia, MO. Just a short drive away are local hospitals, Stephens College and Columbia College. Faurot Field, Heames Center, Mizzou Arena, and the University of Missouri are also nearby. Guests enjoy free Wi-Fi as well as a microwave and mini-refrigerator in all rooms!
Staying at Red Roof Inn Columbia and not sure where you should eat? Check out the following restaurants: Bandana's BBQ, Country Kitchen, Tina's Pizza and Steak (all adjacent), Flat Branch Pub & Brewing (1.6 miles), Addison's - An American Grill (1.7 miles), Main Squeeze (1.8 miles), & Stone Public House (4.8 miles).
Visiting a friend? Attending a sporting event? Touring the campus? Stay with Red Roof Inn and be close-by these two schools: University of Missouri (1.6 miles) and Stephens College (2 miles). Save time on the commute and spend more time exploring – book now.
"Reserve in advance - no trouble with price"
"Late arrival was no problem - very quick checkin and fast internet. Newly redone bathrooms with good water pressure and separate sinks from bathrooms. Lots of free parking, clean and spacious basic room. Strong water pressure, many brochures and current newspapers in lobby."
Flying in and out of Columbia Regional Airport (14.7 miles)? Stay nearby and book with us!


It is the grand and one of the most famous television formats in the world. On the whole there were 6 seasons of this show on Russian TV shot in different parts of the world: Panama, Malaysia, and the Dominican Republic.
The participants of the show underwent various challenges in extreme conditions: they were put ashore on an inhabitant island and had to adapt themselves to the life of a savage. Episode after episode the audience witnessed how the participants divided into two rival tribes got over hardship and troubles for the lack of basic things they are used to in the context of civilization. Severe weather events and absence of any shelter and normal food were supplemented with weekly challenges which resulted in expulsion from the game of one of the lost tribe members chosen by voting.
Finally the tribes were united into one and each participant played for himself or herself: as only one of them could win and get the main prize! At that the winner was decided by voting of the lost participants.
The first season was aired in 2001 and had an incredible success with the audience.


Years ago, when my children were in grade school, the first full week of April was something to celebrate. It was akin to a week-long national holiday. It was, after all, spring break.
Many times during those years, we would set out for Florida, undertaking wearisome two- or three-day journey along busy highways and through congested cities. Travel could be tough when competing for pavement with half the inhabitants of the east coast of the United States, all of whom were on the same mission as us to see the big mouse and to spend a few days in the warm sun around a crystal clear swimming pool or on a sandy ocean beach. Those were the days.
When I think back to my own childhood, I remember spring break was always a time to anticipate. Often the planning for that special week began months in advance. Some years we went to Florida, and other years we just stayed home and did things nearby. Even when we stayed home, however, spring break was always a welcome relief from the routine of many months of school and almost as many months of unrelenting winter.
When I entered college in the mid-1970s, spring break shifted from the first of April to the first of March. Then it shifted back to April as my children entered school, and back again to March when they entered college. Now that I have grand kids, spring break is once again the first week of April. Last year at this time, we rented a van and jammed five adults and two children into it and took our leave to the sunshine state. It was a great time—a reminder of years past and, hopefully, a portent of many wonderful trips to come.
This year, however, spring break is blowing past me like the unseen breeze that is only felt across the skin if one really pauses to think about it. My grand kids and their mom are off on their own great family adventure—more power to them. My other daughter, a school teacher, is on her own well-deserved spring break. But if it were not for the phone calls and conversations with the kids and grand kids this week, I would have been completely unaware of the breeze of spring break this year. I'm not really sure what this means: maybe it means that I'm getting older and don't care as much about such things; maybe it means that I'm so busy in my work routine that I don't have time to dwell on such things; or maybe it means that I had better get started doing some planning to be a full participant in next year's spring break.
I suppose that when it comes right down to it, I really do hate missing out.


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Terrace Suites: (4 units) each with two double beds, one within its own bedroom, private bath, sitting room with a pullout chesterfield.
Lakeshore Cabin: (1 unit) with a queen size bed, private bath, sitting area with pullout chesterfield. Open concept.
Rustic Cabins: 3 Separate cottages with two beds (double or queen size) - one bed in its own bedroom, private bath, sitting room with pullout sofa.
Rustic Cabin: 1 Separate cottage with two bed, and pull out sofa. Private bathroom. Open concept.
Lakeshore Motel Units: 8 Units with two double beds and private bathrooms.
Main Hotel Units: (9 units) 3 Units with two beds (doubles or queens) & 6 units with one bed (double or queen). All with private bathrooms.


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Oochalata Collection (d. 1891)
673.pdfpage
13. Thompson to Lipe from the Cherokee Advocate, August 24, 1878, re authority of Cherokee over Indian lands.
14. Thompson to Schurz, from the Cherokee Advocate, Sept. 7, 1878, re the depredations to the Cherokee Nation from the borders of adjoining states.
15. Thompson from the Dept. of Interior, Sept. 25, 1878, re Indian lands and Cherokees.
16. Thompson to Dept. of Interior, Oct. 8, 1878, re Cherokee lands.
17. Thompson to National Council, Nov. 7, 1878, re establishment of Board of Education and schools, etc.
18. Message of Thompson from the Cherokee Advocate, Nov. 9, 1878, re state of affairs in the Nation.
19. Thompson to National Council, Nov. 13, 1878, re transmit the report of Special Commissioners to visit the Creek Nation to restore peace with that Nation.
20. Thompson to the National Council, Nov. 26, 1878, re the condition of prisons in the lands.
21. Thompson to the National Council, Nov. 30, 1878, re payment of school teachers.
22. Thompson to National Council, Dec. 2, 1878, re presentation of printing contracts to put the laws into Cherokee.
23. Thompson to National Council, submitting letters from the government in Washington, Dec. 4, 1878.
24. Thompson to National Council, Dec. 5, 1878, re the amount necessary for postage stamps.
25. Thompson to National Council, Dec. 10, 1878, re expenditures of a Special Agent.
26. Thompson to the National Council, Dec. 11, 1878, re repair of the capitol building.
27. Thompson to National Council, Dec. 12, 1878, re the time of the adjournment of the legislature.
28. Thompson to the National Council, transmitting documents, Dec. 12, 1878.
29. Thompson to the National Council, Dec. 12, 1878, re conduct of James Barker.
30. Obituary on Thompson, from the Indian Chieftain, July 2, 1891.
31. Thompson to National Council, Nov. 29, 1876, re cost of messengers to carry on business.
Collection Oochalata Collection (d. 1891)
Tribe Cherokee
Description Indian chief. Typescripts of newspaper articles (1875-1891), including biographical items, editorials, speeches, and messages of Oochalata, also known as Charles Thompson, the principal chief of the Cherokee Nation, 1875-1878, mostly relating to education, schools, finances, Cherokee Indian lands, and tribal government in general.
Transcript 13. Thompson to Lipe from the Cherokee Advocate, August 24, 1878, re authority of Cherokee over Indian lands. 14. Thompson to Schurz, from the Cherokee Advocate, Sept. 7, 1878, re the depredations to the Cherokee Nation from the borders of adjoining states. 15. Thompson from the Dept. of Interior, Sept. 25, 1878, re Indian lands and Cherokees. 16. Thompson to Dept. of Interior, Oct. 8, 1878, re Cherokee lands. 17. Thompson to National Council, Nov. 7, 1878, re establishment of Board of Education and schools, etc. 18. Message of Thompson from the Cherokee Advocate, Nov. 9, 1878, re state of affairs in the Nation. 19. Thompson to National Council, Nov. 13, 1878, re transmit the report of Special Commissioners to visit the Creek Nation to restore peace with that Nation. 20. Thompson to the National Council, Nov. 26, 1878, re the condition of prisons in the lands. 21. Thompson to the National Council, Nov. 30, 1878, re payment of school teachers. 22. Thompson to National Council, Dec. 2, 1878, re presentation of printing contracts to put the laws into Cherokee. 23. Thompson to National Council, submitting letters from the government in Washington, Dec. 4, 1878. 24. Thompson to National Council, Dec. 5, 1878, re the amount necessary for postage stamps. 25. Thompson to National Council, Dec. 10, 1878, re expenditures of a Special Agent. 26. Thompson to the National Council, Dec. 11, 1878, re repair of the capitol building. 27. Thompson to National Council, Dec. 12, 1878, re the time of the adjournment of the legislature. 28. Thompson to the National Council, transmitting documents, Dec. 12, 1878. 29. Thompson to the National Council, Dec. 12, 1878, re conduct of James Barker. 30. Obituary on Thompson, from the Indian Chieftain, July 2, 1891. 31. Thompson to National Council, Nov. 29, 1876, re cost of messengers to carry on business.


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Hovratt ehl Cheikh Sid'Elemine is a village and commune in Mauritania.

Hovratt ehl Cheikh Sid'Elemine nearest to Kiffa capital of Assaba Region. It is located at around . and According to the official census, the city's population was 500 in 2005
The village Founded at the end of the nineteenth century and early twentieth century, and then witnessed displacement of population in the first half of the twentieth century, and it was reborn in the late of 1984 by initiative of Hassan Ould Bou how's a businessman from the village, with a number of notables people of Sheikh Elemine tribe, the mosque and minaret was first the foundations of the village was built in the early of 1986.

References

Regional capitals in Mauritania
Communes of Assaba Region

redpajama_set_name: RedPajamaWikipedia


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Superbike-VM 2010 kördes över 13 omgångar och 26 heat. Max Biaggi blev världsmästare för förare och Aprilia för tillverkare.

Säsongen
2009 års mästare Ben Spies fick kontrakt med Tech 3 i MotoGP, med Supersportmästaren Cal Crutchlow, samt MotoGP-föraren James Toseland som hans ersättare. Noriyuki Haga och Michel Fabrizio stannade kvar i Ducatis fabriksstall, medan Leon Haslam och Sylvain Guintoli fortsatte i Alstare Suzuki. Honda gav inte Ryuichi Kiyonari nytt kontrakt, och behöll bara comebackande Max Neukirchner och Jonathan Rea. Max Biaggi fortsatte i Aprilia, och fick brittiske mästaren Leon Camier som stallkamrat. De två andra fabriksstallen BMW och Kawasaki genomgick också stora förändringar under vintern, med Davide Tardozzi som ny stallchef i BMW, efter stora framgångar i Ducati, medan Troy Corser och Rubén Xaus stannade kvar som förare. Kawasaki signerade Chris Vermeulen från Suzukis MotoGP-stall, samtidigt som man hämtade Tom Sykes från Yamaha. Det mest intressanta privatstallet Althea Ducati hade nyförvärvet Carlos Checa och Shane Byrne som sina förare.

Delsegrare

VM-tabell
Slutställning efter 26 heat.

Superbike-VM-säsonger
Motorsportevenemang 2010


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Tag: Seijun Suzuki: The Early Years Vol. 2 Border Crossings
Man with a Shotgun (散弾銃の男, Seijun Suzuki, 1961)
Nikkatsu's "Borderless Action" seemingly opened a portal to a world entire to be found within Japan itself. Man with a Shotgun (散弾銃の男, Shotgun no Otoko) is, as the title suggests, another tale of a wandering, gun toting hero though this time one less of aimless flight from failure, responsibility, or rejection than of revenge. Hideaki Nitani gets a (relatively) rare chance to strut his stuff as the lead in a full colour picture, perhaps incongruously starring as one of Nikkatsu's singing cowboys but he does certainly lend his characteristic sense of gravitas and authority to an otherwise underwritten role.
Ryoji (Hideaki Nitani) rocks up at at rickety bridge looking for a nearby shrine only to be warned off by a grumpy old man in a van. You don't want to go up there, he tells him, there'll be trouble if you do. Ryoji is, he claims, a hunter and so he's not afraid. After all, he's still in Japan – it's not as if the entire place is infested with lions and tigers. Then again it's not exactly game he's come to hunt.
When he reaches the shrine, Ryoji finds himself in a strange mini kingdom presided over by mill owner Nishioka (Akio Tanaka). The few locals who still live in the village mingle uncomfortably with the migrant work force who people the mill while Nishioka dominates the local economy by owning the only bar in town which is also the only place his largely male workforce have to blow off steam. After getting roughed up by three of Nishioka's henchmen on the way into town, Ryoji makes the first of many enemies when he stands up to fellow drifter Masa (Yuji Kodaka) when he threatens to throw a man's daughter to the sex starved labour force unless he pays his debts. The sheriff, an ineffectual local, gets himself seriously wounded meaning the position becomes temporarily open. Nishioka, originally a "benevolent" dictator, is in danger of becoming less so when it is suggested he also form a police force given that the state authorities can't be bothered with such a remote little village. Ryoji doesn't quite want to stand for that and volunteers only for Masa to do the same, but the argument is eventually settled to one side of their continued male posturing.
As far as westerns go, Man with a Shotgun leans heavily towards colonial romance and adventure rather than your typically arid, dusty world of saloons and ranches. Lush and green, the small mountain town smacks more of the jungle as does Nitani's idiosyncratic costume which arrives somewhere between chic safari and fashionable cowboy. Claiming to be a "hunter" Ryoji wanders around with self satisfied smugness, certain that he's bringing justice to this lawless town all while he makes investigations into the matter which sent him wandering in the first place. Of course, while he's here, there are other damsels in distress including Setsuko (Izumi Ashikawa) – the younger sister of the sheriff's late wife, apparently raped and killed by "drifter" bandits.
"Drifters" turn out to be the scapegoated big bad as the migrant workforce quickly take over this little town, making trouble in the bar and hassling the locals, only the locals don't seem to mind as much as they say they do. There's trouble at the mill, but not quite the kind that might be imagined. Nishioka has his sticky fingers in some nasty business which also involves not just migrants but actual foreigners and illegal activity on a grand scale. As it turns out, some people are in on the action and some aren't, and Nishioka is currently making a few calculations as to how to "eliminate" a few inconveniences – something to which he thinks Ryoji and his sparring partner Masa might turn out to be the perfect solution.
Like many a Nikkatsu hero Ryoji is a noble sort, something which engineers for him a happier ending than many get even if it has to be bittersweet to hint at possible followup instalments where Ryoji takes names and fights crime in other small towns. Nevertheless, given the choice he opts for the cool guy conclusion of firing into the air and casting his burdens away rather than damning himself forever in becoming what he hates. Shooting in colour even if not quite with Nikkatsu's A-list, Suzuki doesn't get much scope to flex his muscles but does make pointed use of painted backdrops coupled with location shooting, as well as doing everything he can to bring out Nitani's cowboy cool and adding in a number of B-movie western cliches from letters delivered by a knife thrown into a door to the constant refrains of the title song. Still even if it largely lacks Suzuki's anarchic touch save for the stylishly composed and absurdly humorous bar room brawls, there's plenty of fun to be to had with Ryoji and his shotgun as they protect the innocent and seek justice in an often unjust world.
Available as part of Arrow's Seijun Suzuki: The Early Years Vol. 2 Border Crossings box set.
Tagged 1960s, 1961, Akio Tanaka, Akira Suzuki, arrow, Asao Sano, Eiji Go, Hideaki Nitani, Hiroshi Kono, Izumi Ashikawa, Japan, Japanese, Jun Hamamura, Keisuke Noro, Seijun Suzuki, Seijun Suzuki: The Early Years Vol. 2 Border Crossings, Shigeyoshi Mine, Takashi Ebata, Takeo Matsuura, Toshio Takahara, Yoko Minamida, Yoshikazu Ishii, Yuji Kodaka
Tokyo Knights (東京騎士隊, Seijun Suzuki, 1961)
Unlike those from elsewhere, Japanese teen movies can often exist inside their very own bubbles in which the central characters refuse their coming of age stories and either die senselessly or simply carry on from their zany adventures as if nothing had really happened. Tokyo Knights (東京騎士隊, Tokyo Knight) definitely falls into the comedy category as its teen heartthrob hero, played by the then up and coming matinee idol Koji Wada, pulls a Hamlet in being called back from overseas studies to become CEO in waiting to his late father's company only to suspect there's something rotten in the state of Matsubara Construction. Quirky high school antics quickly give way to conspiracy thriller, but Koji (Koji Wada) remains steadfast and unwavering in the face of adversity as he faces off against the forces of darkness with little more than Nikkatsu spirit.
The film opens with a rather strange ceremony in which high school student Koji is instated as the new CEO of his father's company. Koji's dad apparently died suddenly in a freak accident meaning Koji has had to come home early from studying abroad in the US. Despite apparently being an amazing student who is good at absolutely everything and has joined all the after school clubs on offer, Koji has chosen the Catholic Elizabeth Academy because it's well known as a coasting school where you can graduate with average grades. Fairly low attainment goals might be just as well because Koji is about to have his hands full with another mission. He's convinced his dad's death wasn't an "accident" and he suspects his deputy, Mishima (Nobuo Kaneko), who is also getting close to his mum, might know more about it than he's letting on.
In the grand tradition of heroes in Japanese teen drama, Koji has just found himself at the centre of a huge and dark conspiracy involving dodgy yakuza construction deals, blackmail, and murder. He does not lose heart or look to the grown ups for help but decides to handle the problem himself, settling back into the Hamlet-esque role he's been assigned in neatly setting traps for the treacherous Mishima only doing it with a little more cosmopolitan flair carried back from abroad. Swapping roles like one of his much loved Noh costumes, he then becomes a kind of Romeo to the high school darling Yuriko (Mayumi Shimizu) whose dad, unbeknownst to her, turns out to be a horrible gangster who might be involved in the nefarious plan to take over the family firm. Enjoying a minor romance with the melancholy Yuriko, Koji considers the best way to get revenge and expose evil while protecting his mother, surrogate little sister figure, and his newfound love (?) Yuriko who will undoubtedly suffer now that she knows what kind of man her father really is.
Suzuki apparently incited the wrath of studio bosses when he took a serious crime script and turned it into an anarchic teen comedy but then you have to wonder what they thought it was he would do with it. The impossibly cool Koji is certainly an unrealistic hero, presented unironically he'd be sure to irritate – guys like Koji are, after all, more usually the antagonist set up to make our imperfect everyman feel inferior while he progresses towards some kind of self actualisation as a result of the standard narrative. Koji is, however, heroic and easily likeable as he assumes complete control, handling every situation with practiced ease and remembering to remain kind and just while he does so. He even stops to listen to his mother's problems, sympathising with her when she reveals her unhappiness with his father, and urging her to grasp happiness wherever she sees it without worrying whatever he or anyone else might think.
Perhaps because of the relative simplicity of the plot, and the opportunity to shoot in colour, Suzuki flexes his muscles a little more than usual in adding in a fair few post-modern techniques including on screen graphics such as a series of large question marks zooming out of the major players Koji suspects may be involved in his father's death and making a joke out of the need to include the songs of the day with frequent cuts to a teen cabaret club. For all of the tale's darkness and almost Shakespearean overtones, Suzuki keeps his tongue firmly in cheek with a cartoonish sense of fun and lightness, allowing our heroes to emerge from their ordeal fairly unscathed while honour and justice are preserved. Who knew Catholic school could be so much fun?
Tagged 1960s, 1961, Hiroshi Kondo, Iwao Yamazaki, Japan, Japanese, Kazue Nagatsuka, Kenzaburo Hara, Koji Wada, Mayumi Shimizu, Nikkatsu, Nobuo Kaneko, Seijun Suzuki, Seijun Suzuki: The Early Years Vol. 2 Border Crossings, Seitaro Omori, Shoichi Ozawa, Yoko Minamida, Yoshiko Nezu
Smashing the 0-Line (密航0ライン, Seijun Suzuki, 1960)
Looking from the outside in, the Tokyo of 1960 seems to have been one of rising economic prosperity in which post-war anxiety was beginning to transition into a relentless surge towards modernity, but there also seems to have been a mild preoccupation with the various dangers that same modernity might present. Like The Sleeping Beast Within released just two months previously, Smashing the 0-Line (密航0ライン, Mikko Zero Line) centres on a mystery which leads straight back to Hong Kong and a dangerous, international smuggling ring – this time involving both drugs and people. Our heroes are both reporters, but at odds with each other despite being old friends in having diametrically opposed notions of professional ethics.
Katori (Hiroyuki Nagato), our anti-hero, is a man so desperate to get a scoop that he thinks little of engineering one. Thus we witness him making passionate love to a woman one minute before turning her into the police the next. The woman, Reiko (Sanae Nakahara), is also the little sister of one of his oldest friends, Saiko (Ryohei Uchida), whom he also decides to turn into the police in service of his story. Another old friend, Nishina (Yuji Kodaka), has also become a reporter but for a more respectable paper and is dating Katori's little sister, Sumiko (Mayumi Shimizu), who is now the announcer at the local baseball stadium. Katori's decision to turn on Reiko will have profoundly negative consequences for her former lover who is prepared to sacrifice all in pursuit of his goal.
Three men, once college friends, have chosen three radically different paths in the post-war world. Saiko has become a gangster while Katori has become an unscrupulous yet apparently publicly minded newshound and Nishina a pure hearted journalist who insists on doing everything by the book and abiding by conventional journalistic ethics. Yet despite himself, or possibly because of his love for Sumiko, Nishina tries to help Katori see the dangers of his extremely dangerous pattern of behaviour in which he has been content to use people like things to get what he wants.
Katori claims to be on the same side as Nishina – he thinks something is going sour in the city and that only he can stop it by exposing the various conspiracies in play. Katori's chief fear is that Tokyo will become "another Hong Kong" – a crime ridden state of drug addled lawlessness (an extremely biased and seemingly inaccurate view of '60s Hong Kong but one that speaks of a certain fear of Japan's new spot on the global scene). This particular conspiracy does indeed ping back to Hong Kong and the illegal traffic of drugs but also people heading in both directions. In the Japan of 1960, it was near impossible to get a passport and so smuggling yourself out might be the only way if you really need to get to Hong Kong which means you'll need to pay a people trafficker to do it.
Katori, broadly, seems to think people trafficking is a bad thing he doesn't want in Japan but is entirely blind to the same ways he himself uses people in pursuit of his goals. Not only does he bed Reiko (his friend's little sister) only to make a speedy exit minutes before the police arrive, but he also palms off another mark on his informant only to turn them both in in hope of greater gain. He even manages to find time to seduce a doctor at the centre of the scandal who tries to pull a gun on him but later surrenders completely, only to fall victim to some proactive tidying up from the bad guys. Not content with sacrificing former lovers, Katori will not give in even for his sister, refusing to give up on his lead even when Sumiko is threatened with gang rape. When Nishina turns up and saves the day, Katori doesn't even stop to ask how Sumiko is but walks off in the direction of the story with nary a second glance to his unconscious sister.
Yet Katori's particular brand of nihilistic heroism consistently fails. His scoops are uninteresting and he only gets them by inserting himself into the story. Nishina, steadfast and honest – he even goes to the trouble of getting a proper passport to hide on his person in case he's caught pretending to be a stowaway, is the one who gets there in the end, breaking the smuggling ring, rescuing Katori after he gets himself in trouble, and generally always being around to save the day. Mildly ironic themes of xenophobia aside, Smashing the 0-Line is a typically frenetic piece from Suzuki which offers only a few instances of unusual experimentation in his use of freeze frames and onscreen text but packs in plenty of punch in its amoral anti-hero and the dogged investigative reporter trailing along behind.
Available as part of Arrow's Seijun Suzuki: The Early Years Vol. 2 Border Crossings box set (also features incisive audio commentary from Jasper Sharp providing a wealth of background information not just about Suzuki's career but the state of the Japanese film industry at the time)
Tagged 1960, 1960s, Black & White, Emiko Azuma, Goro Tanada, Hiroyuki Nagato, Japan, Japanese, Kaku Takashina, Keisuke Noro, Mayumi Shimizu, Nikkatsu, press ethics, reporters, Ryohei Uchida, Sanae Nakahara, Seijun Suzuki, Seijun Suzuki: The Early Years Vol. 2 Border Crossings, Shigeyoshi Mine, Shoichi Ozawa, Taiichiro Kosugi, Tomo'o Nagai, Toshitaro Nakao, Yuji Kodaka
The Sleeping Beast Within (けものの眠り, Seijun Suzuki, 1960)
To those of a "traditional" mindset, a woman's career is her home and she never gets to retire. Men, by this same logic, are killed off at 60 and reborn into a second childhood where they get to indulge their love of fly fishing or suddenly discover an untapped talent for haiku. Seeing as a man often lives at the office, being excommunicated from his corporate family can seem like a heavy penalty for those who've devoted their entire existence to the salaryman ideal. So it is for the old timer at the centre of Seijun Suzuki's 1960 mystery thriller, The Sleeping Beast Within (けものの眠り, Kemono no Nemuri) in which the sudden disappearance of a model employee sparks his daughter and her dogged reporter boyfriend to investigate, unwittingly discovering a vast drug smuggling conspiracy headed by a dodgy cult leader.
Veteran salaryman Junpei Ueki (Shinsuke Ashida) has been working in Hong Kong for two years and is finally coming home, to retire. His family have come to meet him but, as his daughter's reporter boyfriend Kasai (Hiroyuki Nagato) points out, no one much else has turned up – so it is for those who don't play office politics, claims one of the few colleagues who has arrived to greet the recently returned businessman. Ueki isn't very happy about his retirement and believes he'll be getting a part-time job at the same company only to be informed position has been "withdrawn". When he doesn't come home after his retirement party, something surely out of character for such a straight shooting family man, his wife and daughter become worried. Keiko (Kazuko Yoshiyuki) enlists Kasai to help figure out what's happened to her dad only for him to suddenly turn up with a bad excuse and an almost total personality transplant. Kasai keeps digging, and the reporter in him loves what he finds even if the nice boyfriend wishes he didn't.
Suzuki sets up what a good guy Ueki is when he brings back a modest ring for Keiko only for her to mockingly ask if her dad couldn't have brought something a bit flashier. Ueki points out that the customs people might not have liked that so she jokes that he should have just smuggled it in like everyone else. Kasai reminds her that her dad's not that kind of man, but two years in Hong Kong have apparently changed him. Having spent two years away from his family and 30 years slaving away at a boring desk job, Ueki feels he's owed something more than an unceremonious kiss off and a little more time for gardening. The reason he ended up entering the world of crime wasn't the money, or that he was blackmailed – it started because of his sense of integrity. He felt he owed someone and he did them a favour. It went wrong and he ended up here. His decision to join the gang came after he tried to "pay back" the money for some missing drugs only to realise that his entire retirement plan was worth only a tiny fraction of his new debt. Ueki felt small and stupid, like a man who'd wasted his life playing the mugs game. He wanted some payback, but his life as criminal mastermind turned out not to be much of a success either.
Trying to explain her father's actions to the wounded Keiko, Kasai explains that everyone has a sleeping beast in their heart which is capable doing terrible things when it awakens. Ueki's sleeping beast was woken by his resentment and sense of betrayal in being so cruelly cast aside by the system to which he'd devoted his life while the guys who broke all the rules – drug dealers, gangsters, and corrupt businessmen, lived the high life. One could almost argue that a sleeping beast is stirring in Kasai's heart as he pushes his investigation to the limit, occasionally forgetting about the harm it will do to Keiko even whilst acknowledging the greater good of breaking the smuggling ring once and for all. Keiko too finds herself torn, confused and heartbroken by the change in her father's personality though her mother feels quite differently. Claiming that "a woman has no say in her husband's work", Keiko's mum tells her daughter that a wife's duty is to do as her husband says and avoid asking questions. Keiko has asked a lot of questions already and shows no signs of stopping now, even once she realises she won't like the answers.
Despite the grimness of the underlying tenet that it doesn't take much for honest men to abandon their sense of morality, Suzuki maintains his trademark wryness as Kasai and Keiko go about their investigation like a pair of pesky kids chasing a cartoon villain. Though the tale is straightforward enough, he does throw in a decent amount of experimentation with two innovative flashback sequences in which the flashback itself is presented as a superimposition with the person narrating it hovering at edges as if referring to a slide. The beast is quelled with a shot to the heart, but not before it wreaks havoc on the lives of ordinary people – not least Ueki himself who is forced to confront what it is he's become and who he was prepared to sacrifice to feed the hungry demon inside him.
Tagged 1960, 1960s, Hajime Kaburagi, Hiroyuki Nagato, Hisano Yamaoka, Ichiro Ikeda, Japan, Japanese, Kazuko Yoshiyuki, Keisuke Noro, Kinzo Shin, Ko Nishimura, Kojiro Kusanagi, Nikkatsu, Seijun Suzuki, Seijun Suzuki: The Early Years Vol. 2 Border Crossings, Shigeyoshi Mine, Shinsuke Ashida, Shoichi Ozawa, Tsutomu Shimomoto, Yuko Kusunoki
Eight Hours of Terror (8時間の恐怖, Seijun Suzuki, 1957)
Mr. Thank You meets The Lady Vanishes? Seijun Suzuki's early slice of claustrophobic social drama Eight Hours of Terror (8時間の恐怖, Hachijikan no Kyofu) is another worthy example Japanese cinema's strange obsession with buses, transposing John Ford's Stagecoach to the Japanese mountains as a disparate collection of travellers is forced onto a perilous overnight journey in the hope of making their city-bound connection. Shooting in academy ratio and with a mix of studio shot interior action and on location footage, Suzuki keeps the tension high but maintains his detached sense of humour, finding the comedy in the petty prejudices and selfish preoccupations which take hold when civilisation is abandoned and bandits run free.
When a typhoon causes a landslide and halts the trains, the anxious travellers in a small mountain town are left with the choice of waiting until the tracks are clear or piling into a rundown rail replacement service and driving through the mountains overnight to meet their Tokyo-bound connection set to leave at midday. They are warned that there has recently been a bank robbery and the police have issued a general alert for loose bandits. Those whose journey is not "urgent" might do better to wait, but the bus is the only solution for anyone wanting to get back to the city in good time.
Tense as Hitchcock's Lifeboat, the bus journey throws together a group of people who would never normally keep company with each other and largely have no interest in bonding in their shared hardship. Businessmen moan endlessly about potentially missed meetings while student radicals ironically mirror them, giving mini lectures on leftwing politics to a disinterested audience and trying to raise rousing choruses of Russian folk songs to lift the spirits of the masses. Meanwhile, a suicidal mother with a young baby sadly bides her time, a pan pan makes the best of a bad situation, an elderly couple frets anxiously about making it back to the city to see their seriously ill daughter, and a policeman escorts a man arrested for the murder of his former wife and her new husband.
The spectre of the war haunts them all – almost like a fare-dodging stowaway concealed somewhere on the back of the bus. The driver lost his son and grandchildren in Manchuria, the nervous lingerie salesman claims to have led a motorised brigade but is constantly terrified by every little set back, and the convict turns out to be a former army doctor battling some kind of post-traumatic stress disorder coupled with intense rage and regret for his post-war fate. The student radicals regard the presence of the bandits as a symptom of social breakdown (a narrative they can get behind in the general failures of capitalism) while the fat cat CEO and his ridiculously bejewelled wife angrily bark at the young men who can't find work in the struggling post-war economy, attributing their economic difficulties to pure laziness and failure to slot into to the demands of a conformist society.
The twin dramas revolve around the intertwined fates of the young woman and her baby, and the bank robbers who eventually turn up and hijack the bus. Despite a need to pull together in the face of adversity, many of the passengers are content to ignore the pain and suffering of those around them in order to achieve their own selfish goals. The lingerie salesman, panicked by the delay, attempts to drive the bus over a rickety bridge the driver is currently checking for safety at the risk of everyone's lives. Meanwhile the woman and her baby are missing. Later found seriously ill, the woman recovers but the baby struggles. The pan pan, who becomes the de facto leader of group, suggests getting the convict, a former doctor, to treat the baby but not everyone is happy about uncuffing a potential killer even if it means life and death for an innocent child. Similarly, after the pan pan helps to despatch one of the hijackers, many of the passengers want to drive off and leave her behind with only the convict eventually coming to her rescue. Despite all she'd done for them, the passengers reject her once again when directly confronted by the taboo nature of her work as a prostitute at the American bases after someone steals her purse and finds a picture of a black GI inside the fold.
The world outside the bus is changing. The pan pan fears for her future now the occupation is coming to an end, as do some of the young men who'd relied on the presence of the American troops for their employment. The CEOs and lingerie salesmen of the world are content to remain within their own bubbles, ignoring everyone else they protect their elitist status while the idealistic student activists are perhaps no better – they too want to take the hijackers' ill gotten gains and repurpose them for social good by getting more leftists elected to parliament. The convict and the pan pan are the kindest and the most human, finding an unexpected bond in their shared humanism while the aspiring actress finds joy in treating everything like a fantastic adventure only to give up on her dreams of stardom after realising she'd be forced to kiss a bunch of guys she didn't like in order to achieve them.
Mixing studio shot rear projection and location shooting of the bus making its precarious journey along winding mountain roads, Suzuki keeps the tension high as the passengers bicker and bond, eventually banding together despite themselves in order to despatch the final bandit who finally takes care of himself. Things do, however, end by going back to normal. Crisis averted, the same old prejudices return as soon as "civilisation" reappears on the horizon.
Tagged 1950s, 1957, Arrow Video, Eiko Misuzu, Goro Tanada, Hideaki Nitani, Hiroshi Kondo, Hisako Hara, Japan, Japanese, Kan Yanagiya, Kazue Nagatsuka, Keiko Shima, Keishichi Nakahara, Kenjiro Uemura, Minako Katsuki, Nikkatsu, Nobuo Kaneko, Rokuro Tsukiji, Ryutaro Nagai, Seijun Suzuki, Seijun Suzuki: The Early Years Vol. 2 Border Crossings, Sumiko Minami, Taizo Fukami, Takio Niki, Zenji Yamada


Submit comments by April 11, 2018 in support of the recommendation to create the Behavioral Health Executive Council to house all four behavioral health regulatory agencies and to expand the composition of BHEC to include professional representation from each board as voting members.
Please reference TCA talking points but, as always, speak from your heart. Comments received by April 11 with be shared with the Sunset Commission in advance of the April 25 hearing.
TCA hopes to generate at least 200 comments. Please help. Please share this with your colleagues.
The Texas State Board of Examiners of Professional Counselors, as well as the other behavioral health regulatory boards, is going through a review by Sunset Commission (again).
The Texas Sunset Commission Staff Report was released on March 28, 2018. The Sunset Commission , which is composed of legislators and public members, will hold a public hearing on these boards on April 25-26, 2018 in Austin and will make their final recommendations to the Texas Legislature on May 23-24, 2018.
While TCA supports the recommendation to organize the regulatory boards for LPCs, LMFTs, SWs and psychologists within a new agency, the Behavioral Health Executive Council , we disagree with the staff's recommendation for the structure of BHEC . Sunset staff recommends BHEC be comprised of one public member from each of the Boards with one professional member from each Board serving only in "ex officio" roles. Including a professional representative from each of the Boards will provide expertise and is more likely to enhance consistency in professional standards rather than interference across professions. BHEC would still be a public majority agency, since the Governor will appoint a non-professional to serve as its presiding officer.
We all know that TSBEPC isn't operating as well as it should. It's buried at the Health and Human Services Commission. It does not have a line item in the budget. It's understaffed. And most importantly, its ineffectiveness makes it a challenge for LPCs and LPC-Interns to secure, renew or upgrade their licenses.
While it may not be the fault of the Board or staff, those of you who have applications, appeals or requests pending are still stuck. Based on our participation at every Board meeting and conversations with Board and staff, TCA has some recommendations that may help you navigate this system.
To update your profile, email TCA Member Services .


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home/ women's health center/ women's health a-z list/ binge drinking common among u.s. women, girls article
Binge Drinking Common Among U.S. Women, Girls: CDC
By Steven Reinberg
TUESDAY, Jan. 8 (HealthDay News) -- Binge drinking is a significant problem among women and girls in the United States, with one in five female high school students and one in eight young women reporting frequent episodes, federal health officials reported Tuesday.
For women, binge drinking means downing four or more drinks on an occasion. Every month, about 14 million women and girls binge drink at least three times, according to the report from the U.S. Centers for Disease Control and Prevention (CDC). And women who binge drink average about six drinks at a time, the report said.
"Although binge drinking is even more of a problem among men and boys, binge drinking is an important and unrecognized women's health issue," CDC director Dr. Thomas Frieden, said during a noon press conference Tuesday.
And the consequences for women, who process alcohol differently than men, are serious, Frieden said.
"There are about 23,000 deaths among women and girls each year due to drinking too much alcohol," he said. "Most of those deaths are from binge drinking."
Binge drinking also increases the risk for many health problems such as breast cancer, sexually transmitted diseases, heart disease and unintended pregnancy, he added.
In addition, pregnant women who binge drink expose their baby to high levels of alcohol that can lead to fetal alcohol spectrum disorders and sudden infant death syndrome, he noted.
Frieden noted that the number of adult women who binge drink hasn't changed much in the past 15 years. But changing patterns among young people mean that high school girls are binge drinking nearly as often as boys, Frieden explained.
"While the rate among high school boys fell considerably in recent decades, it has remained relatively constant among high school girls, which is why there is hardly any difference at this point between boys and girls in drinking," he said.
Frieden noted binge drinking is common among both men and women. "Fifty percent of all the alcohol consumed by adults and about 90 percent of all of the alcohol consumed by kids is consumed during a binge," he said.
Binge drinking was most common among women 18 to 34 and high school girls. In addition, white and Hispanic women and women with household incomes of $75,000 or more were more likely to binge drink.
Moreover, more than half of high school girls who drink say they binge, the researchers found. Overall, slightly less than 20 percent of high school girls said they binge drink. Among high school seniors, 62 percent of girls who report drinking say they binge drink, Frieden said.
Doctors should talk to their patients about drinking and particularly about binge drinking and the risks of excessive alcohol consumption, he advised.
Recommended guidelines call for women to have no more than one drink a day and for men up to two drinks, he said. "Underage youth and women who are pregnant should not drink at all," Frieden said.
To reach their conclusions, CDC researchers collected data on 278,000 women who were part of the 2011 Behavioral Risk Factor Surveillance System, and about 7,500 high school girls from the 2011 National Youth Risk Behavior Survey.
One expert said the report confirms earlier research. "This report reiterates what has been known to be a problem for some time -- girls and women binge drink at significant levels," said Dr. J.C. Garbutt, professor of psychiatry at the University of North Carolina at Chapel Hill.
"We know that the risk for many medical, behavioral and social problems rises as the level of consumption rises," he added.
Given the dangers of binge drinking, Garbutt believes steps such as educating women on the risks and launching doctor- and community-led efforts to curb binge drinking are necessary. But it's a difficult behavior to change, he added.
"It is important to remember that we are a drinking culture where alcohol consumption is the normative behavior. Changing drinking behavior is not an easy task," he said.
Addicted to Pills: The Health Risks of Drug Abuse See Slideshow
SOURCES: J.C. Garbutt, M.D., professor of psychiatry, University of North Carolina at Chapel Hill; Jan. 8, 2013, press conference with: Thomas Frieden, M.D., M.P.H., director, U.S. Centers for Disease Control and Prevention; Jan. 8, 2013, Vital Signs: Binge Drinking Among Women and High School Girls -- United States, 2011
Prescription Drug Abuse: Know The Warning Signs
Get the facts on prescription drug abuse. Learn to spot the warning signs of abusing common prescription drugs and learn about treatment options for pill addiction.
Read more: Prescription Drug Abuse: Know The Warning Signs


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Biograph
Lay Lady Lay Your browser does not support the audio element. Baby, Let Me Follow You Down Your browser does not support the audio element. If Not for You Your browser does not support the audio element. I'll Be Your Baby Tonight Your browser does not support the audio element. I'll Keep It With Mine Your browser does not support the audio element. The Times They Are a-Changin' Your browser does not support the audio element. Blowin' In the Wind Your browser does not support the audio element. Masters of War Your browser does not support the audio element. Lonesome Death of Hattie Carroll Your browser does not support the audio element. Percy's Song Your browser does not support the audio element. Mixed-Up Confusion Your browser does not support the audio element. Tombstone Blues Your browser does not support the audio element. Groom's Still Waiting At the Altar Your browser does not support the audio element. Most Likely You Go Your Way and I'll Go Mine Your browser does not support the audio element. Like a Rolling Stone Your browser does not support the audio element. Lay Down Your Weary Tune Your browser does not support the audio element. Subterranean Homesick Blues Your browser does not support the audio element. I Don't Believe You (She Acts Like We Never Have Met) Your browser does not support the audio element. Visions of Johanna Your browser does not support the audio element. Every Grain of Sand Your browser does not support the audio element. Quinn the Eskimo (The Mighty Quinn) Your browser does not support the audio element. Mr. Tambourine Man Your browser does not support the audio element. Dear Landlord Your browser does not support the audio element. It Ain't Me, Babe Your browser does not support the audio element. You Angel You Your browser does not support the audio element. Million Dollar Bash Your browser does not support the audio element. To Ramona Your browser does not support the audio element. You're a Big Girl Now Your browser does not support the audio element. Abandoned Love Your browser does not support the audio element. Tangled Up In Blue Your browser does not support the audio element. It's All Over Now, Baby Blue Your browser does not support the audio element. Can You Please Crawl Out Your Window? Your browser does not support the audio element. Positively 4th Street Your browser does not support the audio element. Isis Your browser does not support the audio element. Jet Pilot Your browser does not support the audio element. Caribbean Wind Your browser does not support the audio element. Up to Me Your browser does not support the audio element. Baby, I'm In the Mood for You Your browser does not support the audio element. I Wanna Be Your Lover Your browser does not support the audio element. I Want You Your browser does not support the audio element. Heart of Mine Your browser does not support the audio element. On a Night Like This Your browser does not support the audio element. Just Like a Woman Your browser does not support the audio element. Romance In Durango Your browser does not support the audio element. Señor (Tales of Yankee Power) Your browser does not support the audio element. Gotta Serve Somebody Your browser does not support the audio element. I Believe In You Your browser does not support the audio element. Time Passes Slowly Your browser does not support the audio element. I Shall Be Released Your browser does not support the audio element. Knockin' On Heaven's Door Your browser does not support the audio element.


How can we access our thinking?
Since it is difficult to think without using (one's own) language, the natural way to access thinking is through language. The tool to use is the language arts. To access and improve our mathematical thinking we must READ THE MATH, WRITE THE MATH, HEAR THE MATH, SPEAK THE MATH, therefore THINK THE MATH. This is true for all academic learning.
Choosing freely means you are choosing and accepting the responsibility of your choice. Living creatively means you are living in a way in which you are creating the meaning of life in your mind. Thinking critically means you are thinking about your thinking and assessing your thinking with good intellectual standards–clarity, relevancy, appropriateness, logicalness, etc. As a problem-solver, citizen, parent, student, teacher, legislator, professional, or any other label one might have, the focus statement of "choose freely, live creatively, and think critically" can keep us directed toward rationality. By rationality I mean, conforming to principles of good reasoning, showing good judgment, being sensible, logical, and relevant.
A life-long learner? Yes, but what are you learning? It is important to "become" the learner that has good intellectual traits, such as intellectual empathy, intellectual courage, intellectual humility, intellectual perseverance, and fair-mindedness. With good intellectual traits the thinker can be a life-long learner who is productive in a positive manner in a democratic society. The "becoming" is acquiring good intellectual traits and the "accomplishing" is life-long learning.
Why focus on questions instead of answers?
Asking questions is a sign of thinking. Questioning is necessary in order to keep your thinking active. Questions do not need to be asked to anyone but yourself. In fact, the goal, though not attainable in most situations, would be to answer all of your own questions. For every question you ask, ideally your mind will generate two more. Therefore, if you start with one question and pursue your line of thinking, you end with many questions. Questions are a sign of an active mind and not a sign of ignorance. Use questions to drive thinking.
Who should assess our thinking?
Ultimately, each person must assess him/herself. As you know, you don't always have another person to assess your thinking. We must constantly work toward the time in which we will assess our own thinking and decide for ourselves its clarity, accuracy, relevancy, appropriateness, etc. Self-assessment should be done on everything that represents one's own thinking.
We are always learning. The question is, what are we learning? We must view our journey of life as the important time for learning and not just the end of our formal schooling as the time we are learned. Education is never ending. It is like life, in the sense that as long as you are alive, you are also learning. The only destination is to be a life-long learner. When are you learning mathematics, language arts, science, history, etc. ? ALWAYS!
Note: This post contains quotes that I have been using for awhile. I am unsure if any of them are verbatim from some single source. If you know a direct source of any of them, I would appreciate a comment.
This entry was posted on Sunday, August 2nd, 2009 at 1:00 am and is filed under Questions, R2, Ron Rogers, Thinking about thinking, Writing for learning.	You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.
2 Responses to Quotes, Questions and Answers!
Hello its me katie i was hopeing you could please share a blog about the truth. Or in other words lieing. It would be very interesting if you did it i a ying and yang format.Please consider this topic!