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We may not yet know who survived that devastating fire that left us hanging in the season 5 finale of Chicago Fire (I refuse to take much stock in the way-too-obvious images in the teaser), but we do know one thing that will be intact when we return: Otis' libido.
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Season 6 of Chicago Fire kicks off Sept. 28 at 10 p.m. ET.


text:
The Changing Nature of Work: Implications for Occupational Analysis (1999)
Chapter: Index
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« Previous: Appendix C: Biographical Sketches
Suggested Citation:"Index." National Research Council. 1999. The Changing Nature of Work: Implications for Occupational Analysis. Washington, DC: The National Academies Press. doi: 10.17226/9600.
African Americans, 43, 45, 62-65, 66
military personnel, 222-223, 230-232
education and training, 96
elderly persons, 42, 66, 77-79
gender factors and, 43, 44, 225
job stability and security, 77-79, 88, 89
military personnel, 8, 223, 224, 225, 281
minority groups, 42-43
professional and technical workers, 148-149
workforce trends, general, 41, 42-44, 63, 66
Agricultural workers, 59-60, 61, 105, 264
American Management Association, 74, 75, 98, 101
American Society for Training Developers, 95
Anthropological approach 10, 21, 23-24, 25, 48, 286
AP*NET, see Army Personnel Network
Apprentices and trainees, 179, 188
Aptitudes, 173, 182, 184, 245
attitudes toward work, 57
General Aptitude Test Battery, 337
military personnel, 240, 245
O*NET™ 184, 185, 186, 327
see also Skills
Armed Forces Qualification Test, 226
Armed Forces Vocational Aptitude Text Battery, 245
Army, see Military personnel
Army After Next, 237
Army Occupational Analysis Survey, 256
Army Personnel Network (AP*NET), 9, 259, 261, 262, 284-285
Army Vision 2010, 237, 259
AT&T, 74
Attitudes and beliefs
clerical workers, 52-55
compensation, 50-51, 52-53, 56, 57
decision-making role and, 52-53, 84-85, 106
downsizing, 75-76, 77, 100, 270
gender factors, 50-51
managers, 51, 52-55
meaning of work, 49-57, 97, 274
occupational groupings, 106
professional and technical workers, 51, 52-55
service workers, 52-55
skills and, 52-55, 57
social-psychological contracts, 97-102, 103
training/development opportunities and, 54-55
unskilled workers, 51, 52-55
Australian Standard Classification of Occupations, 174, 175, 330-331
Automation, 39, 125, 150
blue-collar workers, 116, 150
military personnel, 253-254, 260, 261, 262
service workers, 121-122, 125-126, 127
see also Computer applications
Beliefs, see Attitudes and beliefs
Black persons, see African Americans
Blue-collar workers, 21, 28, 41, 105, 108-121, 266, 335
automation, 116, 150
blue-collar/managerial divide, 10, 103, 108-110, 113, 114-116, 120, 160, 265, 272, 283, 285-286
cognitive skills, 110, 112, 113, 115-116, 120, 160
problem solving, 112, 114
computer use, 113-117, 120, 160
content analysis, 110-113
defined, 108
emotional work, 121
globalization of markets, 117-119
historical perspectives, 41, 108, 117-119, 159, 264, 265
interpersonal skills, 108, 109, 110, 113, 115, 121, 160
see also "teamwork" infra
military, 237, 252
occupational classification systems, 111-112, 159-160
organizational factors, 109-113, 117-121
see also "blue/collar managerial divide" supra
quality control, 110, 112-113, 117, 118, 119, 120
skills, 113-115, 160
see also "interpersonal skills" supra
team skills, 84, 85, 110-113, 114, 115-119
task analysis, 109, 111-112, 160
teamwork, 84, 85, 110-113, 114, 115-121
technological innovation, 113-117
Bureau of Census, 21, 39, 42, 43, 44, 45, 48, 85, 167
Classified Index of Occupations and Industries, 176, 177, 178
CPS, 39, 42, 48, 59, 62, 68, 87-89, 93, 177, 190, 196
SOC, use of, 178
Bureau of Labor Statistics, 59, 60-61, 95, 96, 105, 190, 261
Occupational and Employment Statistics Classification System, 168, 190, 96
Occupational Employment Statistics, 176, 177, 178, 196
Canadian Classification and Dictionary of Occupations, 174, 175, 332-333
Career ladders/stages, 97, 188, 234-235
managerial jobs, 81
military, 234-235, 245, 249, 262
technical workers, 153-154
Career pattern changes, 14, 86-87, 90, 204, 210-211
military, 70-71, 210-211, 234-235, 245
Census Bureau, see Bureau of Census
Classification systems, see Occupational classification systems; specific occupational categories
Classified Index of Occupations and Industries, 176, 177
Clerical workers, 121, 124, 125-126, 150, 160
attitudes toward work, 52-55
proportion of workforce, trends, 59-62 (passim)
Cognitive skills, 10, 20, 24, 71, 106, 107, 172, 272-273
blue-collar workers, 110, 112, 113, 115-116, 120, 160
managerial workers, 136, 140
professional and technical workers, 154-156, 158
service workers, 121, 127, 128
see also Content analysis;
Problem solving;
Skills;
Combat activities, 219, 227, 229, 230, 239, 241, 244, 245, 246, 247, 251-254
Common Metric Questionnaire, 172, 173, 338-339
Communication, interpersonal, see Interpersonal skills and work
Compensation, 2, 67-69, 172, 267
attitudes toward work, 50-51, 52-53, 56, 57
computer use and, 39
educational attainment and, 67
global competition, 31, 32, 266
historical trends, 50-51, 52-53, 56, 57, 67-69, 70, 71
inequality, 67-69, 72, 93, 218, 253
military personnel, 218, 222, 226-227, 253
nonstandard employment, 93
service workers, 122, 125
skills and, 67-68, 106
social-psychological contracts, 99
Comprehensive Occupational Data Analysis Program, 168, 256-257
Computer applications, 16, 36
AP*NET, 9, 259, 261, 262, 284-285
blue-collar workers, 113-117, 120, 160
digitization, 36-40, 267-268
managerial work, 134, 135
military personnel, 252-254, 255, 256, 258-259
national databases, 10-11, 159, 286, 287, 339
see also Occupational Information Network (O*NET™)
occupational analysis, general, 168
professional and technical workers, 142, 149, 150
service workers, 125, 127, 128, 131-133
skills, general, 37-40, 67
training, vii, 95-96, 239
Work Profiling System, 172, 173, 340
see also Internet
Concept For Future Joint Operations, 237
Content analysis, 3, 14-15, 27, 28, 105-163 (passim), 271-273, 277-278, 338-339
blue-collar workers, 110-113
demographic factors, 41
managerial workers, 128, 161-162
national database on work, 10-11
O*NET™ 6, 11, 184-186, 203, 279, 322
product cycle time and, 33, 266
professional and technical workers, 150, 154-157, 158, 161
shareholder clout and, 34-35
see also Skills;
Contracts of employment, 25, 31, 200, 203
Contract work and workers, 75, 87, 91-94 (passim), 152, 278
training, 96
see also Self-employed persons
Counseling, 1, 11, 164
Cultural factors, 22-23
anthropological studies, 10, 21, 23-24, 25, 48, 286
corporate culture, 97, 136-137, 138-139
military personnel, 219-220, 251, 260
Current Population Survey (CPS), 39, 42, 48, 59, 62, 68, 87-89, 93, 177, 190, 196
Decision-making, viii, 1, 2, 3, 6, 11, 14, 18-19, 106, 107, 172, 277, 287
attitudes toward work and, 52-53, 84-85, 106
career selection, 14
see also Counseling
individual, 164
ISCO, 174
military personnel, 8, 240, 251, 253-254, 260
organization-level, 73, 263-264, 276
service workers, 121-122, 128
see also Managers and management;
Selection and placement
Demand, see Supply and demand
Demographic factors, 2, 3, 4, 10, 15, 16, 28, 40-49, 57, 285
content analysis, 41
historical trends, 28, 41, 42-49, 59-67, 71-72, 265-266
age factors, workforce trends, 41, 42-44, 63, 66
blue-collar workers, 41, 108, 117-119, 159, 264, 265
change across occupations, 59-62
change within occupations, 62-67, 263
clerical workers, workforce trends, 59-62 (passim)
gender factors in workforce, general, 16, 28, 41-49 (passim), 63-66, 70
managerial work, 42-43, 52-53, 59-62, 64-65, 81-82
military personnel, 8, 216, 222-235
professional workers, trends, 51, 52-55, 59-62 (passim)
service workers, trends, 59-62 (passim), 121, 130
unskilled workers, 59-62 (passim)
occupational classification systems, 41, 42, 67, 69-70
organizational factors, 40-41
professional and technical workers, 51, 52-55, 59-62 (passim), 148-149
service sector, 59-62 (passim), 121, 130
teamwork, 42-43, 120
worklife duration, 45-49, 218
see also Age factors;
Educational attainment;
Family factors;
Gender factors;
Immigrants;
Dictionary of Occupational Titles, 7, 22, 23, 167, 168-169, 181-183, 264, 332
O*NET™ 6, 178, 206, 209
regulatory programs, 18
see also Bureau of Labor Statistics
Deregulation, 31, 34
Development Dimensions International, 85
O*NET™ 7, 186, 190, 191, 197, 203, 209, 210, 280, 321
task analysis, 181, 182, 183
see also Occupational Information Network
Dimensions of work, 40, 105-163
Dislocation Worker Surveys, 82
Downsizing, 34-35, 73, 74-81, 151, 267, 269-270
attitudes and beliefs, 75-76, 77, 100, 270
globalization and, 17, 32
managers, 75, 103, 269
military, 8, 221-222, 240, 249, 283
social-psychological contracts, 99-100
Earnings, see Compensation
Economic factors, 24-25
mergers, acquisitions, and joint ventures, 34, 86, 87
military personnel, socioeconomic status, 226-227
small and medium-sized businesses, 74, 121, 122, 126, 131, 214
see also Compensation;
Globalization of markets;
Market forces
Educational attainment, 3, 16, 45, 63-65
O*NET™ 184-185, 186, 188, 323
wages and salaries, 67
Education and training, 1, 24, 64-65, 66, 95-97, 168, 170, 173, 331
computer applications, vii, 95-96, 239
gender factors, 96
historical perspectives, 95, 96-97
managers, 54, 95
military personnel, vii, 2, 9, 210, 217, 237, 239-240, 242-243, 245, 252-253, 254, 258, 260, 262
professional networking, 90-91
service workers, 125, 128-130
teamwork, cross-training, 84
technological innovation, 95
see also Knowledge factors;
Electronic Performance Support Systems, 96
Emotional work, 106, 108, 121, 122, 137-138, 199, 201, 244, 251, 273, 277, 282
blue-collar workers, 121
gender factors, 201
managerial workers, 138
military personnel, 251
professional workers, 156-157, 158, 161
service workers, 122
Employee development, 95-97, 168
see also Counseling;
Employment, nonstandard, 31, 58, 91-94, 102-103
compensation, 93
home work, 26, 27, 48, 71-72
self-employed persons, 91, 94, 146, 207
telecommuters, 13, 48
volunteer work, 26, 178
Enumerative systems, 169-171, 173-174, 197, 329-333
Environmental factors, vii, 2, 27, 30-72, 164, 170, 264-273
military personnel, 222-243
see also Demographic factors;
Economic factors;
Market forces;
Organizational factors;
Technological factors
Ethnography, see Anthropological approach
Fair Labor Standards Act, 108
Families of jobs, see Job families
Family and Medical Leave Act, 18
Family factors, 8, 16, 17, 18, 28
family-operated enterprises, 179
military personnel, 220, 225, 281
networking, 89-90
Farm workers, see Agricultural workers
occupational classification/analysis systems, not SOC, 167
see also Army Personnel Network (AP*NET);
Occupational Information Network (O*NET™)
SOC, 7, 168-169, 174, 176, 177-181, 333
see also specific departments and agencies;
terms beginning "Military . . ."
Fertility, 43
Financial markets, 33-35, 267
Fleishman Job Analysis System, 172, 173, 186, 335-336
Force XXI Operations, 251, 252, 255-256
Foreign countries, see International perspectives
Gender factors, 3
age factors and, 43, 44, 225
historical perspectives, 16, 28, 41-49 (passim), 63-66, 70
military personnel, 8, 223, 224-225, 227-230, 281
occupational classification systems, 61-62
unpaid work, 26
workforce, general, 16, 28, 41-49 (passim), 63-66, 70
worklife expectancy, 45-47
work timing, 57
General Accounting Office, 85
General Aptitude Text Battery, 327
General Social Survey, 49-51, 56-57
General Work Inventory, 172, 173, 337-338
Germany, 39
Globalization of markets, 16-17, 31, 71, 266-267
compensation, 31, 32, 266
downsizing and, 17, 32
financial markets, 34, 35-36
foreign direct investment, 32, 118
organizational factors, 32, 35
technological factors, 31, 32-33
Group performance, see Team skills; Teamwork
Handbook for Analyzing Jobs, 182
High-performance work systems, 109-110, 130, 189, 264, 272, 274, 278
Hiring, see Recruitment, military; Selection and placement
Hispanics, 43, 45, 64-66
military personnel, 223, 230-232
Hours of work, 4, 47-49, 56, 58, 275
part-time employment, 57-58, 92, 93
shift work, 57-59
temporary employment, 20, 75, 92-93, 94
Human Performance Practices survey, 95
Immigrants, 3
Index of Industries and Occupations, 177
Individual performance, vii, 23, 111, 164
military personnel, 224, 225-226, 240
Industrial relations, 10, 11, 16, 18, 23-24, 25, 86-102, 107-108, 270-271, 278, 286
trade unions, 31, 32, 67, 90, 99
see also Job security and stability
Information technology, see Computer applications; Digitization; Technological factors
Interdisciplinary approaches, see Multidisciplinary approaches; Teamwork
International perspectives
ISCO, 174-176, 179, 329-330, 332
joint operations, 8, 237, 250, 281
mission change, 4, 8, 9, 18-19, 29, 217, 235-237, 244, 245, 247, 248, 252, 260, 282-283, 284
Netherlands Standard Classification of Occupations, 174, 175, 331-332
occupational classification systems, other than ISCO, 169, 173
see also Globalization of markets
International Standard Classification of Occupations (ISCO), 174-176, 179, 329-330, 332
Internet, 16, 37, 127, 205, 209-211, 217, 250, 259
Interpersonal skills and work, ix, 8, 29, 71, 106, 107, 172, 273, 335
blue-collar workers, 108, 109, 110, 113, 115, 121, 160
military, 250-251
professional and technical workers, 156-157, 158, 161
see also Emotional work;
Managers and management;
Service workers;
Team skills;
Japan, 37, 116, 118-119, 135, 139
Job descriptions, 1, 5, 103-104, 169-171, 173, 277-278, 334-340
interdisciplinary, 10
managers, 10
military personnel, 167, 256-257, 260, 261, 262, 264
O*NET™ 6, 184-185, 188-189, 190, 199-200, 205, 262, 264, 322, 324-326
see also Dictionary of Occupational Titles;
Job families, 6, 106, 170, 173, 179, 180, 273, 277, 330-331, 332, 337
ISCO, 330-331
O*NET™ 6, 324-325
Job security and stability, 52-53, 56, 64-65, 71, 74-81, 269-270
age factors, 77-79, 88, 89
defined, 76
historical perspectives, 64-65, 76-79, 80-81, 87, 269
managerial workers, 75, 81-82, 103, 140, 269
nonstandard workers, 93-94
see also Temporary employment
see also Downsizing;
Temporary employment
Job titles, 6, 92, 104, 118, 132, 167, 169, 177, 277-278, 279, 331, 332, 333
O*NET™ 191, 196, 200-201, 211, 212
see also Dictionary of Occupational Titles
Joint operations, military, 8, 237, 250, 281
Joint ventures, see Mergers, acquisitions, and joint ventures
The Joint Vision 2010, 237
Knowledge factors, 1, 2, 170, 266-267
military personnel, 240, 244, 251, 254, 260, 261, 262, 284
O*NET™ 185, 186, 187, 188, 284, 323
see also Educational attainment;
Education and training;
Military occupational specialities;
Laborers, see Unskilled workers
Legal factors, 11, 15, 16, 17-18, 274
globalization, 31
military personnel, 218-219, 224
Legislation, specific, 17
National Labor Relations Act, 108
Wagner-Peyser Act, 167
Life expectancy, 45-46
see also Worklife duration
Managers and management, 2, 8, 10, 17, 18-19, 28, 134-140, 159, 161-162, 267, 324, 335, 339
attitudes toward work, 51, 52-55
basis for assessing other jobs, 23
cognitive skills, 136, 140
computer applications, 134, 135
content analysis, 128, 161-162
demographic factors, 42-43, 52-53, 59-62, 64-65, 81-82
digital technology, 40
downsizing, 75, 103, 269
hierarchies, flattening of, 32, 73, 81-86, 87, 103, 107, 270, 271
job security and stability, 75, 81-82, 103, 140, 269
military, 246, 248, 252, 261, 262
proportion of workforce, historical trends, 59-62 (passim), 81-82
quality control, 136-137
SOC, 179, 180
team skills, 86, 136-138, 140, 211-213
technological innovation, 40, 134, 135
training, 54, 95
Manpower and Personnel Integration, 239-240
Marital status, military personnel, 223, 225
Market forces, 2, 3, 4, 5, 15, 30-36, 71, 86, 266-267, 333
managerial work, 134-135
O*NET™ 185, 186
see also Globalization of markets;
Media influences, 75-76, 77, 85
Men, see Gender factors
Military Occupational Databank, 256
Military occupational specialties, 9, 168, 197, 233-235, 245-249, 250, 252-253, 257-259
gender breakdowns, 227-228
O*NET™ 7, 9, 196
racial/ethnic factors, 222-223, 230-232
Military personnel, vii, 2, 7-9, 28, 216-262, 280-285, 337-338
African Americans, 222-223, 230-232
age factors, 8, 223, 224, 225, 281
aptitudes, 240, 245
automation, 253-254, 260, 261, 262
budgetary considerations, 221
career ladders/stages, 234-235, 245, 249, 262
career pattern changes, 70-71, 210-211, 234-235, 245
compensation, 218, 222, 226-227, 253
computer applications, 252-254, 255, 256, 258-259
cultural factors, 219-220, 251, 260
decision-making, 8, 240, 251, 253-254, 260
demographics, 8, 216, 222-235, 281
downsizing, 8, 221-222, 240, 249, 283
educational attainment, 223, 226
education and training, vii, 2, 9, 210, 217, 237, 239-240, 242-243, 245, 252-253, 254, 258, 260, 262
environmental factors, general, 222-243
family factors, 220, 225, 281
gender factors, 8, 223, 224-225, 227-230, 281
Hispanics, 223, 230-232
historical perspectives, 167, 256
mission change, 4, 8, 9, 18-19, 29, 217, 221, 235-237, 244, 252
individual performance, 224, 225-226, 240
interpersonal skills, 250-251
key features, 216-222
knowledge factors, 240, 244, 251, 254, 260, 261, 262, 284
legal environment, 218-219, 224,
managers, 246, 248, 252, 261, 262
marital status, 223, 225
minorities, 222-223, 230-232
occupational classification, general, vii-viii, 180
O*NET™ 7, 9, 196, 206, 259, 262, 280, 284-285
primary vs duty occupations, 232-235
recruitment, 9, 225-226, 245, 248-249, 260, 262
reserve personnel, 240, 241, 242-244, 248, 281
skills, 8, 240, 243, 247-248, 250-251, 252-253, 261, 262, 281, 284
SOC, 180
task analysis, 256-257, 262, 264, 284
see also Military occupational specialities
teamwork, 111, 238-239, 244, 251, 256, 260
see also "combat activities" supra
technological innovation, 8, 210, 237-240, 245, 247, 252-253, 281-282, 284
telecommunications, 238-239, 250, 259, 260, 261
Minnesota Job Description Questionnaire, 186-187
Minority groups, 3, 16, 43, 45, 63-66
age factors, 42-43
immigrants, 3, 89-90
networking, 89, 90
see also specific groups
Mission change, military, 4, 8, 9, 18-19, 29, 217, 235-237, 244, 245, 247, 248, 252, 260, 282-283, 284
Multidisciplinary approaches, 9, 23-27, 263, 285
see also Team skills;
Multipurpose Occupational Systems Analysis Inventory-Close Ended, 172, 173, 339-340
National Association of Staffing Services, 93
National Center on the Educational Quality of the Workplace, 85
National Employer Survey, 85
National Establishment Survey, 85
National Guard, 240, 241, 242, 244, 248
National Occupational Classification, 333
National Occupational Information Coordinating Committee, 7, 196, 280
National Skills Standards Board, 91
Naval Air Warfare Center Training Systems Division, 111
Nonstandard employment, see Employment, nonstandard
Occupational Analysis Inventory, 336-337, 338
Occupational analysis systems, general, vii-viii, 1-3, 6-7, 14, 164-215, 276-280, 330-340
decision aids, 11, 19-20
defined, 21, 22, 165, 166, 227-257
demographic factors, 42, 61-62
framework, 15
history of, general, 166-169, 171, 178
military, 2, 7, 9, 27, 216-262
see also Military occupational specialities;
organizational factors, 29, 197-198
teamwork, 83, 111-112
types of, 169-197
see also Aptitudes;
Content analysis;
Knowledge factors;
Occupational Information Network (O*NET™);
Occupational and Employment Statistics Classification System, 168, 190, 196
Occupational classification systems, vii-viii, 1, 6, 14, 27, 61, 103, 158-163, 165, 276-280
blue-collar workers, 111-112, 159-160
defined, 21, 22, 165
demographic factors, general, 41, 42, 67, 69-70
historical perspectives, 21-23, 164, 166-169, 171, 178, 179, 264
managerial workers, 161-162
military, 27, 167, 168, 244-249, 253, 337-338
O*NET™ 6-7, 169, 279
organizational factors, 83, 86, 103-194, 197-198, 278
product cycle time and, 33
professional workers, 141-146, 161
recruitment, 165
teamwork, 83, 86, 165-166
technical workers, 141-146, 179
types of, 169-171, 172, 173
United Kingdom, 38-39, 174, 175, 332
U.S., major systems, 176-201
SOC, 7, 168-169, 174, 176
Enumerative systems;
Job descriptions;
Task analysis;
specific occupational categories
Occupational families, see Job families
Occupational Information Network (O*NET™) 6-7, 9, 169, 178, 183-213, 278-279, 321-328, 332
classification systems, general, 6-7, 169, 279
cognitive skills, 186, 199, 322, 324
computer screen samples, 192-194
content analysis/model, 6, 11, 184-186, 203, 279, 322
data collection, 11, 202-205, 207-208, 213-214, 286, 321-322
Department of Labor, 6, 178, 206, 209
descriptive information, 6, 184-185, 188-189, 190, 199-200, 205, 262, 264, 322, 324-326
Dictionary of Occupational Titles and, 7, 186, 190, 191, 197, 203, 209, 210, 280, 321
educational attainment, 184-185, 186, 188, 323
enumerative aspects, 6, 7, 196, 197
environmental factors, general, 185-186, 279, 280, 324
field test and prototype evaluation, 190-191, 204-205, 207-208, 321-328
interpersonal skills, 187, 199, 322, 324
job families, 6, 324-325
job titles, 191, 196, 200-201, 211, 212
knowledge factors, 185, 186, 187, 188, 284, 323
market forces, 185, 186
military occupational specialties, 7, 9, 196
military personnel, 7, 9, 196, 206, 259, 262, 280, 284-285
organizational factors, 185-186, 189, 197, 203-204
ownership, control, and liability, 206
selection and placement, 184, 185, 327-328
skills, 184, 185, 186, 187-188, 194, 195, 322-324
task analysis, 185, 186, 189, 264, 284
team skills, 199, 200-201, 204, 209, 211-213
technological factors, 205, 209
Occupational safety and health, 18
hazardous materials, 183, 189
O*NET™ 190
Occupational Values Questionnaire, 186-187
Office of Personnel Management, 173, 339
O*NET™, see Occupational Information Network
Operational Data, Analysis, and Structure system, 258
Organizational factors, vii, 1-6 (passim), 10, 14, 15, 18-20, 23-24, 27, 28-29, 73-104, 164, 268-269
blue-collar workers, other, 109-113, 117-121
blurring boundaries, 10, 28-29, 83, 102-103, 105-106, 108-110, 113, 114-116, 119, 120, 124, 127, 141, 146, 158, 160, 161, 256, 263, 272, 283, 285
see also "hierarchies" infra
decision-making, organizational level, 73, 263-264, 276
demographics, 40-41
globalization, 32, 35
horizontal division of labor, 28, 107, 110, 136, 151-154, 157, 158, 162, 163, 255, 268, 269, 270
military personnel, 8, 216, 217-222, 225, 237, 240-243, 254-256
downsizing, 8, 221-222, 240
mission change, 4, 8, 9, 18-19, 29, 217, 235-237, 240-241, 244, 245, 247, 248, 252, 260, 282-283, 284
occupational classification systems, 83, 86, 103-194, 197-198, 278
O*NET™ 185-186, 189, 197, 203-204
professional bureaucracies, 146-147, 151-152
psychological approaches, 10, 21, 23-24, 25, 97-102
technological innovation, 19, 20, 87
Industrial relations;
Outsourcing, see Contract work and workers; Self-employed persons
Placement, see Selection and placement
Position Analysis Questionnaire, 171-173, 327-328, 334-335
Price factors, 31-32, 266
Problem solving, 5, 33, 187, 260, 274
Professional and Managerial Position Questionnaire, 335
Professional associations, 90-91
Professional workers, 141-144, 146-158, 161, 264
age factors, 148-149
bureaucracies, 146-147, 151-152
cognitive skills, 154-156, 158
computer applications, 142, 149, 150
content analysis, 150, 154-157, 158, 161
demographic factors, 51, 52-55, 59-62 (passim), 148-149
downsizing, 75
emotional work, 156-157, 158, 161
historical perspectives, 51, 52-55, 59-62 (passim), 105, 141, 146, 147-148, 149, 264-265
interpersonal skills, 150, 156-157, 158, 161
networking, education and, 90-91
occupational classification systems, general, 141-146, 161
proportion of workforce, trends, 59-62 (passim), 105
skills, 150, 156-157, 158, 161
technological factors, 147-148, 149-151
Military occupational specialties
Promotion, 51, 56, 87, 101-102, 262, 270
Psychological approaches, vii, viii, 2, 20, 167, 340
industrial/organizational, 10, 21, 23-24, 25, 97-102
military personnel testing, 167, 251
see also Attitudes and beliefs
Public Employment Service, 210
Quality control, 2, 17, 20, 33, 71, 83, 95, 108
blue-collar workers, 110, 112-113, 117, 118, 119, 120
service workers, 123, 125, 126, 133
Quality of life, 15
Recruitment, 96, 97, 165
military, 9, 225-226, 245, 248-249, 260, 262
see also Selection and placement
Regulatory issues, see Legal factors
Reserve personnel, military, 240, 241, 242-244, 248, 281
Salaries, see Compensation
Sales workers, 21, 52-53, 59, 60, 61, 84, 105, 119-125 (passim), 129-131
Selection and placement, 1, 24, 97, 165, 168, 172, 260, 281
O*NET™ 184, 185, 327-328
see also Promotion;
see also Contract work and workers
Service workers, 10, 13, 17, 21, 28, 121-133, 160-161, 266, 285
automation, 121-122, 125-126, 127
cognitive skills, 121, 127, 128
compensation, 122, 125
computer applications, 125, 127, 128, 131-133
content analysis, 121-123, 128-132, 160
decision-making, 121-122, 128
defined, 121, 123
demographics, 59-62 (passim), 121, 130
education and training of, 125, 128-130
gender factors, 121, 133
historical perspectives, 52-55, 59-62, 121, 124-125, 133
managerial work, 128
minority groups, 121
occupational classification systems, 123, 160-161
quality control, 123, 125, 126, 133
skills, 121-123, 128-132
specialist, 128-129
task analysis, 121, 125
team skills, 84
technological factors, 125, 127, 128, 131-133
telecommunications, 125-126, 127
unskilled, 125-126
see also Clerical workers;
Sales workers
Sex-based factors, see Gender factors
Shareholder interests, 34-35, 274
foreign investors, 32, 118
Simulation training, military, vii, 239
Skills, vii, 1, 2, 13, 29, 66, 67, 106, 170, 172, 266-267, 330-333
attitudes toward work and, 52-55, 57
blue-collar workers, 113-115, 160
compensation, 106
computer applications, general, 37-40, 67
Dictionary of Occupational Titles, 183
digitization, 37-40
ISCO, 174, 329
military personnel, 8, 240, 243, 247-248, 250-251, 252-253, 261, 262, 281, 284
O*NET™ 184, 185, 186, 187-188, 194, 195, 322-324
service workers, 121-123, 128-132
technological innovation and, 36, 37-40, 71, 127
wages and, 67-68, 106
Cognitive skills;
Interpersonal skills and work;
Unskilled workers
Social Change and Economic Life Initiative, 38-39
Social-psychological contracts 97-102, 103
Social Science Research Council, 167
Sociology and social factors, 1, 2, 5, 10, 14, 15, 24, 25, 107-108, 286
networking opportunities, 89
research trends, 10, 20-21
see also Cultural factors;
Demographic factors;
Interpersonal skills and work
Standard Occupational Classification (SOC), 168-169, 174, 176, 177-181, 333
British, 332
O*NET™ 7, 178, 196, 197, 205, 208, 213, 280
Supply and demand, 4, 146
see also Downsizing
Task analysis, 20, 106, 107, 170, 172, 173, 272, 277-278, 331-332, 340
blue-collar workers, 109, 111-112, 160
demographics and, 42
Dictionary of Occupational Titles, 181, 182, 183
O*NET™ 185, 186, 189, 264, 284
technical workers, 3, 19
technology of, 3, 19
see also Cognitive skills;
Task taxonomies, 9, 19, 24, 186, 261, 262, 335-336
Team skills, vii, 5, 29, 72, 83-84, 97, 277
blue-collar workers, 84, 85, 110-113, 114, 115-119
cross-training, 84
managerial workers, 86, 136-138, 140, 211-213
O*NET™ 199, 200-201, 204, 209, 211-213
service workers, 84
Teamwork, 5, 8, 19, 20, 28-29, 33, 83-86, 97, 135, 270, 271, 272, 274
demographic factors, 42-43, 120
historical perspectives, 42-43, 83, 85, 120
military, 111, 238-239, 244, 251, 256, 260
see also Combat activities
occupational classification systems, 83, 86, 165-166
unskilled workers, 83-84
Technical workers, 28, 105, 141-158, 161, 264, 324
career ladders/stages, 153-154
historical perspectives, 51, 52-55, 59-62 (passim), 141, 146, 147-148, 149, 264
interpersonal skills, 156-157, 158, 161
military personnel, 210, 231-234 (passim), 246, 252-254, 262
occupational classification systems, 141-146
task analysis, 3, 19
see also Military occupational specialties
Technological factors, 2, 3, 4, 10, 15-16, 26, 36-40, 71, 108, 272-273, 275-276
global competition, 31, 32-33
high-tech communities, 87
historical perspectives, 15-16, 36-37, 40
managerial work, 40, 134, 135
military, 8, 210, 237-240, 245, 247, 252-253, 281-282, 284
organizational, 19, 20, 87
professional and technical workers, 147-148, 149-151
skills, general, 36, 37-40, 71, 127
see also Automation;
Telecommunications, 37, 74, 130-132
military personnel, 238-239, 250, 259, 260, 261
see also Part-time employment
Titles, see Job titles
Total Personnel Command, 249
Towers Perrin, 85, 101-102
Trade unions, 31, 32, 67, 90
networking, 90
Training, see Education and training; Employee development
Unions, see Trade unions
Unskilled workers, 13, 150, 268
service workers, 125-126
teamwork, 83-84
Values, see Attitudes and beliefs
Wages and earnings, see Compensation
War Manpower Commission, 167-168
White-collar workers, see Managers and management; Professional workers
Women, see Gender factors
Wonderlic test, 327
Worklife duration, 45-49
WorkTrends™ 49, 51, 57, 84-85, 96, 100, 105-106
World Wide Web, see Internet
The Changing Nature of Work: Implications for Occupational Analysis Get This Book
Buy Hardback | $73.00 Buy Ebook | $59.99
Although there is great debate about how work is changing, there is a clear consensus that changes are fundamental and ongoing. The Changing Nature of Work examines the evidence for change in the world of work. The committee provides a clearly illustrated framework for understanding changes in work and these implications for analyzing the structure of occupations in both the civilian and military sectors.
This volume explores the increasing demographic diversity of the workforce, the fluidity of boundaries between lines of work, the interdependent choices for how work is structured-and ultimately, the need for an integrated systematic approach to understanding how work is changing. The book offers a rich array of data and highlighted examples on:
Markets, technology, and many other external conditions affecting the nature of work.
Research findings on American workers and how they feel about work.
Downsizing and the trend toward flatter organizational hierarchies.
Autonomy, complexity, and other aspects of work structure.
The committee reviews the evolution of occupational analysis and examines the effectiveness of the latest systems in characterizing current and projected changes in civilian and military work. The occupational structure and changing work requirements in the Army are presented as a case study.
Executive Summary 1–12
1 Introduction 13–29
2 The External Contexts of Work 30–72
3 Changes in the Organizational Contexts of Work 73–104
4 Changes in the Structure and Content of Work 105–163
5 Implications for Occupational Analysis Systems 164–215
6 Army Work and Approaches to Occupational Analysis 216–262
7 Conclusions and Implications 263–287
References 288–318
Appendix A: Prototype Evaluation 319–328
Appendix B: Current Occupational Analysis Systems 329–340
Appendix C: Biographical Sketches 341–348
Index 349–364

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: CMD command to check connected USB devices I would like to obtain by a command prompt a list of all USB devices connected to my computer (O.S. Windows 10). I've googled to find such a command, but all results seems useless to me or worse workless. Does anybody know how can I do that?
Thank you

A: With powershell, you can use the command :
Get-PnpDevice -PresentOnly | Where-Object { $_.InstanceId -match '^USB' }

A: You could use wmic command:
wmic logicaldisk where drivetype=2 get <DeviceID, VolumeName, Description, ...>

Drivetype 2 indicates that its a removable disk.

A: You can use the wmic command:
wmic path CIM_LogicalDevice where "Description like 'USB%'" get /value

A: pnputil /enum-devices /connected /class USB

This requires Windows 10 1903 or higher. List of possible flags

A: you can download USBview and get all the information you need. Along with the list of devices, it will also show you the configuration of each device.

redpajama_set_name: RedPajamaStackExchange


Wyoming senior Branson Ashworth has been selected the Big 12 Wrestler of the Week for the second time this season.
Ashworth received the honor Monday from the league office after a 2-0 weekend with wins over opponents from Utah Valley and South Dakota State last weekend. Ashworth helped the No. 13 Wyoming Cowboys beat the Utah Valley Wolverines 27-6 Friday and the South Dakota State Jackrabbits 32-9 Sunday.
The senior at 165 pounds defeated No. 9 ranked Demetrius Romero of Utah Valley, 6-1, last Friday night. On Senior Day Sunday, Ashworth recorded a tech fall in the first period with a 16-0 win over Kelby Hawkins of South Dakota State.
Ashworth is now 29-3 on the season and has won 15 matches in a row. He has nine victories over ranked opponents this season and Sunday's win was his 10th by tech fall this year.
He becomes just the third wrestler in the Big 12 to receive the weekly award multiple times this season. It's the Cowboys' fourth Wrestler of the Week accolade, which ties Northern Iowa for the most this year.
Wyoming (15-4) returns to action with their final dual of the season at Northern Colorado Sunday, Feb. 17. The dual begins at 2 p.m. in Greeley, CO.


Solo professionals can have a habit of mixing business with enjoyment. Sometimes it is difficult to keep a deal with on your personal funds and keep your personal money separate from your business money. Employ a digital assistant who specializes in Bookkeeping and get them to assist you budget and strategy how and exactly where you spend your cash. They can also deal with the "divorce" of your individual and company finances.I recommend always calling potential tax preparers and asking for an estimate over the telephone. While rates vary based on how complicated your taxes are, an estimate ought to be simple sufficient for a expert to provide.The final stage is to efile your taxes! The option you chose in stage 2 will affect how you file your taxes. If you selected a professional to file your taxes allow them know you want to efile. If you will use a individual pc then you can select the tax planning software program you desire, answer the questions, and have the taxes filed quickly. If you want a fast refund include your bank account quantity. Finally, you will need to select the Free File website or the IRS efile Partners web page. As soon as you are carried out you will be ready to pass the information n to your buddies and family members and let them benefit from this fantastic service.This specific rip-off was recognized as the "claim of right tax-evasion" scheme. It has not been made recognized if the company's customers were aware of the rip-off. Archie and Theodore Pugh were charging them a $250 charge for their Mobile Tax Service.The sky is blue simply because we known as that colour blue and we agree about this. There are versions on blue and in various nations they have various languages that translate into blue. One person might adore the color blue whilst an additional person hates it.Once you get into the right mindset for discovering home business ideas, you'll begin seeing them everywhere. Really, you might discover that you have so many various suggestions that it can be hard to choose which one is the best!Because of different problems and issues from the citizens of America, a couple of changes have occurred that are beneficial for the masses. 1 of them is the availability of submitting your tax return electronically. This is not only free with the IRS but a vast majority of the Mobile Tax Service across the country. This was not truly carried out out of the kindness of their hearts. The motivating factor was to ease the load of reviewing all the paper tax returns.Taxes are complex there is no question about that. Comprehending the complexity of the tax regulations are frequently much more than 1 can handle. Since tax regulations vary from condition to state attempting to get a complete understanding of the all the laws associated to taxes is generally much more than 1 would like to attempt and tackle. Federal tax laws often open up a entire new can of issues and if you are selecting to do your taxes yourself one might want to believe once more. Did you know that one small mistake on your tax report could cost you a great offer of money? In some instances an mistake can also direct to fines and penalties as nicely. This is why numerous individuals select to allow a bookkeeping services Prices handle all their tax requirements. It is important to choose the correct accountant to help make sure that all your needs are met.Conversely, if a zero is omitted from an income merchandise, this, too, could trigger you to underpay your taxes with out you recognizing it - till the IRS sends one of those nasty "love letters" and informs you of the discrepancy.Bookkeeping, like many areas of your company, can be dealt with be employing someone in-house or by searching to an outside company to deal with the publications. In fact, your outsourced individual doesn't have to be a individual at all, it can merely be an online system.Not too lengthy following I was married, my spouse and her mothers and fathers left town for a relative's funeral. I remained behind simply because I was a bookkeeping services Prices and it was the height of the active season. My mother-in-law cautiously prepared some meals for me, and I came over to appreciate the food. Not wanting me to have a chilly dinner, Margaret place it on the stove and incinerated it.As an owner of a bookkeeping business, you're continuously dealing with cash, your own or your consumer's. The partnership with cash is a fragile one and there are innumerous methods in which it can turn out to be out of balance. When it's out of stability, emotions are usually attached - some of the much more typical emotions about cash are guilt, shame and anger.The capability to see issues from your clients' perspectives. Certain, you Love to arrange things. It comes naturally for you. But for most of your clients, it's neither all-natural nor fun. So take the time to get to know them, why they are disorganized, what organizing techniques and products they've attempted in the previous, and what they anticipate from you. What does arranging achievement look like to them? Perhaps they're not capturing for perfection, but something as easy as becoming in a position to get out the doorway on time in the morning.


Knowing the garden centres were holding sales of Christmas items we decided on the spur of the moment to upgrade/add to some of the decorations at the Lodge.
Visits to 2 garden centres were on the agenda as well as calling in to the cash and carry for supplies for the Lodge. Purely by coincidence we found part of what we wanted at each garden centre.
While wandering round the first centre I spotted this Camellia. I don't know its species or variety but I can guarantee it isn't Camellia sinensis as that is the tea camellia. There is dispute over the actual number of different species some where between 100 & 300 with around 3000 hybrids.


As Christmas approaches, Zimbabweans in South Africa are preparing to send groceries to families battling inflation at home.
Inflation in Zimbabwe is at nearly 21% a year according to the latest statistics from the Zimbabwe National Statistics Agency.
The July 30 elections after the fall of Robert Mugabe, who had ruled the country for close to four decades, were expected to bring a change to the economy. But six months later not much has changed for many households.
Many Zimbabweans living and working in South Africa are members of grocery clubs to which they contribute all year round. The clubs buy groceries in bulk, taking advantage of special offers in supermarkets, and at the end of November or in the first week of December the groceries are shared out. Some consumers save for Black Friday and ask employers to release them earlier from work or they take a day off for shopping.
Groceries often sent home include cooking oil, sugar, rice and washing powder.


There's a lot of movement in this month's banzuke as all sekiwake and komusubi from March were demoted going a combined 17-43. As a result, the Summer tournament will see three rikishi in their highest ever ranks: Kotoyuki's flying high as East Sekiwake, while Ikioi and Kaisei leapfrog Okinoumi behind their impressive double-digit wins.
It's been nearly four years since Kaisei last peaked at top maegashira. He has yet to garner a kachi-koshi winning record at a rank higher than M6. I hope he clings around in the upper ranks. I've covered Ikioi and Kotoyuki quite a bit in the past so I'll look more in depth at Kaisei's record in the next few days and hope to post a profile on him before the weekend. He's been a bit streaky and a bit disappointing but I honestly hope he's been biding his time and waiting for a good time to make moves into sanyaku.
Osunaarashi will make a splash at M7 while Endo barely edges back into the makuuchi at M15. I'm going to keep my eye out for Endo banners now that he's back.


text:
35 Famous People Who Were Painfully Rejected Before Making It Big
By Rachel Hodin, October 14th 2013
http://tcat.tc/GNR5w4
1. Walt Disney
Walt Disney was fired from the Kansas City Star in 1919 because, his editor said, he "lacked imagination and had no good ideas."
2. JK Rowling
Shutterstock.com">Featureflash / Shutterstock.com
She got fired when working at the London office of Amnesty International because she would write stories on her work computer all day long.
3. Michael Bloomberg
Bloomberg was let go when he was working as a partner at Salomon Brothers, an investment bank. Specifically, it was after the company was bought out by the company that eventually became Citigroup in 1998. His severance check is what he used to jumpstart his career, which has now led him to become the 18th richest person
4. Anna Wintour
While a junior fashion editor at Harper's Bazaar, Wintour did lots of shoots, but apparently Tony Mazalla thought they were too edgy, and so she got fired after 9 months. After which she became fashion editor at Viva.
5. Madonna
She dropped out of college, moved to new york, and took a job at Dunkin' Donuts in Times Square, where she apparently didn't last a day. What sealed the deal was when she squirted jelly filling all over a customer
6. Oprah Winfrey
Oprah Winfrey was an evening news reporter and apparently got fired because she couldn't sever her emotions from her stories. Eventually she was fired from the producer of Baltimore's WJZ-TV.
7. Jerry Seinfeld
He was fired after a poor performance on his very minor role on the sitcom Benson. Apparently no one told him he had been fired and he only found out about it when he showed up for a read-through and discovered his part was missing from the script.
8. Truman Capote
He dropped out of high school to take a job as a copy boy for the New Yorker. He was eventually fired by the New Yorker, not because he was a bad employee, but because two years after being hired he went to go see Robert Frost read and, deeply sick, Capote left in the middle of the performance. Apparently Frost was deeply insulted and, knowing where Capote worked, demanded that he be fired. Which he was.
9. Howard Stern
He was fired by NBC when he was working as a DJ on WNBC. Then he found XM and the rest is history.
10. Elvis
After a performance at Nashville's Grand Ole Opry, Elvis was told by the concert hall manager that he was better off returning to Memphis and driving trucks (his former career).
He worked at Western Union where he used to secretly conduct experiments. Then, one night in 1867, he spilled some acid and it ate through the entire floor. He was fired and subsequently decided to just pursue inventing full time.
12. Kerry Washington
Shutterstock.com">s_bukley / Shutterstock.com
Before making it on Scandal, she had done two pilots. The shows of those pilots got picked up, but unfortunately Kerry was replaced in both shows by a different actress.
13. Steve Jobs
Jobs was fired from his own company.
14. Lady Gaga
When she was finally signed onto a major record label, Gaga was dropped and only after three months of being signed.
15. Wilco
Shutterstock.com">Carl Bjorklund / Shutterstock.com
When Wilco released Yankee Hotel Foxtrot in 2001, an album that wasn't quite in line with their previous music, their label Reprise Records refused to release the album and dropped Wilco from its roster. Wilco ended up streaming the album on their website for free and it was eventually given a commercial release in 2002.
16. Bill Gates
When he dropped out of Harvard he started a business with Paul Allen called Traf-O-Data, which flopped. Luckily, they tried their hand at business again and this time Microsoft was born.
17. Albert Einstein
He didn't speak until he was four and didn't read until he was seven. He was subsequently expelled from school and was not admitted to the Zurich Polytechnic School. Long story short, he came around.
18. Charles Darwin
Darwin was not hell-bent on becoming a scientist his whole life, thanks to his dad, who called him lazy and too dreamy. Darwin once wrote, "I was considered by all my masters and my father, a very ordinary boy, rather below the common standard of intellect."
19. Isaac Newton
Sure Newton was a wiz at math, but he did not excel when it came to other subjects. He never thrived in school and when he was once put in charge of running the family farm, he failed terribly. That was when he was sent off to Cambridge and the rest is history.
20. Socrates
He was a visionary but at the time he was living, his innovative ideas labeled him an "immoral corrupter of youth" and lead him to his death sentence. Despite this, he persevered until the moment he was forced to poison himself.
21. Abraham Lincoln
When Lincoln was young and entered war, he entered as a Captain but came back as a much lower Private. Later on, he tried to start up a ton of businesses, all of which failed, and before becoming president, he lost several runs for public office
22. Lucille Ball
Before her iconic show I Love Lucy, Lucille Ball was considered a failed actress, a B-list actress. So much so that her drama instructors urged her to try another profession.
23. Marilyn Monroe
When she was trying to start her career, modeling agencies told her she should consider becoming a secretary.
24. Vincent van Gogh
It's hard to believe, but during his lifetime Van Gogh received hardly any acclaim for his work. While alive, he only sold one of his paintings, and that was to a friend for a very small amount of money. Despite this, he continued working throughout his life, never seeing success himself, though his paintings now are worth hundreds of millions of dollars.
25. Emily Dickinson
Shutterstock.com">gorGolovniov / Shutterstock.com
Though loved now, Dickinson was not so during her waking hours. In fact, while alive, less than a dozen of her poems were published out of about 1800 complete works.
Ironically, Spielberg was rejected from the University of Southern California School of Theater, Film and Television three times. He was eventually accepted by another school, a school which he dropped out of to pursue directing. In 2002, Spielberg finally completed his BA.
27. Stephen King
King's most renowned and first book, Carrie, was rejected thirty times. King decided to toss the book, which his wife then went through the trash to rescue and convinced him to re-submit it.
28. Claude Monet
While alive, Monet's work was mocked and rejected by the artistic elite, the Paris Salon.
29. Michael Jordan
Shutterstock.com">landmarkmedia / Shutterstock.com
He was cut from his high school basketball team. He once said, "I have missed over 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the gam winning shot, and I have missed. I have failed over and over and over again in my life. And that is why I succeed."
30. Babe Ruth
His home run record is 714 during his career. But he still had a total of 1330 strikeouts. At one point, he held the record for strikeouts. He once said, "Every strike brings me closer to the next home run."
31. Don Imus
The talk show host on MSNBC was fired in 2007 because he referred to Rutgers University women's basketball team as "nappy-headed hos."
32. Stephen Glass
He was fired in 1998 from associate editor of The New Republic because he fabricated all or parts of twenty-seven reported pieces
33. Robert Redford
He was fired from his job as Unskilled worker for Standard Oil in 1954 because he was found asleep in an oil tank he was supposed to clean.
34. Rudyard Kipling
He was fired as his role as contributor to the San Francisco Examiner in 1889 because he was told by an editor, "I'm sorry Mr. Kipling, but you just don't know how to use the English language."
35. Henry Hudson
In 1611, he was fired from his role as Commander of the Discovery while exploring the New World because he was suspected of favoritism and food hoarding. Apparently the crew members rebelled, setting him, his son and others off in a skiff in what is now the Hudson Bay.
Abraham Lincoln Albert Einstein Anna Wintour Babe Ruth Bill Gates Charles Darwin Claude Monet Don Imus Elvis Emily Dickinson Fired Henry Hudson Howard Stern Isaac Newton J.K Rowling Jerry Seinfeld Jobs Kerry Washington Lady Gaga Lucille Ball Madonna Marilyn Monroe Michael Bloomberg Michael Jordan Monet Oprah Winfrey Rejected Rejection Robert Redford Rudyard Kipling Socrates Stephen Glass Stephen King Steve Jobs Steven Spielberg The New Yorker Thomas Edison Truman Capote Vincent van Gogh Walt Disney Wilco
15 Wildly Successful People Who Completely Failed Before Achieving Their Dream
A Pep Talk For When You're Afraid You've Succumbed To A Life Of Mediocrity
Remember This When When The Odds Are Against You
7 Reasons A Woman With Baggage Is The Only Kind Worth Dating
How To Be The Stupidest Person In The Room
27 Rags To Riches Stories That Will Inspire You To Chase Your Dreams
29 Little-Known Facts About Disney Movies That Will Blow Your Mind
experteobservatrice
Reblogged this on Experte Observatrice and commented:
Remember when feeling defeated.
http://christiemohamed.com/2013/12/16/finishing-what-you-start/	Finishing What You Start | Beauty
[…] https://thoughtcatalog.com/rachel-hodin/2013/10/35-famous-people-who-were-painfully-rejected-before-m… […]
http://theusualsources.com/14-people-who-failed-before-becoming-famous/	14 People Who Failed Before Becoming Famous | The Usual Sources – Where You Are The Source.
[…] Walt Disney built the empire he has today, he was fired by a newspaper editor because "he lacked imagination and had no good […]
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[…] like this, can easily give the impression that successful people are a bunch of overlooked geniuses who just […]
http://bambooinnovator.com/2014/02/27/steven-spielberg-got-rejected-from-film-school-three-times-oprah-winfrey-was-told-she-was-unfit-for-tv-stephen-king-received-30-rejections-for-carrie-w/	Steven Spielberg got rejected from film school … three times. Oprah Winfrey was told she was "unfit for TV." Stephen King received 30 rejections for "Carrie." Walt Disney was told a mouse would never work. | Bamboo Innovator
http://novelnibble.com/2014/04/02/famous-folks-who-were-denied-admission/	Famous Folks Who Were Denied Admission | Welcome to Novel Nibble
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[…] yoga. I mean I was sad but I was OK. Just to cement the calm feeling, I decided to search 'Successful people who had rejection'. What a list! Walt Disney, Kerry Washington, Jerry Seinfeld, Lady Gaga, Michael Jordon. I […]
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[…] we searched the internet for some other people who've made mistakes and were considered failures, but who also proved everyone wrong in the […]
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[…] foolhardy man who didn't know how to give up. I could talk about other people with incredible success stories that involved failing multiple times, but this isn't a TEDtalk, it's my space for […]
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[…] Stephen King's first book, Carrie, was rejected THIRTY TIMES before finally being published. He actually threw it away and his wife dug it out of the trash and rescued it. Rudyard Kipling (author of The Jungle Book, winner of the Nobel Prize for Literature) was "fired as his role as contributor to the San Francisco Examiner in 1889 because he was told by an editor, 'I'm sorry Mr. Kipling, but you just don't know how to use the English language.'" [Thought Catalog]. […]
http://flawedtwenties.wordpress.com	Lyla Michaels
Inspiration for those who struggle
http://myfifthjournal.wordpress.com	My Fifth Journal
Reblogged this on My Fifth Journal and commented:
Failure at one point in time should be the fuel to keep trying until you succeed. These people stayed true to themselves and their dreams, and though met with opposition sometimes in the highest form, they came out in the end and excelled. They succeeded because they wanted to achieve their dreams even more for having been rejected. Failure didn't break them – it made them.
http://www.scottmcbeanblog.com/2014/11/12/success-built-on-failure/	Success Built on Failure | Scott's Eclectic Universe
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[…] Seinfeld was fired from his minor role on the TV show Benson (and nobody told him until he showed up on set one […]
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http://medical-life-insurance.us/how-to-accept-rejection/	How to Accept Rejection
http://nigeriatechnology.com/how-to-accept-rejection/	How to Accept Rejection - NEWS | Phones | Nigeria Science | Technology |Computers
http://popquizhelp.wordpress.com/2014/12/06/how-to-accept-rejection/	How to Accept Rejection | popquizhelp
http://popsych.org/an-eye-for-talent/	An Eye For Talent | Pop Psychology
[…] of a blunder that decision was. This is by no means a phenomenon unique to The Beatles either: plenty of notable celebrities had been previously discouraged or rejected from their eventual profession by others. So we have a […]
http://www.city-data.com/forum/colleges-universities/2265055-do-you-really-believe-people-say-8.html#post37825311	Do you really believe people that say they're not intellectually capable of getting an engineering degree? - Colleges and Universities -Higher education - Page 8 - City-Data Forum
[…] they know best and certainly they are convinced they have it figured out. But several messed up 35 Famous People Who Were Painfully Rejected Before Making It Big | Thought Catalog . It's fun link to […]
http://zipyamouth.wordpress.com	macdonnad
Reblogged this on zipyamouth.com.
http://www.createrealprosperity.com/9-famous-failues-that-became-huge-successes/	» 9 Famous Failues That Became Huge Successes
[…] For a more in-depth list of successful failures, visit ThoughtCatalog.com […]


text:
'The Stranger' 1×11 Review: "5:00 AM"
Home » 'The Stranger' 1×11 Review: "5:00 AM"
I've come to the point in Quibi's The Stranger that I'm ready for the finale. Not because I want it to be over — although, I do — but because I need to finally see Clare get the best of that psychopathic murderer that feels validated in causing others pain.
Typically, I'm scared following these episodes. But after episode 11, it's not even fear anymore. Just anger, frustration. Something needs to be done at this point — it's grown to a breaking point — and no one can seem to get the best of this guy. And it's annoying the hell out of me.
Silly me for believing that the police would be of any assistance to Clare in her pursuit of Carl E. They certainly thought they got the upper hand — in tracking him down. But he's five steps ahead of them all. He knew the police would track his location, he knew that would leave the police station vulnerable, and he knew that would be the moment to get rid of JJ — and it wasn't even at his own hand.
Carl E is a master manipulator and someone that remembers everything. Down to the last detail. Including his signature shoes, that are emblazoned into Clare's mind at this point. The moment she saw those shoes in the stall, she knew it was him. Hell, I knew it was him.
Only, it wasn't. See, Carl E is too smart for this shit, which is the only reason this has lasted as long as it has.
Turns out, Carl E lured the cops to his warehouse, where he had someone tied up in a chair — JJ, naturally. I assumed he was dead. Only, I had no idea that what would happen would be so much worse.
Clare told the cop at the station that Carl E was inside of the bathroom — naturally, it's what you do — and they prepared to take him out. They told him to come out of the stall or they'd be force to come in.
When Clare received a text message that all but guaranteed it wasn't him in the stall, she knew exactly who it was — JJ, bound and gagged and powerless to do anything as the police gunned him down.
The one thing that Carl E promised is that he's going to break Clare, just like he broke the others. But this isn't the way. This is the opposite. Carl E doesn't realize it — he's not breaking her, he's strengthening her.
The only ending for this story is that Carl E dies — hopefully by the hand of Clare. I understand justice — and people are innocent until proven guilty. But it's been clarified at this point that Carl E is the guilty party, and simply locking him up in jail isn't going to do anyone any good.
Because, I don't know about you, but I wouldn't doubt if Carl E hatched some master escape plan to break himself out of prison and come after Clare. Please, Quibi, I don't need a sequel to this. Just kill the bastard, please.
The Stranger airs new episodes weekdays on Quibi.
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Tags Avan Jogia Dane DeHaan Maika Monroe Quibi streaming services The Stranger
Ranking 'The Voice' season 18 finalists
Best of Late Night: May 8 to May 15
EXCLUSIVE INTERVIEW: 'White Lie' Star Kacey Rohl Talks About Her Experience, Lies And Arrow
'White Lie' Star Amber Anderson Talks About The Movie, Lies And Diversity
A-Z Movie Reviews: 'Fifty Shades Of Grey'
Malcolm & Marie Trailer Shows Us That Love Is Painful


text:
require 'spec_helper'

RSpec.describe Clique::Helper do
  subject { described_class }

  describe '.matches?' do
    let(:target) { '33' }
    let(:object) { '33' }

    context 'when target and object have same value' do
      it 'returns true' do
        expect(subject.matches?(target, object)).to be true
      end
    end

    context 'when target and object have different values' do
      let(:object) { '10' }

      it 'returns false' do
        expect(subject.matches?(target, object)).to be false
      end
    end

    context 'when target is an array' do
      let(:target) { %w[33 help] }

      context 'and includes matching value' do
        it 'returns true' do
          expect(subject.matches?(target, object)).to be true
        end
      end

      context 'and does not include value' do
        it 'returns false' do
          expect(subject.matches?(target, 'test')).to be false
        end
      end
    end

    context 'when target is boolean value matches value string' do
      let(:target) { false }

      it 'returns true' do
        expect(subject.matches?(target, 'false')).to be true
      end
    end
  end

  describe '.to_array' do
    let(:value) { 'foo bar' }

    it 'splits string values into individual word' do
      expect(subject.to_array(value)).to eq %w[foo bar]
    end

    context 'when given value is array' do
      let(:value) { %w[bar buz] }

      it 'returns given value' do
        expect(subject.to_array(value)).to eq value
      end
    end

    context 'when given a non string value' do
      let(:value) { false }

      it 'wraps it into array' do
        expect(subject.to_array(value)).to eq [value]
      end
    end
  end

  describe '.insert' do
    let(:dict) { {} }
    let(:key) { 'foo' }
    let(:value) { 'bar' }

    before do
      subject.insert(dict, key, value)
    end

    it 'inserts value into array under hash key' do
      expect(dict).to eq(key => [value])
    end

    context 'when hash key has initial value' do
      let(:dict) { { 'test' => ['abc'] } }

      it 'inserts a new key with new array' do
        expect(dict).to eq(key => [value], 'test' => ['abc'])
      end
    end

    context 'when hash has existing key with different value' do
      let(:dict) { { key => ['test'] } }
      it 'appends new value into array' do
        expect(dict).to eq(key => ['test', value])
      end
    end
  end
end

redpajama_set_name: RedPajamaGithub


Using BoatClassified compare feature is simple and easy to use. Any boat or yacht buyers can quickly and easily compare vessels side by side makes buying your next boat easy. You can compare any factors such as size, fuel type and price.
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BoatClassified is the global market place for owners / brokers to list your boat for sale. Be it a single classified or your entire inventory of listings BoatClassified places your boat at the forefront of the market. Global buyers to view and buy your boat with ease.
BoatClassified offers the very latest in new technology with a global search platform. This means buyers can sort, select and compare boat options from a click of a button. Our unique classified options provide you with the very best solution in advertising your boat for sale.
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Inspired by youth, this album of 11 original songs reflect the emotions and themes of teenage years, and are relatable to both listeners of that age and adults who remember what it was like all those years ago. Country instrumentation/contemporary vocals.
Kristen was heavily involved during the production of Halfway to Tennessee. With vocals professionally recorded at Studio 812 in her hometown of Lynn Haven, Florida, and instrumentation recorded in Nashville, Tennessee, Kristen was an integral part of the entire process. From identifying which instruments to use in each song and assisting with mixing of the resulting tracks, to singing lead vocals and working with background vocalists for just the right sound, Kristen immersed herself in the entire process.
Kristen has played the piano for years, and has always loved to write. But things suddenly changed when she was 15, when she picked up a guitar for the first time. All of the elements came together and she began songwriting. The first song that she recorded, "Sit on the Pier Alone," was written when she was 15, and the remaining 10 songs on the album were written when she was 16.
Everyone's a little bit crazy, right? This was one of the first songs that I wrote for the album, and was subsequently one of the first songs recorded and put onto the album. Essentially, it's about that moment of realization when you find that the person that you want to be with isn't necessarily the best for you. I began writing the tune and a few lines of the song while I was in history class (no offense to the teacher). Originally, in the very first draft of the song, it was much sadder and slower; but as I continued writing, I decided that it should be more happy-go-lucky and optimistic.
Even though this is the title song of the album, it was one of the last ones written and recorded. I began writing Halfway to Tennessee a few weeks before actually visiting the state, and wound up finishing it on the road just as we were driving into Memphis. While Florida is my home, and always will be, Tennessee (and especially Nashville!) is one of my favorite places. Basically this song is about the contrast between two situations: a couple that decides to go to Tennessee to be with each other, and a young girl (also known as yours truly) who decides to go to Tennessee for the love of her music.
Everyone has a place that feels like their safe zone; a place to go that feels like home, one that they can go to when they need comfort or something familiar. The small town of Frostproof, Florida is one of those places for me. It's the town where my grandmother grew up, and where some of my family still lives. Going back to this town reminds me of where I came from; it's a wonderful, humbling experience and I love it every time I go Back to Frostproof.
SOPA, as we affectionately call it, was written a few weeks before my 16th birthday about a couple that I knew; one of them was moving away to go to college and the other was staying at home. This song was a major milestone for me because it was the very first song that I recorded in the studio. Hearing the track to this song was also the first time that I had heard the full instrumentation of a song that I had written. Basically, this is the song that started it all; it was an incredible process to record it and mold it into the song that you hear today.
I wasn't planning on writing this song, but when I did, I wrote it in about half an hour. Sometimes there are those moments when creativity just kind of pours out of you, and then you step back and realize that you have a new song. That was the kind of experience that I had while writing this song. My hope is that people will be able to connect with the emotion and the experience that I was going through while writing this.
This song was one of the most fun songs to record in the studio. Hearing the track for the first time was an incredible experience – I was so excited about the way that the dobro and piano worked together to produce a sad, yet powerful, melody to match the theme of the lyrics. Singing it with the tracks was really one of the most extraordinary parts; it felt like all of the elements had come together to really express the emotion that I felt while writing the song.
People tend to ask me what this song is about, because without the background story, it might not make much sense. Frilly dresses? Limousines? What on earth is this song talking about? Well, since, you asked… the song is about prom. Actually, the song is about NOT going to prom. Never having much interest in school dances anyway, I wound up sitting at home on the nights of both junior and senior prom. This song was written when I was sixteen on the evening of junior prom, sitting on my bedroom floor in my sweatpants, shortly after I had made the decision to boycott school dances for good. I'll never forget looking down and seeing my guitar and songwriting notebook, sitting next to my jar of ice cream and my chick-flick movie case, and realizing that I would much rather be at home writing music anyway.
Even though this song was the easiest to write, it was about the hardest subject. I could hear the song in my head – it was like it was already in existence and I just had to write it down. I wrote it after hearing that my school friend, Madison Hair, had been in a very serious car accident and was in the hospital. After she passed away I hadn't planned on showing it to anyone, simply because it was so personal and, living in a small town, I knew that everyone would immediately recognize the storyline. But one day, I played it for my parents, and they suggested that I add it to my album because it was so moving to them.
Alright, honesty time. I wrote this song in the middle of taking a certain standardized test (don't try this at home, kids) because I had a huge crush on the guy sitting next to me. I had recently gotten my license, so I loved to write songs about roads, cars, and driving in general, as you could probably tell by the title of the song. And, yes, I still did well on the test. Thank you for asking.
We decided to include this song on the CD at the last minute, just to add something different to the mix. I had written it a few months beforehand, but hadn't seriously considered showing it to many people simply because it was much slower than my usual songs. When I recorded it, I was so glad that I did; I hope that it adds a softer aspect of music to the CD.


How does nylon webbing get its color? There are a number of ways, each with its own good and bad points.
The color goes all the way through the yarn and you end up with the most colorfast product. Some strength is lost and solution dyeing requires large production runs.
The color is just on the outside and the strength of the yarn is not affected which is important in load bearing applications like safety harnesses. However if the yarn is used in a high abrasion application like a carpet having the color go all the way through is a plus.
Both of the methods discussed above require dyeing the yarn prior to manufacturing the webbing. If you have red yarn, you are going to get red webbing but what if you need purple (for all those Husky and Tiger fans)? Back to the vat to dye some purple yarn and then manufacture purple webbing. The minimum quantity you want to make is quite large for either of these processes. As with most items there are popular colors and those you just have to have but don't sell in huge quantities. So how do you get all the colors offered without having to produce a lifetime supply of a marginal selling color?
The answer is to manufacture nylon webbing with un-dyed yarn (often called greige goods). Then when the order comes in for purple nylon webbing you piece dye your webbing. The end result will be webbing with good colorfastness without loss of strength. Like with package dyeing the color will just be on the outside, like staining wood. Minimum orders are low enough to allow for a wide variety of colors to meet all your needs.
Can you specify what process is used for your webbing? Not easily. If your needs are large enough to purchase a whole production run and you are willing to wait I am sure the mill will be willing to take your money. We deal with manufacturers we trust and the materials they provide meet our (and your) needs.
President of Straps to Go's parent company, Westpac Marine Services, Inc.


As an Azure Automation runbook author you want to create runbooks that execute reliably in the face of unexpected issues like errors, exceptions, network issues, and crashes. Azure Automation helps you with this. Azure Automation is built on Windows PowerShell Workflow which has support for checkpointing – the ability to persist the state of the workflow so that if it is interrupted, it can later be resumed at or near the interruption point. Thus, checkpointing is a powerful feature that you will want to leverage in your Automation runbooks. Thoughtful use of checkpointing will allow you to create runbooks that reliably automate long-running processes, reliably access different networked systems, guarantee the non-repeat of actions that should not be repeated (not idempotent) or are expensive to repeat, and that can be intentionally interrupted for inclusion of manual steps. In this post I will talk about why, when, and how you should use checkpointing in your Automation runbooks. There is existing information about checkpointing in PowerShell Workflow that you will want to brush up on to help with your understanding.
A checkpoint is a snapshot of the current state of a runbook job, including the current values of variables, any output, and other serializable state information. Each checkpoint gets saved to storage. If a runbook is suspended, either intentionally or unintentionally, and then resumed, the workflow engine uses the data in the latest checkpoint to restore and resume the runbook.
In Azure Automation, when you persist a runbook job a checkpoint is created and then stored in the Azure Automation database. Only the latest checkpoint for each job is stored in the database: each checkpoint replaces the previous. If the runbook gets suspended and then resumed, the stored checkpoint will be used to restore and resume the runbook. Unlike PowerShell Workflow which stores checkpoints to the hard drive of the machine hosting the workflow session, Azure Automation stores checkpoints in the Azure Automation database. Therefore if the worker running your runbook crashes, the same restarted worker or another worker can pick up the job and use the last checkpoint in the database to resume the job.
Checkpointing is useful for guaranteeing that non-repeatable actions (non-idempotent) are not repeated if a runbook crashes (suspends) and then resumes. One example is to checkpoint a runbook right after creating a VM so that a duplicate VM would not be created if the runbook job were suspended and then resumed.
In the real world, errors happen. Long-running tasks with multiple steps are vulnerable to interruption due to network issues, machine reboots or crashes, timeouts, power outages, etc. To avoid redoing expensive work, checkpoint the runbook at critical points, and assure that any runbook restarts do not redo that work.
There are scenarios where you may want to intentionally suspend a running runbook. Examples include suspending a runbook job in order to wait for approval to continue, or suspending a runbook job to wait for fixes to unexpected or planned system issues.
How to Add Checkpoints to a Runbook?
Whenever you call an activity you can include the –PSPersist common workflow activity parameter. This will force the creation of a checkpoint immediately after the activity completes.
In a runbook, you can include the statement $PSPersistPreference = $True. The effect of this is to cause a checkpoint to be taken after each activity which follows the preference statement. If you set this preference at the start of the runbook, then a checkpoint will be made after each activity in the runbook. You can turn off the automatic checkpointing by including the statement $PSPersistPreference = $False (which is the runbook default), after which activities will run without automatic checkpoints. Note that for performance and strategic reasons, persisting after each activity may not be the best approach. Each checkpoint requires processing to serialize the workflow state and store it in the database. Also, there are scenarios (example later) where if the runbook is suspended you will want to repeat some activities. For these reasons this approach is not recommended.
When the Suspend-Workflow activity is used in a runbook, the immediate response is to checkpoint the runbook and then suspend it. You would use this activity in a runbook, for example, if you need the runbook to do some work and then to wait for approval before continuing. The way you would "grant" that approval would be to resume the runbook job.
After any activity that you do not want to repeat (not idempotent).
After any long-running or expensive activity that you would not want to repeat due to cost.
Within any runbook that will run for longer than 3 hours. After 3 hours the "fairshare" feature kicks in and temporarily unloads the runbook so that other runbooks can run. Eventually, the system will reload the runbook and resume execution from the last checkpoint. If you don't add any checkpoints, then the runbook will resume from the beginning, and of course it will run into the fairshare limit again; this will happen over and over, and the runbook will never finish.
Before any activity that has higher than normal probability of issues that could lead to failure and workflow suspension. You want to repeat the activity when the workflow resumes to assure that the activity work gets done. Examples include activities that access remote systems that may be susceptible to network issues.
In this scenario, it is ok to repeat step 1 (since it is idempotent), but not steps 2 or 3. Thus, checkpoints are certainly needed after steps 2 and 3. Automatically persisting after each activity would also work; however, adding a checkpoint after step 1 unnecessarily adds work to the system.
Sometimes you have groups of activities that you don't want to repeat, but only if all activities in that group succeed. In this scenario, Steps 1 and 2 should always be run together, to assure that the list of customers retrieved is up to date when the email goes out. Thus, if the runbook worker crashes before step 2 (sending the customer emails), when the runbook job resumes, we want it to start from step 1 again (retrieve customer list). However, if there is a crash or suspension just before step 3, then we want to assure that step 2 is not repeated (don't want to email the customers again). Best Practice: It is important to note that you cannot add checkpoints within InlineScript blocks or functions in a workflow. This is because the code in InlineScript blocks and functions runs as PowerShell script and not as PowerShell Workflow script. Thus, in order to take advantage of workflow persistence, as a best practice you should split your runbook code into multiple modular activities to allow you to add checkpoints between activities, or if you need InlineScript then use multiple InlineScript blocks to allow checkpointing between them.
Using the Azure Automation portal UI you can select to suspend a running runbook job.
The job will be suspended at the next checkpoint. If you have not authored any checkpoints into the runbook, then the runbook will continue running to the end, all the while showing a status of "Suspending".
Include the Suspend-Workflow activity in a runbook.
The job will be checkpointed and then suspended at the place where Suspend-Workflow is called.
From a PowerShell script or workflow you can use the Suspend-AzureAutomationJob cmdlet to suspend a running Azure Automation runbook job.
When a running job runs for longer than 3 hours the "fairshare" feature will kick in, and the runbook will be temporarily unloaded. The job status will be set as "Running, Waiting for Resources". Eventually, the runbook will be reloaded, and execution will start from the last checkpoint.
When a running job throws an exception it will be unloaded from the runbook worker and its status will be set as "Suspended".
If a runbook worker crashes, the jobs that are running on that worker will terminate immediately. The state of these jobs in the database will remain as "Running". When the same or a replacement worker comes back on line, the jobs will be picked up and continue from their last checkpoint.
A runbook job in Azure Automation can be resumed in several ways. In all cases, the job will resume from the last checkpoint, or from the beginning if there is no checkpoint.
Using the Azure Automation portal UI you can select to resume a suspended job.
From a PowerShell script or workflow you can use the Resume-AzureAutomationJob cmdlet to resume a suspended job.
When the worker comes back online or when another worker is assigned as its replacement, the worker will look for jobs in the database that are assigned to it. For any jobs that have state of "Running" and which are not yet running on the worker, the worker will automatically resume them from their last checkpoint (this is same scenario as #5 in suspending list above).
It is important to note that when a runbook is resumed, the runbook can be resumed on a different worker than it was on before suspension. Thus, any local state that the runbook expects to exist needs to be recreated. For example, this would mean that cmdlets like Connect-Azure, Add-AzureAccount, Select-AzureSubscription, or Set-AzureSubscription, which set state in local files, would need to be called again after each checkpoint if the runbook will need to connect with Azure at any point after the checkpoint.
As you can see, adding checkpoints to your runbooks is important if you want to take advantage of this key feature of PowerShell Workflow and create interruption-resilient runbooks. Adding checkpoints is easy. With a little forethought during runbook authoring, you can protect your long-running and expensive tasks from unexpected interruption and truly create robust, reliable runbooks.


Many people use bank cards and there are people that spend them off in full each month, but there are others which charge and make just minimum payments. If this could be the case, you will eventually have got credit card balances that could consider years to pay off. And if one does find yourself in this situation, you would not have to get alone. There are millions of people which have credit card debt that they cannot repay in a year or even five many years.
As I said earlier, lots of people will create a website for you personally. So, what you have to do would be to provide the details parts and several assumptions for them. Let them the actual technical work. Professional web design will cost you about a few 100 US dollars or which range from a few thousand dollars.
There is another route for ordering you're in addition size wedding gowns online. e-cash in e-commerce is very good with young adults today receive. Try key phrases such as bridal gown discover plus size bridal gowns, etc ., you will find plenty of room available to run the business gown. You can have more options on the web because of it easier for you, by means of hundreds of products without bodily tired to go. But you can along with products once mistaken regarding both of you. So you should spend some time and choose theirs in addition size bridal gowns. This website offers a long bridal gown size. You can choose the dimension according to the description of a lot more wedding gowns in size. So if you possess the exact size of your self, you can choose the best size wedding dresses that suit you best.
Most online banking institutions use CheckFree. This on the web banking service provider allows clients to pay paper bills plus e-bills (virtual bills) through any participating company. Exactly what sets CheckFree apart from some other services is that paper expenses will still arrive at your own doorstep even if the transaction is completed online. If you use your bank's online bill payment assistance, you will be paying bills digitally whenever possible. Should the biller will not accept advantages of e-cash payment system, your financial institution will be mailing out the paper check that will be attracted from your account.
Small businesses have received the biggest decrease in their credit card processing fees in the history of the features of e-cash industry, but if they are set up correctly.
A huge plus varied as the River Amazon. com; Amazon. com offers a broad variety of products tagged with fair prices. Truly, net buying can never be this simple less costly when Amazon. Possuindo is around. However for first-time buyers, internet shopping in Amazon . com. com can be rather of the nuisance. Some first-time buyers find a hard time uncovering favored products. Others find it difficult to make out the billing program.
According to Gartner Incorporation., a research, and advisory company, in a study released within 2002, of 300 merchants surveyed, 81 percent likely to see POS upgrades spend on themselves within two years.


EAA AirVenture is held every year at Wittman Regional Airport, Oshkosh, Wisconsin, USA EAA (Experimental Aircraft Association) was formed in 1953.
AirVenture is considered to be the largest gathering of aircraft in the world and up to 10,000 aircraft attend the show during the week. The control tower at Wittman Regional Airport during the show is the busiest in the world. The show attracts a variety of aircraft ranging from home built aircraft to vintage war birds.


If you are considering a collaborative divorce, contact Marshall & Taylor PLLC for assistance. The Raleigh collaborative divorce lawyers at Marshall & Taylor PLLC know how emotionally and financially stressful divorces can be for couples. However, divorces do not have to include lengthy, complicated court battles. Those who find themselves wanting to separate should know that there are many different options for divorce. In fact, if you and your spouse are willing to continue working as partners during your divorce, a collaborative divorce may be the best option for you.
Collaborative divorce allows couples seeking a divorce to approach their separation as partners willing to work together to reach an amicable agreement. A skilled Raleigh collaborative divorce lawyer can help couples work together to reach positive agreements. At Marshall & Taylor PLLC our lawyers have successfully helped many couples through the divorce process. To learn how we can help you, contact us today at 919-833-1040.
Even though you and your ex-spouse may be on the best of terms and may be willing to compromise on many aspects of your divorce, you owe it to yourself and your family to have a legal professional on your side to make sure that your interests and requests are taken into account and satisfied whenever possible.
In a collaborative divorce, the parties will most likely make a contract regarding the terms of the separation. If the contract is ambiguous or contradictory, it can be difficult to enforce later if problems arise. An experienced attorney will be able to guide you through your collaboration with your partner and ensure that your wishes are respected. An attorney can also help you navigate your legal options, especially concerning child custody and support. You need an attorney on your side to make sure your rights are protected and that you don't agree to anything you aren't comfortable with.
Our attorneys at Marshall & Taylor PLLC have been helping clients all over North Carolina get the best outcomes in their divorce cases for years and have earned a reputation for success and compassion. Our attorneys understand how much the terms of your divorce will affect you. We understand that this is a highly emotional and uncomfortable situation. That is why we are committed to being there for you through every step, as can be seen in our client testimonials. In 2018, we also won the AV Preeminent award for Highest Level of Professional Excellence.
We understand that although you want it to be an amicable divorce, you are also concerned with getting the outcome you want and deserve. That is why we have dedicated over a decade of service to helping our clients successfully navigate divorce negotiations. You owe it to yourself to have an attorney, like those at Marshall & Taylor PLLC, that you can trust to guide you through your collaborative divorce.
Expediency: Court proceedings are usually the most time-consuming part of the divorce process. Because divorce courts are in such high demand, you may have to wait until much later for a court date to settle your divorce. In a collaborative divorce, only the couple and their lawyers need to be present to settle affairs. Therefore, the process can be as slow or fast as the parties need.
Less expensive than traditional divorces: Because the usual divorce process is in court and takes significantly longer, the attorney fees and court costs will add up. A collaborative divorce, which does not require a court appearance, does not require these fees and will be less expensive.
More control over the outcome: Because collaborative divorces do not happen in a courtroom in front of a judge, you will have more control over the terms of your divorce. The parties will have control over the compromises and can operate on their own terms.
Less stress and anxiety: Typically, most of the anxiety surrounding divorce is caused by the uncertainty of the judge's decision. In a collaborative divorce, the parties work together to create a fair settlement, alleviating any uncertainty.
If you and your spouse have decided that a divorce is best, and you want to work together throughout the divorce process, consider a collaborative divorce. The lawyers at Marshall & Taylor PLLC are ready to put their years of experience to work for you and your family. Call 919-833-1040 today to speak with a divorce attorney who cares about making your divorce as easy as possible.


In September 2016, I walked this route as two legs, Vigo to Redondela, then Redondela to Pontevedra. If you have time, do this.
This time we walked straight through, 32 kilometers in very warm (36 degrees Celsius, 97 degrees Fahrenheit) weather. Paul and I each needed to drink 4 liters of water on today's march. We were at the limit of our endurance when we arrived in Pontevedra.
It was a very vertical day. We left Vigo via Avenida de Galicia, then the very steep Camino Trapa from sea level to more than 200 meters elevation. There were great views of Vigo Bay from that height. The high trail is relatively flat until the descent back to sea level in Redondela. There were two more 160 meter climbs between Redondela and Pontevedra, which is again near sea level.


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Q: Finer Polish topology which turns countably many given Borel sets to clopen sets Let $(X,\tau)$ be a Polish space and $(B_n)_{n \in \omega}$ a sequence of Borel sets in $(X,\tau)$. I would like to know if this implies that there is a Polish topology ${\tau}_{\omega}$ on $X$ such that $\tau \subseteq {\tau}_{\omega}$, the Borel $\sigma$-algebra generated by ${\tau}_{\omega}$ is equal to the Borel $\sigma$-algebra generated by $\tau$ and $B_n$ is clopen in $(X,{\tau}_{\omega})$ for every $n \in \omega$.
I know the following theorem:
If $(X,\tau)$ is a Polish space and $B \subseteq X$ is a Borel set in $(X,\tau)$, then there exists a Polish topology $\tau'$ on $X$ such that $\tau \subseteq \tau'$, the Borel $\sigma$-algebra generated by $\tau'$ is equal to the Borel $\sigma$-algebra generated by $\tau$ and $B$ is clopen in $(X,\tau')$.
Using this theorem I would be able to solve the above problem if the sequence of Borel sets was finite (I would just use the theorem finitely many times). But what to do in the case of an infinite sequence?

A: Let $\tau \cup \{B_n, B_n^\complement: n \in \omega\}$ be the subbase for a new topology on $X$.
It's clearly finer, and still second countable as $\tau$ is. Because we only add $\tau$-Borel sets, the new Borel sets are the same. By definition the $B_n$ are clopen.


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DSM launched a bio-based jersey for the Team Sunweb in the 2020 Tour de France
3 September 2020 2 September 2020 Il BioeconomistaLeave a comment
Royal DSM, a global science-based company in Nutrition, Health and Sustainable Living, launched Dyneema, which is driving the performance of Team Sunweb's protective cycling jerseys in the 2020 Tour de France. Together with its partners, Team Sunweb and Craft Sportswear, DSM has helped to deliver a jersey that, when combined with a protective baselayer, offers cyclists effective abrasion protection at speeds up to 60kph, while also reducing the severity of open wounds at even higher speeds. In this way, DSM underlines its commitment to protect people and the environment they live in.
Economy, Society, Technologybio-based jersey, Dyneema, Royal Dsm, Tour de France
DSM, Sabic and UPM Biofuels partner for a transition to renewable resources
13 March 2020 12 March 2020 Il BioeconomistaLeave a comment
Headquarter of Royal DSM in Heerlen (The Netherlands)
Royal DSM, a global science-based company in Nutrition, Health and Sustainable Living, Sabic, a global leader in the chemical industry, and UPM Biofuels, a leading producer of sustainable raw materials, signed a partnership that will help to reduce the environmental footprint of Dyneema®, the world's strongest fiber. The collaboration will see Dyneema® transition to bio-based feedstock leveraging SABIC's ground-breaking TRUCIRCLETM solutions for certified renewable products. As such, DSM is delivering on its commitment to improve the sustainability footprint of Dyneema®, moving towards a circular, bio-based economy.
Technologybiochemicals, Dyneema, fiber, Royal Dsm, SABIC, UPM Biofuels


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Myrmarachne peckhami är en spindelart som beskrevs av Roewer 1951. Myrmarachne peckhami ingår i släktet Myrmarachne och familjen hoppspindlar. Inga underarter finns listade i Catalogue of Life.

Källor

Hoppspindlar
peckhami

redpajama_set_name: RedPajamaWikipedia


Did you know that by focusing our mind on coloring complex images full of small and minute details can bring our entire body to a meditative state? People who are so engaged with their hard coloring printables often feel so relaxed that they seem to not have a worry in the world. That's why coloring is frequently prescribed for adults who have issues with stress, nervousness, and anxiety. It helps bring peace of mind to the doers. The complex images somehow draw most of their attention that it can temporarily distract them from unnecessary problems that make them stress. You don't have to believe me in this regard but if you do a quick google search about the benefits of coloring for adults, you'll know what I'm talking about.
Anyway, if you've been looking for some complex coloring pages to have fun with, you can find many of them in this post. The images very quite greatly, from a man with tattoes all ver his back, to a steam punk styled lady. There are also a few intricate mandala coloring printables for adults in this post. If you want something that's inspired by animals, there are a couple of complex owl and other bird images that you can color too. Many of them are abstract drawings, though. So, if you cannot find the right image to color, I'd suggest you to take a look at other adult coloring pages right below this post. There are many of them. Have fun!
Related Posts "Complex Coloring Pages"


The Kapamilya station now gives a romantic light drama TV series for the whole family. This is "Be Careful with My Heart" which is set to captivate the viewers this Monday, July 9, 2012 in the newest block, Prime-Tanghali!
The TV series pairs for the first time Richard "Papa Chen" Yap and Jodi Sta. Maria. Richard plays Mr. Lim, a widower who works hard for his three children. He will then fall for his child's nanny. Jodi on the other hand portrays Maya, a simple girl who dreamed of becoming a flight stewardess but eventually becomes the 'yaya' of Mr. Lim's children.