text:
Cedar Creek Falls
THERE SISTERS AND CEDAR CREEK FALLS TRAILS CLOSED
Three Sisters Falls
East County News Service
August 14, 2019 (Ramona) -- Cleveland National Forest officials have issued a temporary emergency closure order for the Three Sisters Falls and Cedar Creek Falls Visitor Use Area, effective Wednesday, August 14 through Friday, August 16, due to the heat advisory issued by the National Weather Service.
Read more about THERE SISTERS AND CEDAR CREEK FALLS TRAILS CLOSED
ARTIST PRESENTS CEDAR CREEK FALLS PAINTING CREATED AT EAST COUNTY FEST TO NEW HOME IN RAMONA
By Miriam Raftery
Photo left by Eric Metz
September 14, 2018 (Ramona) – Artist Chuck McPherson personally delivered his magnificent painting of Cedar Creek Falls to the lucky auction winner, Cindy Fuchser, at Lenora Winery in Ramona. McPherson live-painted the artwork during East County Fest to benefit East County Magazine and the East County Wildfire and Emergency Alerts.
Read more about ARTIST PRESENTS CEDAR CREEK FALLS PAINTING CREATED AT EAST COUNTY FEST TO NEW HOME IN RAMONA
EMERGENCY CLOSURE ORDER IN EFFECT FOR POPULAR RAMONA TRAILS
Source: U.S. Forest Service
July 3, 2018 (Ramona) - An emergency closure order has been implemented for Three Sisters and Cedar Creek Falls, effective Thursday, July 5 through Monday, July 9, due to the anticipated heat wave and considerable public health and safety concerns involved..
Read more about EMERGENCY CLOSURE ORDER IN EFFECT FOR POPULAR RAMONA TRAILS
RESCUES ON RISE AT POPULAR WATERFALL TRAILS IN EAST COUNTY DESPITE TRAIL IMPROVEMENTS
Cleveland National Forest
hiking injuries
May 10, 2017 (Ramona) -- As temperatures begin to rise, so have the number of heat-related injuries and air rescues at the popular Three Sisters and Cedar Creek trails in Cleveland National Forest, the U.S. Forest Service reports.
Read more about RESCUES ON RISE AT POPULAR WATERFALL TRAILS IN EAST COUNTY DESPITE TRAIL IMPROVEMENTS
SHERIFF WARNS AGAINST HIKING TWO POPULAR TRAILS DURING EXTREME HEAT
Source: San Diego County Sheriff's Department
June 17, 2017 (San Diego's East County) - An excessive heat watch is in effect for the desert areas of San Diego County. With temperatures soaring to dangerous levels, the Sheriff's Department is reminding the public to take precautions when doing outdoor activities.
Read more about SHERIFF WARNS AGAINST HIKING TWO POPULAR TRAILS DURING EXTREME HEAT
LARGE BLACK CAT SIGHTING REPORTING AT CEDAR CREEK FALLS
black wildcat
black puma
File photo: Black jaguar
September 1, 2015 (Cedar Creek Falls) – Last year, East County Magazine ran a two-part series on numerous reported sightings of large black wildcats in our region :
http://www.eastcountymagazine.org/are-black-wildcats-prowling-east-county
http://www.eastcountymagazine.org/hello-kitty-more-black-wildcat-reports-surface
Today, we received an email from Chris and Peter Ruth, Forest Service volunteers and trail head hosts at Cedar Creek Falls. "We now have had two reports of a black `cat-like' animal down by the falls," they wrote, adding that there is water in the pond though the waterfall is dry this time of year.
Multiple hikers reported seeing a "large black animal" resembling a big cat in a tree near the falls in San Diego's backcountry in Cleveland National Forest between Julian and Descanso. The sightings were reported to the ranger. In addition, the Forest Service volunteers state, "Today, two female volunteers who hike the trail and pick up trash heard growling noises three times. With the drought, we wonder if animals are frequenting the pond to get water."
Read more about LARGE BLACK CAT SIGHTING REPORTING AT CEDAR CREEK FALLS
HIKERS WIN CASE OVER FEES CHARGED IN NATIONAL FORESTS
U.S. District Judge Terry Hatter Jr.
Los Angeles Times reports
fees to hikers
violated law by requiring paid passes
May 8, 2014 (San Diego's East County) – The U.S. Forest Service cannot charge day use fees to hikers who don't use facilities, a federal judge ruled on April 30th.
Read more about HIKERS WIN CASE OVER FEES CHARGED IN NATIONAL FORESTS
READER'S EDITORIAL: WHAT YOU SHOULD KNOW ABOUT SDG&E'S PROPOSAL FOR CLEVELAND NATIONAL FOREST
By Cindy Buxton, Chair, Forest Committee of the San Diego Sierra Club
"This is the general "neck of the woods" of the famous Cedar Creek Falls and Three Sisters Waterfall… We are hoping for universal outcry to insist that all parties, SDG&E, the CPUC, and the USFS will embrace this as the golden opportunity to evolve community safety and environmental integrity forward." – Cindy Buxton
October 21, 2013 (San Diego's East County) -- The U.S. Forest Service (USFS) sent out its request for scoping on SDG&E's Master Permit renewal. The comment period is through November 7th. Document links are provided at the end of this editorial.
The Forest Service, in an attempt to consistently and effectively manage wilderness and wilderness-like portions of their Forest, recommends moving the 626 69kV line that runs up Boulder Creek Road out of these fragile areas and makes this suggestion along with a mile or so wide corridor for study where portions of the line could be moved. But there more to this proposal than meets the eye.
Read more about READER'S EDITORIAL: WHAT YOU SHOULD KNOW ABOUT SDG&E'S PROPOSAL FOR CLEVELAND NATIONAL FOREST
SHERIFF BEGINS CHARGING SEARCH AND RESCUE FEES FOR THOSE WHO BREAK THE LAW
San Diego Sheriff
San Diego Sheriff Search and Rescue
rescue fees
Safety tips also offered for hikers this Labor Day weekend
August 30, 2013 (San Diego's East County) -- Starting today, August 30th, you could be billed for emergency costs if you become lost or injured as a result of violating federal, state or local laws.
An amended County ordinance allows for a civil process to collect up to $12,000 in recovery expenses. Law breakers can also be arrested or cited for criminal offenses. The fees only apply to those who break the law, such as a rescue operation due to illegal drinking , diving or hiking where prohibited.
Read more about SHERIFF BEGINS CHARGING SEARCH AND RESCUE FEES FOR THOSE WHO BREAK THE LAW
SHERIFF ISSUES SAFETY REMINDER AS CEDAR CREEK FALLS TRAIL REOPENS
April 4, 2013 (Ramona) --The San Diego Sheriff's office has issued a safety reminder for hikers planning to visit Cedar Creek Falls, where the long-closed trail from Ramona will be reopened tomorrow and a new permit system will take effect. Below is the Sheriff's statement:
The west access to Cedar Creek Falls in Ramona will reopen Friday, April 5th with new rules after being closed since July 2011. Hikers are now required to pay for a visitor permit. Only 75 permits for individuals and/or groups of up to five people are available each day by reservation. The permit costs six dollars. To reserve a permit, visit www.recreation.gov. This online permit system will be available starting April 5th.
Read more about SHERIFF ISSUES SAFETY REMINDER AS CEDAR CREEK FALLS TRAIL REOPENS
IS THE PARTY OVER? COUNTY SUES FOREST SERVICE TO BLOCK REOPENING OF CEDAR CREEK FALLS TRAIL
Dianne Jacob
March 29, 2013 (Ramona) – Today, San Diego County has filed a lawsuit seeking declaratory relief and an injunction to halt the U.S. Forest Service from reopening the trail to Cedar Creek Falls from Ramona's San Diego Country Estates. The suit follows the USFS announcement that it plans to reopen the trailhead April 5th and implement a permit system for visitors. The falls and a natural swimming pool below are considered by some to be the most spectacular natural attractions in East County.
"The lawsuit is in response to the Forest Service's decision to ignore both the public safety and fiscal concerns raised by the County during the appeal of the permit system plan," Supervisor Dianne Jacob said in a press statement issued today. "Adequate law enforcement staffing must be in place before the trail is opened back up. Either the Forest Service needs to be able to enforce its own rules, or pay the Sheriff's Department to do it."
Read more about IS THE PARTY OVER? COUNTY SUES FOREST SERVICE TO BLOCK REOPENING OF CEDAR CREEK FALLS TRAIL
42,000 ACRES OF CLEVELAND NATIONAL FOREST PROPOSED FOR ROADLESS WILDERNESS DESIGNATION
Eagle Peak
Will Metz
December 29, 2012 (San Diego's East County)—"Scenic resources are among the biggest values we can offer to the American people," Will Metz, Cleveland National Forest Supervisor, told ECM.
The U.S. Forest Service is now weighing a proposal to protect vast tracts of federal forests as roadless wilderness—including 42,000 of Cleveland National Forest. That includes the lands around Cedar Creek and above Cedar Creek Falls, Eagle Peak, the upper San Diego River Gorge, and the Caliente area.
The proposal will likely be open for public comment in January and could be finalized by mid-2013. While the USFS would then manage the lands as wilderness, it would take an act of Congress to formalize the designation.
Read more about 42,000 ACRES OF CLEVELAND NATIONAL FOREST PROPOSED FOR ROADLESS WILDERNESS DESIGNATION
FOREST SERVICE ANNOUNCES PERMIT RESERVATION SYSTEM TO VISIT CEDAR CREEK FALLS
Appeals must be received by February 2, 2013
Updated 12/19/20 3 p.m.
December 19, 2012 (Ramona) – Cleveland National Forest Supervisor Will Metz today announced a decision to implement of a permit system for visiting Cedar Creek Falls. Initially, 75 permits per day for groups up to 5 people will be issued and can be reserved online. During peak season, the falls have drawn as many as 1,000 visitors –thus the permit system is apt to reduce the number of visitors who will be able to access the popular attraction during peak demand.
The Ramona trailhead to the falls, closed since July 2011 when 16-year-old Joseph Meram fell to his death, will be reopened in April when use permits take effect, Brian Harris at the USFS told ECM. However a permanent closure on cliffs above the falls was also announced, along with a permanent ban on alcohol in the Cedar Creek Falls area.
Read more about FOREST SERVICE ANNOUNCES PERMIT RESERVATION SYSTEM TO VISIT CEDAR CREEK FALLS
HIKER, 19, DIES OF HEAT STROKE AT CEDAR CREEK FALLS
Cedar Creek Falls death
Lynn Thu Tran
Excessive heat warning in effect; Sheriff issues safety tips for hikers
July 11, 2012 (San Diego's East County) – The National Weather Service has issued an excessive heat warning for San Diego County's desert areas, cautioning that conditions "could be deadly" for unprepared campers or hikers.
That message comes too late for Lynn Thu Tran, 19, of Escondido. She was found unconscious with signs of heat stroke on the Julian side of Cedar Creek Falls at 5:30 p.m. on July 9. She was airlifted to Palomar Hospital but did not survive. According to the Medical Examiner, she died of hypethermia, conditions related to a heat stroke.
Read more about HIKER, 19, DIES OF HEAT STROKE AT CEDAR CREEK FALLS
HIKER FINDS NATURAL BEAUTY—AND NO CROWDS AT CEDAR CREEK FALLS ON REOPENING DAY
Robert Hale
April 2, 2012 (Cedar Creek) – When Ed Hale read that the National Forest Service (NFS) was reopening one of two entrances to Cedar Creek Falls starting yesterday, he and a friend headed east to hit the trail--and brought back a firsthand account of their experiences as well as some changes at the popular hiking site.
Read more about HIKER FINDS NATURAL BEAUTY—AND NO CROWDS AT CEDAR CREEK FALLS ON REOPENING DAY
FOREST SERVICE REOPENS ONE TRAIL TO CEDAR CREEK FALLS: RAMONA ENTRY REMAINS CLOSED
Read more about FOREST SERVICE REOPENS ONE TRAIL TO CEDAR CREEK FALLS: RAMONA ENTRY REMAINS CLOSED
CEDAR CREEK FALLS WILL STAY CLOSED UNTIL APRIL, FOREST SERVICE ANNOUNCES
San Diego waterfalls
East County Magazine News Service
November 9, 2011 (San Diego's East County) – Cedar Creek Falls, which has been closed to the public since a fatality accident last July, will remain closed until at least April 1, 2012. The U.S. Forest Service (USFS) announced a delay in the reopening that had been slated for yesterday.
Read more about CEDAR CREEK FALLS WILL STAY CLOSED UNTIL APRIL, FOREST SERVICE ANNOUNCES
AUTHORITIES BRIEF HIKERS TO RAMP UP SAFETY MEASURES ON EAST COUNTY TRAILS
San Diego wildfires
San Diego trails
San Diego hiking
31 rescues since June; firefighting aircraft diverted to save hikers
By TJ Dunnivant
Read more about AUTHORITIES BRIEF HIKERS TO RAMP UP SAFETY MEASURES ON EAST COUNTY TRAILS
CEDAR CREEK FALLS AND SD RIVER GORGE TRAIL CLOSED UNTIL NOV. 8: VIOLATORS TO FACE HEFTY FINES, JAIL TIME
July 9, 2011 (San Diego's East County) – Citing public safety concerns, Cleveland National Forest Supervisor William Metz has ordered closure of Cedar Creek Falls, the San Diego River Gorge Trail and adjacent areas through November 8. (The Forest Service may opt to reopen the area sooner if deemed appropriate, per a press release that accompanied the closure order.)
Closure follows a teen's death Wednesday and a string of serious injuries at the falls which are revealed in the closure order.
Read more about CEDAR CREEK FALLS AND SD RIVER GORGE TRAIL CLOSED UNTIL NOV. 8: VIOLATORS TO FACE HEFTY FINES, JAIL TIME
SHERIFF GORE: FOREST SERVICE "CREATED A GIGANTIC PROBLEM" AT CEDAR CREEK FALLS; SEEKS JOINT SOLUTION
San Diego East County Chamber of commerce
Sheriff Bill Gore
Mission Trails Regional Park
Joseph Meram
Teen who died at falls identified as Joseph Meram, 16, of El Cajon
Sheriff says falls will stay closed until ways are found to protect public safety
July 8, 2011 (San Diego's East County) – A family outing turned to tragedy when Joseph Meram, 16, hiked ahead of his relatives and wandered onto the wrong trail with his cousin over the weekend. The teen plummeted over an 80-foot cliff into a swimming hole at the base of Cedar Creek Falls.
His death has prompted closure of the falls indefinitely--and debate over the role of government in balancing accessibility vs. safety on public lands. Now Sheriff Bill Gore speaks out on the tragedy, which occurred soon after the U.S. Forest Service improved a trail to make the site more accessible—a move Sheriff Bill Gore says was well-intentioned, but resulted in serious consequences.
Read more about SHERIFF GORE: FOREST SERVICE "CREATED A GIGANTIC PROBLEM" AT CEDAR CREEK FALLS; SEEKS JOINT SOLUTION
DETAILS EMERGE ON TEEN DEATH AT CEDAR CREEK FALLS
Cedar Falls may remain closed until end of season; Forest Service bans alcohol, jumping, diving and rock climbing at all area falls
July 6, 2011 (San Diego's East County)—The victim who died of injuries from an accident at Cedar Creek Falls today was a 16-year-old boy from El Cajon, the San Diego Medical Examiner's office reports.
The teen was hiking with his family when he slipped and fell down an 80-foot cliff, landing in the water. The victim fell against a 17-year-old, injuring him.
Read more about DETAILS EMERGE ON TEEN DEATH AT CEDAR CREEK FALLS
FOREST SERVICE CLOSES CEDAR CREEK FALLS AFTER DEATH
Updates to this story have now been posted on the victim, as well as on a new ban on jumping, alcohol, and other activities at the falls. Get the latest details at: http://www.eastcountymagazine.org/node/6613
July 6, 2011 (Ramona) – The U.S. Forest Service has closed Cedar Creek Falls for an investigation into a deadly fall today that killed one visitor and injured another.
The fatal accident is at least the fourth serious injury incident during the holiday weekend at Cedar Creek Falls, according to Incident Page Network. The Forest Service recently opened a new trail to make the popular destination accessible to more people.
Read more about FOREST SERVICE CLOSES CEDAR CREEK FALLS AFTER DEATH
EXPLORING CEDAR CREEK FALLS' NEW TRAIL
Elena Pena
San Diego's East County
East County's Best Videos
Story, photos and video by Elena Peña
June 29, 2011 (San Diego's East County)--Nestled in between slopes in the Cleveland National Forest lies a gem known as Cedar Creek Falls, often referred to as The Devil's Punch Bowl. A wondrous waterfall is the picturesque background to the swimming hole at the end of this approximately four-mile hike. The location used to be accessed mainly from Julian. But due to a newly revamped trail out of Ramona, it's now more accessible than ever before--and more populated, especially on weekends and holidays.
Read more about EXPLORING CEDAR CREEK FALLS' NEW TRAIL
WOMAN RESCUED AFTER INJURY AT CEDAR CREEK FALLS; DEPUTY OFFERS SAFETY TIPS FOR VISITORS TO POPULAR ATTRACTION
June 15, 2011 (Ramona) – A female hiker was air lifted out of the Cedar Creek Falls area June 12 around 4 p.m. "She jumped from a rock and impacted the water, injuring her back,"said Deputy Tim Johnson with the Sheriff's ASTREA helicopter unit.
The number of visitors to the waterfall has soared since the U.S. Forest Service completed a new trail earlier this month. "All these improvements just make it that much more attractive out there," said Johnson, who offered this safety advice for visitors to this local Shangri-La. "Don't jump off rocks that are elevated above the water, not knowing what's under there. It's common sense."
Read more about WOMAN RESCUED AFTER INJURY AT CEDAR CREEK FALLS; DEPUTY OFFERS SAFETY TIPS FOR VISITORS TO POPULAR ATTRACTION
HIKER FALLS FROM ROPE SWING AT CEDAR CREEK FALLS, BREAKS LEG
Cedar Creek Falls accident
Third major injury in a week at East County waterfalls
February 13, 2011 (San Diego's East County) – A 24-year-old woman fell from a rope swing at Cedar Creek Falls and broke her leg this afternoon. San Diego Sheriff's personnel launched a rescue at the popular East County swimming hole near Ramona, which is bordered by steep canyon walls in the Cleveland National Forest.
Read more about HIKER FALLS FROM ROPE SWING AT CEDAR CREEK FALLS, BREAKS LEG
ROCK CLIMBER IDENTIFIED IN MILDRED FALLS TRAGEDY
Mildred Falls
Feb. 12, 2011 (11 p.m.) - The San Diego Medical Examiner has identified the victim in this accident as Matthew David Pack, 24, of San Juan Capistrano. Cause of death has not yet been determined.
Update Feb. 12, 2011 9:30 a.m. - The rock climber has been confirmed as a fatality, San Diego Sheriff Lt.. David Brown said. "He was dangling halfway down the rock face, in the water underneath the waterfall," he confirmed. The body recovery effort continues in the rugged canyon area. No additional details on the identity or description of the man have been released at this time.
Update 11:50 p.m.
February 11, 2011 (San Diego's East County) – Efforts to recover the body of a climber presumed dead at Mildred Falls have been called off for the night, San Diego Sheriff's Lt. Jim Duffy informed ECM moments ago.
The rock climber is believed to have died while awaiting a rescue helicopter this evening, East County Magazine has learned. Officials believe that the victim, a male, "was trying to rappel into the waterfall when he became entangled in ropes and was drawn into the water," Duffy said, adding that three different people reporting hearing the individual calling for help.
Incident Page Network reported at 6:05 p.m. that San Diego Sheriff's Copter 1 was en route for a technical rescue of the hiker, who was unconscious hiker halfway down the falls, possibly a rock climber who had been rapelling. Lt. Duffy said rescuers initially responded to a man yelling for help at mile marker 9 on Eagle Peak near Mildred Falls in the Julian area at 5:17 p.m.
Read more about ROCK CLIMBER IDENTIFIED IN MILDRED FALLS TRAGEDY
RIVER PARK FOUNDATION HOLDS "SAVE THE SOURCE" PROJECTS MARCH 13
San Diego River Park Foundation
Read more about RIVER PARK FOUNDATION HOLDS "SAVE THE SOURCE" PROJECTS MARCH 13


text:
Q: I cannot access localhost and phpmyadmin in xampp after restarting for windows updates I'm using windows 10 as my os and latest Xampp for php development.It worked fine. Windows 10 asked me to restart my computer after several windows updates I received. It said I must restart my computer. When I restart my computer and try to continue with my project web browser said

This site can't be reached The connection was reset.

I tried to connect web browser using 127.0.0.1 it doesn't work too.
I tried to ping 127.0.0.1 and it worked perfectly.
But can't connect to 127.0.0.1 using web browser.

redpajama_set_name: RedPajamaStackExchange


Prosecutors in Northern Ireland have pursued five times more prosecutions against alleged paramilitaries than British soldiers in the last five years.
Since November 2011, Public Prosecution Service (PPS) has taken decisions to prosecute seven Troubles-related cases linked to republicans, three linked to loyalists and two involving the military.
In the same time period, there was a decision to pursue a prosecution in a case linked to alleged police criminality, but that was later dropped.
The PPS collated the number of legacy case files examined, included those where no prosecutions were mounted, in response to a request by the Press Association.
The disclosure comes amid an ongoing public debate on whether there is an imbalance in the way former security force members are treated by the legal system in Northern Ireland.
At the weekend, Secretary of State James Brokenshire insisted there was a "disproportionate focus" on the British state.
Director of Public Prosecutions Barra McGrory QC has strongly rejected claims prosecutors are part of a "witch-hunt" against ex-soldiers.
Commenting on the breakdown of legacy case decisions, which cover the period since his appointment in November 2011 until January 2017, Mr McGrory said: "The simple and clear reality is that we deal with cases as they are referred to us, in accordance with the Code for Prosecutors.
"There is no imbalance of approach within the PPS."
The PPS said it had made decisions in a total of 17 legacy cases since November 2011.
A no prosecution decision was made in one republican case, one soldier case and two involving police.
A PPS spokeswoman said: "We have identified 17 cases which can be described as legacy in which the PPS has taken prosecutorial decisions since 2011.
"Eight of these cases relate to alleged offences involving republican paramilitaries and there have been prosecutions in seven of these.
"Proceedings are still active in three of these cases.
"Of the four cases that have been concluded, there were two convictions and two in which proceedings were discontinued, one following the death of the defendant.
"Three of the 17 cases related to alleged loyalist paramilitary activity. There were decisions to prosecute in each of these cases.
"A conviction has been secured in one case and the other two cases are currently active.
"A further three cases involved former soldiers.
"Two of these are currently proceeding as prosecutions and the third resulted in a decision not to prosecute.
"The final three cases involved police officers. In two of these a decision was taken not to prosecute.
"In the third case proceedings were initiated but subsequently discontinued."
In December, it was announced two former soldiers are to be prosecuted for allegedly murdering Official IRA commander Joe McCann in Belfast in 1972.
Another former soldier, Dennis Hutchings, who is in his 70s and from Cornwall, was charged with attempted murder in 2015 in connection with the shooting of 27-year-old John-Pat Cunningham, who had learning difficulties, in Co Tyrone in 1974.
The retired corporal major spoke at a rally in London on Saturday which saw around 1,000 people demonstrate against alleged harassment of former soldiers.
The PPS is currently assessing files on soldiers involved in the Bloody Sunday shootings in Derry in 1972 that resulted in the deaths of 14 civilians.
Further to Mr Brokenshire's Sunday newspaper opinion piece, the British government issued another statement on Monday to stress he was not criticising the legal authorities in the region.
"There is a broad consensus that the current system was not designed to address the legacy of the past, and is not working to meet the needs of victims and survivors on all sides," said a spokesman.
"This is not a criticism of any individuals, not least the police and prosecuting authorities all of whom uphold the law independently of government.
"Rather it is a recognition that we need new and better structures for addressing these issues."
The spokesman said proposed mechanisms to deal with legacy issues, which were set out in the 2014 Stormont House Agreement but have since stalled amid political discord, provided a "better way to deal with legacy investigations, in a manner that will be balanced, fair and proportionate and recognise the needs of all victims".


What did I learn today? Lessons on the Journey to Unconditional Self Love - Your life will keep sending you experiences designed to get your attention.
I am convinced that I can change my mind and change my world - Rev Dr.
what is going on with you, you miss another divine opportunity to examine what is really on within you. Until you are willing to accept total and complete responsibility for every aspect of your life, your life will keep sending you experiences designed to get your attention.
Accepting responsibility means examining the choices made A choice is usually made in reaction or response to some sort of stimulation. The outcome reveals what kind of choice was made When you are trying to escape blame and punishment, the outcome will lead you to speak about others. When you are willing to accept responsibility for your choices, the outcome leads you to self-evaluation and self-correction.


* Cook 2 slices bacon in a large nonstick skillet over medium heat until crisp. Remove bacon from pan, crumble. Add 1/2 cup chopped onion and 2 minced garlic cloves to drippings in pan; cook 4 minutes, stirring occasionally. Add 1 cup rice; 2 cups fat-free, less-sodium chicken broth; and 1 (14.5 ounce) can drained diced tomatoes. Stir to combine. Bring to a boil. Cover, reduce heat, and simmer 20 minutes or until rice is tender. Stir in crumbled bacon and 1/3 cup sliced green onions just before serving.


Fieberbrunn – Spass Machen Mit Sabern!
At Sabern, boosting our team spirit is very important! This year we strapped on our snow boots and headed for Fieberbrunn, Tirol!
Some of us never were on a board before, though you wouldn't think that if you saw Kiran…?
Enjoying the sun and the view!
To sum up our weekend: we gained a preference for a certain kind of German salad, we got better or worse in skiing, we got even better or worse in après skiing but we can all agree on this: it was a great trip!


text:
Why I'm Not Leaving Facebook & You Shouldn't Either
By Lisa Nielsen 2018-04-09T08:00:00Z
You've seen the dramatic posts of friends who are bidding Facebook adieu because Facebook knows too much or it's too depressing or, on and on...
I won't be one of those leaving Facebook, unless something better comes along. That's because I don't have the problems with it that others do and the benefits far outweigh the drawbacks.
Problems I don't have with Facebook
My Facebook privacy settings
Yes. Of course there are targeted ads based on my use of Facebook. I don't pay for Facebook, so I expect they'll use my habits to target ads and a lot of times, I'll pay Facebook back by buying what I see being advertised.
Facebook knows about me and sells my data
Yes. Facebook knows about me and it uses what it knows to sell my data. It knows the things that others who know me, may perceive or pick up on like I live away from my hometown, work in education, travel, and am likely to engage with liberal political content. It knows habits I may not even have been aware of like that I have a lot of close friends who are expats and my multicultural affinity is African American.
Facebook is interested in this, as stated above, because it makes money off of targeting ads, just like Amazon knows what I like based on my purchasing habits. I am who I am, and I don't mind if others know it or use it to tailor marketing.I find it surprising that anyone would be shocked about this. It is the tradeoff for free services.
To view how Facebook labels you, go to settings>account settings>ads>your information>your categories.
Why Facebook is worth it
Organizing and eventsWhen Facebook came on to the scene, Evite quickly became a thing of the past for master organizers. When it comes to organizing and events, Facebook rules. Whether you take poll to see who is available or who will bring what or use the event function to see who is attending and let others see as well.
Relationships are one of the most important parts of life and there has never been a better relationship-building tool than Facebook. I have worked more than 20 years as an innovative educator in New York City. For most of my career I worked in isolation. There was usually just one person like me (tech teacher, library media specialist, tech coach) in each school. It was difficult to connect and share ideas.
Difficulty in connecting with others who share your interest is a thing of the past. We get to meet the minds of others before their faces and stay connected and keep the conversations going after we've met face-to-face. This allows powerful connections and relationships to develop that in my case make the lives of children better.In Facebook we trust?No. Don't "trust" Facebook. Question it. Think about its motives. Talk about it. Make smart decisions. Support the lawsuits that question its motives and result in change. Facebook is a business. Among others, we are the clients. Be smart about how to make Facebook work for you.
What do you think? Do the benefits of Facebook outweigh the drawbacks? Have people you've known left Facebook who could have just adjusted their habits and decreased the drawbacks while enjoying the benefits? What are your recommended best practices on Facebook for yourself, your students, and their families?
Lisa Nielsen writes for and speaks to audiences across the globe about learning innovatively and is frequently covered by local and national media for her views on "Passion (not data) Driven Learning," "Thinking Outside the Ban" to harness the power of technology for learning, and using the power of social media to provide a voice to educators and students. Ms. Nielsen has worked for more than a decade in various capacities to support learning in real and innovative ways that will prepare students for success. In addition to her award-winning blog, The Innovative Educator, Ms. Nielsen's writing is featured in places such as Huffington Post, Tech & Learning, ISTE Connects, ASCD Wholechild, MindShift, Leading & Learning, The Unplugged Mom, and is the author the book Teaching Generation Text.

redpajama_set_name: RedPajamaCommonCrawl


text:
Railways plans to run Delhi-Mumbai, Delhi-Howrah trains at 160 kmh
In a bid to reduce travel time, the Indian Railways, under its 100-day action plan, envisages increasing the speeds of trains on the Delhi-Mumbai and Delhi-Howrah routes at an investment of over Rs 13,500 crore, officials said.
1 of 1 Photos
A senior railway ministry official told IANS: "In a proposal approved by Railway Minister Piyush Goyal, the Railways plans to increase the train speed to 160 kmh on the busy routes of Delhi-Mumbai and Delhi-Howrah in the next four years."
By increasing the speeds on these busiest rail routes, the travel time between Delhi-Howrah and Delhi-Mumbai will be reduced to 12 hours and 10 hours, respectively, as compared to the current 17 hours and 15.5 hours, the official said.
Currently the maximum speed on these routes, which account for 30 per cent of passenger and 20 per cent of freight traffic, is 130 kmh.
The official said the proposal envisages that in the next 100 days, approval should be obtained for this project and the proposal is being sent to the Cabinet Committee for Economic Affairs (CCEA).
The estimated cost to upgrade the speed on the 1,525-km New Delhi-Howrah route will be Rs 6,684 crore and on the 1,483-km New Delhi-Mumbai route will be Rs 6,806 crore, and the entire project is proposed to be implemented within four years from the date of approval, according to the official.
The official said that this is one of the 11 proposals prepared by the railways in its 100-day plan, with instructions to initiate immediate action to implement them by August 31.
The plan document has been prepared on the direction of Prime Minister Narendra Modi to lay down the vision for the Railways for the next three months, the official said.
Besides increasing the speeds on these routes, the other plans for the national transporter to be initiated within the next 100 days include the Railways' earlier proposal of handing over certain low-congestion routes to private players.
The official said that under this plan, it may consider giving premium trains including Rajdhanis and Shatabdis to private players.
A tender will be floated within four months and the applicants will have to prove that they can run entire operations of the trains -- from ticket bookings, to ticket checking, running the train within the time, catering services and more, he said.
Also two trains, covering important tourist destinations or connecting major cities on less congested routes, may be allotted to Indian Railways Catering and Tourism Corporation (IRCTC) on an experimental basis, the official said.
The Request for Proposal (RFP) and a Request for Quote (RFQ) could be issued within the next 100 days, the official said.
The official, however, added that before engaging private operators, the Indian Railways will consult the trade unions.
Last year, the Niti Aayog in its 'New India' vision had advocated for more private participation in the Railways, including ownership of locomotives and rolling stock, to modernising railway stations.
The Railways has also planned to start work on the pilot projects for advanced signalling system for safety and higher throughput within 100 days.
The official said the advanced signalling system will enhance safety by ensuring that technological aid to the loco pilot is provided to eliminate or considerably reduce accidents due to overshooting of signals and overspeeding.
He said that it will also help in increasing the line capacity on the railway network by 46 to 48 per cent on absolute block system and will also help in improving the punctuality of trains by providing information to the loco pilots of the signal in advance, even in adverse conditions like fog or sharp curves and tunnels.
Other News Today
Title holder of disputed Ayodhya land favours more time for mediation panel
Kulbhushan Jadhav case: 4th time ICJ to adjudicate on India vs Pakistan
Lack of pressure in He tanks may have led to Chandrayaan-2 mission abortion
India's second moon mission Chandrayaan-2 called off due to technical snag in the rocket (Lead)
UP officials aim to list Azam Khan as 'land mafia'
Amarnath Yatra suspended from Jammu to Srinagar
Actress Priya Bapat promote web series Aani Kay Hawa in City
Special water train to reach Chennai on Friday
For 'monetary consideration,' top officials granted bulk gun licences in J&K


text:
Of Somerville, formerly of Charlestown
Floyd A. Richardson of Somerville, formerly of Charlestown, died on February 5.
He was the beloved father of Delia Martin and her husband, John of Chelsea, Floyd Richardson, Jr. and his wife, Barbara McKenna of Somerville, Mark Richardson of Melrose, Cliff Richardson of Derry, NH, and the late Peter Richardson. He is also survived by several brothers and sisters, 10 grandchildren, a great-granddaughter and his faithful companion, his dog "Peanut."
Funeral services will be private, and there are no calling hours. (Guest book at www.lynch-cantillon.com) Lynch-Cantillon Funeral Home (781) 933-0400
Of Saugus, formerly of Charlestown
Sarah L. (Marsden) Taylor of Saugus, formerly of Melrose and Charlestown, died on February 3. She was 93 years old.
Born on July 16, 1918 in Charlestown, she was the daughter of the late John F. & Mary (Walsh) Marsden. She attended Charlestown Schools and spent her younger years in Charlestown.
She was the devoted wife of William Taylor, Jr. of Saugus; loving mother of Bernice Blasi and her husband, Paul of Winthrop, Judith Johnson and her husband, Tom of Florida, Jacalyn Ponsart and her husband, Michael of New Hampshire, William P. Taylor of Stoneham, and the late Janice Page Dunn and the late James Taylor. She was the cherished grandmother of 17, great-grandmother of 32, and great-great-grandmother of seven; the caring sister of Margaret Foley of N. Reading, Mary Collins of Somerville, and the late Estelle Feeney, John Marsden and Joseph Marsden.
Funeral arrangements were by the Gately Funeral Home, Melrose. Burial was in Wyoming Cemetery, Melrose. For obituary or to sign guestbook, please visit: www.gatelyfh.com
William Howell Piper
DuPont Retiree
William Howell of Winchester died peacefully in his sleep on February 2 after almost a decade living with Parkinson's. He was 88 years old.
A sweet, kind, loving husband, father and grandfather, he leaves behind his wife of over 57 years, Rose Mary (Smith) Howell, originally of Staten Island, NY. They lived and raised their family outside of Wilmington, Delaware.
He worked for the DuPont Company from 1947 to 1989. He graduated from the University of Delaware in 1947. During his time at the University, he left to serve in the US Army, and fought in World War II.
He was born in Pittsburgh, PA, to William Gibson Piper, of Tyrone, PA and Blanche Clowes (Howell), of Irwin, PA. His sister, Betty Piper Bliss Mitchell died in 2004. He is survived by his children and grandchildren: his daughter, Mary Beth Borré and her husband, Peter of Charlestown; his, son David Piper, daughter-in-law Lauren, granddaughters Marina and Julia and grandson Henry, of Thousand Oaks, California; daughter-in-law Leslie Piper and grandson Cullen of Newark, Delaware; and daughter, Claudia Piper and granddaughter, Abigail Pynchon, of Winchester. His son, Ned Piper of Newark, Delaware died in 2008.
His funeral service will be held Saturday, February 11 at 3 p.m. at the Presbyterian Church of Burlington, 335 Cambridge Street, Burlington, MA 01803. Contributions in lieu of flowers may be made to the Presbyterian Church of Burlington. Arrangements are by the Nardone Funeral Home, 373 Main St., Watertown.
Herbert Sherrick
Maine Resident
Herbert Sherrick of Bangor, Maine, died recently.
He served in the US Army following World War II, worked as a security guard and in later years as a crossing guard.
He was born in Dedham on December 12, 1929 to Frank and Alva (Kennedy) Sherrick and is survived by his wife, Jean, of Florida, son Harold and his wife Lynne, of Van Nuys, California and grandchildren, Crystal and George Oullette of Bradford, Maine, with whom he made his home, Jordan Sherrick, and Justice Sherrick, and seven great-grandchildren. He is also survived by his sister Doris Shaw and her husband, Norman, of and his brother Robert Sherrick and his wife, Annie, of Milford, Connecticut.
He was predeceased by his identical twin, Harold Joseph, who died at eight months old. He was also the brother of the late Frank and Howard Sherrick,
Norma Borgeson and Alva Sherrick.
A celebration of his life will be held at the First Church of Charlestown (UCC), Green Street at 2 p.m. on February 11. All are welcome to attend.
Mary Guittarr
Charlestown Resident
Mary F. (Ridings) Guittarr of Charlestown died on February 1.
The beloved wife of the late Charles F. Guittarr (B.P.D), she was the devoted mother of Carol Ann Connors and her husband, James of Charlestown, Joanne Tucker and her husband, Sonny of Maryland, Charles "Chuck" Guittarr and his wife, Mary Ellen of Dedham and Kenneth Guittarr of Billerica; daughter of the late Alfred and Frances (Malanfy) Ridings; sister of Eleanor Murphy, Geraldine and Ronald Ridings, all of Charlestown and the late Alfred "Dinny", Francis "Joe," John, Robert, Richard Ridings and Dorothy Spinney. She is also survived by 10 grandchildren and one great grandchild.
Funeral arrangements were by the John H. Sawyer Funeral Home, Charlestown. Burial was in Woodlawn Cemetery, Everett. In lieu of flowers, remembrances in Mary's name may be made to Alzheimer's Association Mass. Chapter, 311 Arsenal St., Watertown, Ma. 02472.
Rena Tripp
Of Virginia, formerly of Charlestown
Rena E. (Reffi) Tripp, born and raised in Charlestown, died on January 21 at Virginia Hospital Center.
The beloved wife of the late Paul R. Tripp, she was the loving mother of Paul C. and his wife, Patricia, Tripp; sister of Betty Hennessy, Frances Smith and Marci Reffi and is also survived by several nieces and nephews and her former daughter in law, Judy (David) McCallum.
Burial will be on April 26 at 11 a.m. at Arlington National Cemetery.
Ellen 'Eileen' Hunt
Of Lexington, formerly of Charlestown
Ellen F. "Eileen" (Jackson) Hunt of Lexington, formerly of Woburn and Charlestown, died on January 28.
The beloved wife of the late Bernard J. "Keffie" Hunt, she was the dear aunt of Thomas Hunt and his wife, Mary of Walpole and is also survived by two grandnephews, Daniel Hunt and his wife, Min and Stephen Hunt and his wife, Nancy, and two great-grandnephews, Maxwell and Benjamin Hunt as well as by several other nieces, nephews, and grandnieces and grandnephews.
Funeral arrangements were by the Lynch-Cantillon Funeral Home, Woburn. Burial was in Ridgelawn Cemetery, Watertown. Memorial donations may be made to St. Barbara's Church, 138 Cambridge Rd., Woburn, MA 01801. (Obituary and guest book at: www.lynch-cantillon.com)
← Charlestown's BHCC
Blizzard of 1978 →


text:
Insurer's Denial of Defense Based on Wage-and-Hour Exclusion Held To Be Bad Faith
Applying Washington law, the United States District Court for the Western District of Washington has held that an insurer acted in bad faith when it denied coverage for an employee class action suit against its insured on the ground that the suit was an excluded "wage and hour" claim. Travelers Cas. & Sur. Co. of Am. v. Spectrum Glass Co., 2012 WL 3780356 (W.D. Wash. Aug. 31, 2012).
An employee of the insured filed a putative class action suit against the insured, alleging breach of contract, violation of the Washington Minimum Wage Act, violation of the state statute governing unpaid wages on termination, payment of wages "less than entitled" under state law, failure to provide required meal and rest breaks, willful refusal to pay wages, and violation of the Washington Consumer Protection Act. The insurer determined that coverage was limited to a sublimit of $100,000 for defense expenses and denied further coverage based on an exclusion for "claims under an express employment agreement or sums sought solely on the basis of a claim for unpaid services" and an exclusion for "alleged violations of wage-and-hour laws." In the coverage litigation that followed, the insured asserted a claim for bad faith.
The district court granted summary judgment in favor of the insured. According to the court, the insurer unreasonably refused to further defend the insured as to the underlying breach-of-contract, failure-to-provide-meal-and-rest-breaks, and Consumer Protection Act claims because the exclusions on which the insurer relied did not clearly apply. To begin with, the court noted that the "express employment agreement" exclusion did not cap the insurer's defense obligation at the $100,000 sublimit and therefore imposed no ceiling on defense expenses even if it applied. Furthermore, the court found that it was "perfectly conceivable" that the claims were not wage-and-hour claims and therefore not subject to the sublimit based on the wage-and-hour exclusion cited by the insurer. According to the court, the fact that the plaintiffs sought back pay did not, of itself, convert the claims into excluded wage-and-hour claims. The court therefore concluded that the insurer had denied coverage without a valid basis.
The court also determined that the denial had been in bad faith, finding that the insurer "offer[ed] no support for the notion that any investigation preceded its determination as to the applicability of the sublimit," that the insurer's initial coverage correspondence "did not analyze coverage at all, let alone analyze coverage as to particular claims," and that the insured was harmed by the insurer's refusal to continue the defense.
The opinion is available here.
Anna, a partner in the TMT Practice and co-chair of the Unmanned Aircraft Systems Practice, was recently elected Assistant Treasurer of the Federal Communications Bar Association (FCBA), and began her term on July 1.
Anna M. Gomez


text:
Surveillance opponents vow to continue fight
Columbia Daily Tribune
WASHINGTON (AP) — Opponents of the National Security Agency's collection of hundreds of millions of Americans' phone records insist they will press ahead with their challenge to the massive surveillance program after a narrow defeat in the House.
Furious lobbying and last-minute pleas to lawmakers ensured victory for the Obama administration as the House voted 217-205 yesterday to spare the NSA program. Unbowed, the libertarian-leaning conservatives, tea partyers and liberal Democrats who led the fight said they will try to undo a program they called an intrusion on civil liberties.
Rep. Justin Amash, a 33-year-old Michigan Republican, made his intentions clear through the social media of Twitter: "We came close (205-217). If just 7 Reps had switched their votes, we would have succeeded. Thank YOU for making a difference. We fight on."
The other sponsor of the effort, 84-year-old Rep. John Conyers, a Michigan Democrat, said the vote's slim margin ensures that vigorous debate on the NSA's programs will continue.
"This discussion is going to be examined continually ... as long as we have this many members in the House of Representatives that are saying it's OK to collect all records you want just as long as you make sure you don't let it go anywhere else," said Conyers, the top Democrat on the House Judiciary Committee. "That is the beginning of the wrong direction in a democratic society."
The showdown vote marked the first chance for lawmakers to take a stand on the secret surveillance program since former NSA systems analyst Edward Snowden leaked classified documents last month that spelled out the monumental scope of the government's activities.
Backing the NSA program were 134 Republicans and 83 Democrats, including House Speaker John Boehner, R-Ohio, who typically does not vote, and Democratic leader Nancy Pelosi. Rejecting the administration's last-minute appeals to save the surveillance operation were 94 Republicans and 111 Democrats.
"I am particularly pleased that members on both sides of the aisle worked together to preserve critical intelligence tools that have proven successful in preventing terrorist attacks and keeping America safe," Boehner said in a statement after the vote.
It is unlikely to be the final word on the worldwide debate over the U.S. government snooping to defend the nation versus the privacy of Americans.
"Have 12 years gone by and our memories faded so badly that we forgot what happened on Sept. 11?" Rep. Mike Rogers, R-Mich., chairman of the House Intelligence Committee, said in pleading with his colleagues to back the program during House debate.
Amash defended his effort, saying the aim was to end the indiscriminate collection of Americans' phone records.
His measure, offered as an addition to a $598.3 billion defense spending bill for 2014, would have canceled the statutory authority for the NSA program, ending the agency's ability to collect phone records and metadata under the USA Patriot Act unless it identified an individual under investigation.
The House later voted to pass the overall defense bill, 315-109.
Amash told the House that his effort was to defend the Constitution and "defend the privacy of every American."


Between Unity and Diversity: Historical and Cultural Foundations of Brazilian Management Gazi Islam Insper Working Paper WPE: 218/2010 Copyright Insper. Todos os direitos reservados. E proibida a reproducao parcial ou integral do conteudo deste documento por qualquer meio de distribuicao, digital ou impresso, sem a expressa autorizacao do Insper ou de seu autor. A reproducao para fins didaticos e permitida observando-sea citacao completa do documento Cultural Foundations of Brazilian Management Running head: Cultural Foundations of Brazilian Management Between Unity and Diversity: Historical and Cultural Foundations of Brazilian Management Gazi Islam Insper Institute of Education and Research Gazi Islam 300 Rua Quata Insper Moema Sao Paulo SP 04546-042 Brazil (11) 4504-2438 [email protected] edu. br Cultural Foundations of Brazilian Management 2 Between Unity and Diversity: Historical and Cultural Foundations of Brazilian Management Introduction Over the past two decades, Brazil has increasingly established itself as one of the world's foremost emerging economies.
As the 8th largest economy in the world and largest in South America (World Bank, 2009), Brazil is among the world's leading producers of key commodities, as well as a pioneer in areas such as ethanol production and genetically modified crops. As one of the members of the BRICs group of emerging economies (O'Neil, 2001), Brazil is poised to become a major player in the 21st century.
As a home country of multinational corporations (MNC's), internationally recognized companies such as Embraer, JBS-Friboi and AmBev are among the dominant forces in their respective markets. Despite the growing importance of Brazil as an economic power, very little work has been internationally published, in comparison with other BRIC countries, with regards to the dynamics of Brazilian management practices (e. g. Mesquita, 2008). Extant literature tends to focus on specific sectors, (e. g.
Mesquita, Lazzarini & Cronin, 2007), and while large scale international studies, such as Hofstede (1980) and the GLOBE project (House, Hanges, Javidan, Dorfman & Gupta, 2004) have included Brazil, their generality has precluded an indepth assessment of the unique contextual factors that contribute to the formulation of contemporary Brazilian managerial perspectives. At the same time, a wealth of literature in the social sciences has studied the particular mix of historical, cultural, ethnic and political factors that constitute the Brazilian way of life (e. g.
Holanda, 1996; Da Matta, 1991). Although some of this work has been integrated into the management literature (e. g. Amado & Brasil, 1991; Duarte, 2006), very little integration has been done to draw out the managerial implications of the Brazilian social, cultural and historical context. Understanding these implications becomes increasingly important with the Cultural Foundations of Brazilian Management 3 growing integration of Brazil within the world economy, both in terms of foreign investments in Brazil, and in terms of the growing presence of Brazilian companies abroad.
The aim of the current chapter is to give an overview of Brazilian managerial tendencies in light of the country's unique historical and cultural roots. I will argue that Brazilian MNCs inherit many of their predominant tendencies from organizational aspects of Brazilian bureaucratic structures, structures which developed early in Brazil's colonization by the Portuguese, then were refined and changed through independence, republicanism, crisis and democratic renewal. Rather than rely on typological categorizations based on crosscultural taxonomies (e. . Hofstede, 1980), I will attempt to trace the macro-level circumstances in which the current management of Brazilian MNC's evolved. The argument of the paper begins with a brief overview of the historical legacy of Brazilian trade with the exterior. Beginning with the early colonial period, Brazilian trade was marked by heterogeneous interests, and organizations functioned in the midst of great ethnic, geographical, and linguistic diversity (e. g. Alcaldipani & Crubellate, 2003).
Cultural Foundations of Brazilian Management both a high deference to formal authority, and a tendency to creative improvisation and innovation, a combination counter-intuitive to traditional managerial theories. Finally, it is argued that this combination has allowed Brazilian MNC's to adopt "Western" or "Northern" managerial practices without losing a sense of their own authenticity, because of the self-consciously appropriative and recombinative nature of the Brazilian tradition.
This insight concludes the chapter by suggesting how the Brazilian example provides an interesting angle to the local-global debates prevalent in the globalization literature (e. g. Kearney, 1995). As a local culture that has from its inception 4 reconfigured externally originating political and social practices, Brazil's most unique cultural expressions are also its most borrowed. In a world marked by increasing cross-border interaction, such a model of cultural practices is both theoretically and practically useful.
Cultural Foundations of Brazilian Management 5 increasingly important but neglected site. In particular, Brazil can offer lessons along two key dimensions that have been of interest to culture researchers, the homogeneity-heterogeneity axis and the global-local axis. Heterogeneity or Unity? As Brazilianists have long pointed out (e. g. Ribero, 1995, Da Matta,1984; 1995), the particularity of Brazil does not reside in a historically homogeneous and deep-rooted essence of the Brazilian people, but precisely in the lack of such a homogeneous essence (e. . DaMatta, 1995). The Brazilian population emerged out of a complex miscegenation of Portuguese, African, and Indigenous populations at its inception (Ribeiro, 1995). Later, waves of German, Italian, and Japanese immigration added further cultural complexity to the Brazilian social environment (Meade, 2004). Overlaid upon the ethnic diversity of the country are geographic and economic variations that exacerbate differences and proliferate diversity in styles of living and working.
As the fifth largest country in the world (Meade, 2004), the continental proportions of the country also contain a large diversity of climactic and geographical differences, from the desertified Sertao region, to the dense Amazonian forest, to the swampy Pantanal region. Economic differences between these regions are extreme, with the majority of economic wealth concentrated in the industrial south (Angell, 2008). In fact, although recent years have seen an increased focus on addressing inequality (e. g. Bianchi & Braga, 2005), Brazil still displays one of the highest economic inequalities in the world.
Gini indicators, which measure wealth concentration (on a scale of 0-1, with 1 being total concentration of wealth) reached values over . 60 in th 1990's, and are consistently over . 50 (World Bank, 2008). Given this geographic, cultural, racial and economic diversity, making sense of Brazilian managerial behavior is inherently challenging. Some existing work, for example, has shown significant regional differences in work values across regions in Brazil Cultural Foundations of Brazilian Management (Lenartowics & Roth 2001).
Lenartowics & Roth found significant differences in work related values such as risk aversion and the importance for achievement across regions in the south of Brazil (comparing Rio de Janeiro, Sao Paulo, and Minas Gerais regions). Such differences influenced performance across regions, even though the entire sample was from the south of the country. A complete representation including Northern and North-Eastern regions would surely further increase observed regional differences. On the other hand, despite this diversity, many aspects of Brazil seem surprisingly 6 unified.
For example, compared to countries with high demographic diversity (e. g. India), the linguistic homogeneity of Brazil is notable. In addition, despite its relatively greater levels of social inequality and crime in comparison with its neighbors, there has been relatively little social unrest or political revolution in Brazil (Gouveia, Albuquerque, Clemente & Espinoza, 2002). Many of the essential feature of Brazilian society remain rooted in its early institutions, and one of the countries' aporias is how it has remained so socially constant in the face of so many social ills.
In the words of DaMatta: What is startling in the Brazilian case is not the existence of contradictions and cynicism, but the enormous tolerance of the system. To understand this tolerance would create the capacity to break through the duality and its web of compensations (DaMatta, 2005, p 276) Indeed, some have argued that many daily Brazilian rituals are aimed at smoothing social relations at the interpersonal level, while reinforcing hierarchical systems at the social level (e. g.
Barbosa, 1992; Hess, 1995). Thus while superficial accounts of Brazil might view it though the Carnaval lens of "anything goes", the ritual enactment of diversity and difference may mask deeper cultural currents that remain stable (DaMatta, 1995). Many authors have similarly argued that underneath its apparent diversity, Brazil does have a unified culture, although such unity might be difficult to pick up at the level of cultural Cultural Foundations of Brazilian Management traits or characteristics.
For example, DaMatta (1995) argues that Brazilian (and other Latin American) cultures are more characterized by relational ties rather than constituent characteristics, such that rather than study Brazilian culture though "values", it should be studied at the level of the "encounter". This difference, according to the analysis, emerges 7 from the fact that Brazilian culture does not imagine itself as a "people" with a single essence, but as the outcome of an "encounter" between civilizations, and thus emphasize flexibility with regards to the other, rather than the expression of internal personal characteristics.
It may not be necessary to go beyond trait descriptions to find some level of unity in Brazilian culture however; even at the level of traits, tendencies exist at the national level (House, Hanges, Javidan, Dorfman and Gupta, 2004, Hofstede 1980). Although the Lenartowics & Roth (2001) study focused on regional differences, it also noted that such within group differences do not exclude national traits, but rather complement them. O'keefe & O'keefe (2004), in addition, used national-level indicator's (Hofstede's (1980) dimensions) to compare Brazilian managers with their U. S. ounterparts In this comparison, Brazil was relatively collectivistic, with high power distance compared to the U. S. Brazilian managers, relatively lower levels of trait masculinity, and high uncertainty avoidance. Such trait descriptions seem to fall in line with Hofestede's (1980) own findings and are consistent with more recent descriptions from the GLOBE leadership study (House et al, 2004). Although such trait descriptions do not give a "thick" view of culture (Geertz 1973), they do tend to corroborate, or at least are coherent with, qualitative descriptions of Brazilian culture such as those of DaMatta (e. . 1984), Barbosa (1992), or others. For example, the coexistence of a highly bureaucratized formal sector, marked by rigid authority relations and a highly personalistic informal sector, meant to smooth over interpersonal conflict, do seem consistent with a country scoring high on Hofstede's dimensions of power distance and femininity. Thus both quantitative, trait-based methods and qualitative methods seem to be Cultural Foundations of Brazilian Management indicating some regular tendencies among Brazilian managers underlying the seeming heterogeneity of the culture.
Local or Global? A second important dimension to consider when examining Brazilian managerial 8 behavior is the global context in which such behavior is acquired and tested. Just as it cannot be assumed that managerial behavior within one Brazilian locale can be generalized to the country as a whole, it would also be myopic to attribute managerial behavior to a specifically Brazilian culture independent of the global context of managerial norms and education. As in many Latin American countries (e. g. Ibarra-Colado, 2006), managerial expertise often draws on U. S. r European business norms as benchmarks, adopting managerial practices from the North which may or may not align with the home culture. In the Brazilian case, many scholars have noted the heavy borrowing of Northern managerial techniques as models in their own productive endeavors (Caldas & Wood, 1997; Wood & Caldas, 2002; 1998). In addition, Brazilian business education originated in, and has remained, heavily tied to Northern models, with the public education system drawn from European influences, and private education linked directly to U. S. support and investment (e. g. Fischer, 1984).
Textbooks are often translations of texts used in the U. S. , and are often distributed through international subsidiaries of U. S. publishing houses. Although a thriving Brazilian business literature exists, its methods and theory are often drawn from Northern models (e. g. Carrieri & Rodrigues, 2001). In this context, it would be difficult to directly draw consequences about national culture from observing managerial knowledge and practices, since such knowledge and practices are often the result of complex negotiations between cultures, and appropriations of foreign practices, rather than simple expressions of the home culture.
At the same time, some have noted that the spread of originally Northern social and cultural institutions is not a process of homogenous adoption, but rather an adaptation of Cultural Foundations of Brazilian Management 9 those very institutions to fit with pre-existing local ways of life (Sahlins, 1994). In this view, cultures select and reject elements of managerial practices based on the extent to which such practices can be made intelligible to local actors, and can be used to reinforce pre-existing power relations.
As mixture occurs, new forms of intelligibility and new power relations may arise, demonstrating not conformity to foreign influences, but expressing hybrid cultures that are marked by unpredictable remixes of local and foreign features (e. g. Chu & Wood, 2008) Such an insight is relevant to the "styles" of capitalism literature (e. g. Dunphy, 1987; Hall & Soskice, 2001), which argues that countries within the global economy adapt culturespecific ways of adapting to markets, and that local cultures resist homogenization and by their creative adaptation of apitalist institutions, they put a local stamp on these institutions (Hall & Soskice, 2001). Thus, rather than studying how emerging nations are similar or different from the traditionally studied business cultures of the U. S. and Europe, scholars should focus on the unique ways in which those nations creatively appropriate and modify those cultures in a local context. In the Brazilian case, such an examination of creative appropriation is particularly interesting, because as discussed above, notions of "encounter" and "mixture" are central to the Brazilian ethos (DaMatta, 1995).
As Mignolo (2001) observes with regards to Latin American nations, the role of European culture was more radically constitutive of national identity than it was in other regions of the world. This point is particularly true for Brazil, whose indigenous peoples (as opposed to Mexico, Bolivia, or Peru, for example) were less organized in terms of imperial structures than in other regions of the continent, and which was itself for a short time the seat of the Portuguese empire.
The current borders in Latin America were almost entirely dependent on the Iberian administrative structure, and thus the reigning forms of governance became strongly imprinted on Latin American nations. As in other Latin Cultural Foundations of Brazilian Management 10 American countries, the European cultural matrix also became a strong locus for Brazilian self-identity, and remains so to this day (e. g. Ribeiro, 1995).
In this context, it makes little sense to ask whether Brazilian borrowings of foreign managerial practices are "authentic" representations of Brazilian culture, when Brazilian culture is fundamentally based on notions of mixture and borrowing. Indeed, the perspective of DaMatta described above seem to imply that the very notion of an "authentic" essence goes against the grain of Brazilian self-perceptions, which focus on encounter and negotiation between ways of life.
ISO certifications or other best practices, may be adopted "for the English to see", to use a popular Brazilan saying. That is, the adoption of foreign practices confers institutional legitimacy to managers who use them, and gives the impression that the firm is up to date with the state of the art in global industry. Summary Having summarized briefly two important general topic dimensions in which the Brazilian case can prove illuminating, it remains to specify the micro-level practices in which these aspects of Brazilian culture are instantiated within the world of work.
As Amado & Brasil (1991) point out, such practices can serve as "hermeneutic keys" which reflect deeper truths about the social organization of the workplace. Following their approach, to "unlock" the social significance of such behaviors, we must first understand the historical background Cultural Foundations of Brazilian Management 11 against which they develop, in order to see how specific practices arose as adaptations to the formal and informal structures within Brazil. It is to this background that I now turn.
Brazilian Management in Historical Perspective Many theorists have noted that individuals act largely based on internalized schema that, upon analysis, reveal underlying social and historical structures, although the existence of these structures may not be overly represented in the actors consciousness (e. g. Schein, 1980; Dimaggio, 1997). Lubatkin, Lane, Collin & Very (2005), for example, analyze corporate governance behaviors as rooted in the institutional development of a country, and use such historical differences to explain cross-cultural variation between the U. S. , France, and Sweeden.
Such historical-institutional differences, which Lubatkin et al. term "level 1" institutions, do not negate the importance of different value systems and cultural attitudes (as, for example, in Hofstede (1980), or the Globe Project (House et al, 2004), but rather complement such approaches by treating value differences as symptoms of systemic differences in historical-institutional frameworks across countries (see also North, 1990). Following this approach, I will attempt to explore aspects of the "level 1" context in Brazil that may shed light on the ways in which Brazilian managers deal with challenges in the workplace.
Cultural Foundations of Brazilian Management 12 eschewal of "essential", intrinsic, or racial identities (Freire, 1966; Freitas, 1997; Amado & Brasil, 1991). Institutionally, Portugal was faced with the dilemma of being a small and distant country attempting to control a large expanse of territory with a small colonial population. It managed this difficulty by dividing up and allocating vast territories to donatorios, or land holders (Meade, 2004), whose holdings gave them interests in managing and controlling the territory.
This privileged group of colonial landholders was referred to as the estamento, a term of social segmentation that sits somewhere between notions of class, caste, and bureaucracy (Faoro, 1958). Estamentos differ from castes because they are not couched within religious or cosmological conceptions; in fact, many of the early Brazilian landholders were openly opposed by the Church (Meade, 2004). The concept differs from class, in that it is not purely an economic stratification, but is based on the political establishment of social hierarchies (Faoro, 1958; Amado & Brasil, 1991).
Although political, however, estamentos differ from bureaucracies in that they were not based in a rationalistic concept of legitimate authority (e. g. Weber, 1958), but rather on the discretion of the Portuguese court. Rather than being founded on universalistic conceptions of citizenship, these structures resisted the consolidation of citizenship within the territory (Carvalho, 1987), and threatened to import a type of colonial order that resembled European feudalism (Meade, 2004).
Cultural Foundations of Brazilian Management 13 regulations based on personalistic relationships and case by case exigencies. In the words of Campos (1966, P 29, in Amado & Brasil, 1991) such mediators: .. patch up the gap between the law and the fact, making possible the impossible, legal the illegal, and fair the unfair. They grant flexibility to a formal and rigid law with excessive logical strictures. Thus, rather than taking an overly legalistic view of such flexible arrangements as elements of corruption, once seen in their socio-historical context, they come to appear as ways to make possible an unworkable system.
That such opportunities to use flexibility benefit the powerful and those with dense social connections goes without saying, but such spaces also may provide a buffer between formal structures created undemocratically, and the people who would be otherwise be subject to such structures (e. g. Barbosa, 1992; Duarte, 2006). Such adaptive behaviors also may explain the common finding that Brazilians tend to place high importance on social relationshipa and personalistic ties (e. g. Prates & Barros, 1997: Bertero, 1980).
The circumstances surrounding the unique passage of Brazil from colony to independent state, rather than overturning these older aspects of the society, worked to consolidate them in a new national aristocracy. Threatened by the Napoleonic conquests of the early 19th century, the Portuguese royal family moved the governmental administration to Rio de Janeiro, effectively transforming Brazil into the seat of the Portuguese empire. Upon its return to Portugal, the Portuguese king, Joao VI, urged his son, Don Pedro, to return to Portugal, but the latter refused, declaring himself emperor of the new Brazilian state.
Although this act was disobedient, it had none of the republican fervor and revolutionary violence of the Bolivarian movment that liberated the rest of South America. Brazil would not become a republic until the end of the century, and the new ruler was the son the Portuguese king. Under these conditions, the prevailing social structure was under little Cultural Foundations of Brazilian Management 14 pressure to democratize. In fact, the most fervent opponents of the move were the native merchants who saw, under the new empire, the ascendance of the Portuguese born aristocracy to top administrative postions in the new state (Meade, 2004).
Effectively, the new state had internalized the colonial administrative structure and heavily top down and authoritarian system, a structure which many Brazilian administrators have seen in national business organizations (e. g. Spink, 1997). Over the 19th centry, Brazil maintained a dependent role on outside merchants, in particular the British, to market its growing commodity exports, first cotton, then later, coffee (Lobo 1978).
Over half the Brazilian coffee trade at one point was controlled by British intermediaries, who then pushed for their increased role in the development of internal infrastructure products over local competitors, thus inhibiting a locally emergent capitalist class (Albert, 1988). Thus early industrial developments in Brazil were already subject to exposure to British ideas about economic organization and trade, with elite Brazilians acting as intermediaries. According to some scholars (e. g. Caldas, 1997), 19th century Brazilian culture was heavily influenced by British social and industrial norms.
The Brazilian ambivalence with regards to the local versus global roots of managerial practice should be seen in the light of this intermediary role at the inception of Brazilian industrialization. It may be noted that the earlier point made about the imposition of imperial administrative structures on a diverse population speaks to the first conceptual axis mentioned above, that of unity versus plurality. The breach between coexisting formal and informal ways of life may be seen as an attempt to preserve diversity in the face of a formal system that stressed absolute authority.
The latter point, however, regarding industrialization via internal versus external sources speaks to the local versus global dimension regarding the sources of managerial practices. Both of these dimensions become central to understanding these practices as they developed in the Republican era of Brazil around the turn of the 20th century. Cultural Foundations of Brazilian Management 15 The initial Brazilian Republic was formed in 1889 not from a democratic uprising, but from a military takeover. However, discontent with rule from a distant capital and he need to take into account diverse stakeholders led to a constitution which was essentially a compromise between authoritarian and liberal views (Meade, 2004). However, because of restrictive policies such as literacy tests, only a small minority of citizens were able to realistically participate in the formal public sphere (Bethell, 2000). Thus, the stark distinction between private and public spheres continued. Rather than a slow but progressive move toward democratization, throughout the 20th century, Brazil cycled in between more democratic and more authoritarian regimes (e. . Segrillo, 2005). This period was marked by an ideological quandary as to the development of a national identity. Some scholars have described Brazil as having "muddled references" (Martins, 2000); while intellectuals and leaders searched for distinctive essential features of the Brazilian "people", the very notion of essentialism and nation that underlay this search was imported from nationalistic philosophies imported from abroad (Martins, 2000).
In a telling example, the modernist "anthropophagic" movement of the 1920's (Andrade, 1990 1972) rejected European rationalism and civilization in favor of a sensual, tropical conception of Brazil emphasizing its African and Indigenous roots; yet works of this period were heavily influenced by French surrealism, psychoanalysis, and other European ideas (Rolnick, 1998).
Cultural Foundations of Brazilian Management 16 to survive within a dense and unresponsive bureaucracy though personal ties, the preservation of social hierarchy alongside the cyclical attempts at democratization and participation, and the ambivalent views of foreign influences vis a vis national culture. We now turn to how these themes become represented in cultural tendencies, values and practices in Brazil. Unpacking Some Aspects of Managerial Practice The Individual and the Person As described above, the wide gap between formal and informal systems in Brazil created practical difficulties for administrators.
In his institutional analysis of Brazil, Rosenn (1971) wondered how the administrative bureaucracy, with its top-heavy regulations, managed to function at all. This practical difficulty gave rise to adaptive behaviors on the part of social actors. Perhaps the most well known analysis of how these structures became internalized in the minds of social actors was given by DaMatta (1991), in his distinction between the individual and the person in Brazilian culture. Individuality, according to DaMatta, refers to the formal conception of the person under the law.
Individuals are equal and anonymous under the law, and are regulated by bureaucratic rules. Personhood, on the other hand, refers to the socially embedded actor, with a unique personality, necessities, and set of social relationships. The formal-informal gap becomes subjectively experienced as a gap between individuality and personhood. In a well-known example, DaMatta (1991) describes a common encounter between a traffic policeman, representing the universality of the legal code, and a driver who is caught breaking the law.
When asked for his papers, the driver responds "do you know who you are talking to"? Rather than simple deviance, this response transfers the driver from the domain of generalized legal subjectivity to the domain of personhood, complicating the application of the law by the threat of informal personalistic repercussions for the policeman. The Cultural Foundations of Brazilian Management 17 credibility of this threat can short-circuit the application of rules, and the driver remains free as a "person", not being caught up into the realm of "individual".
This analysis is important when placed against the context of U. S. legal perspectives, in which rules are often viewed as guarantors of individual rights (e. g. Primus, 1999). Rather than an ideal to be reached, DaMatta describes individuality as a state of anonymity and danger to be avoided. In this context, actors will be more likely to use bureaucratic rules to block, rather than enable, action (for a discussion of coercive versus enabling functions of rules, see Adler & Borys, 1996). This inversion of the functions of institutionalization can have paradoxical consequences.
Following Prates & Barros (1997), resolving organizational problems such as corruption by tightening regulation can paradoxically augment the tendency toward informality, where actors rely more heavily on social relations in the face of an unrelenting administration. Alternatively, de-institutionalization can paradoxically erode social bonds formed in response to formal rules. In a striking historical case, Joaquim Nabuco, one of the key proponents for the abolition of slavery in Brazil, once wrote that his missed the former slaves (Nabuco, 1949, p 231).
Clearly, he was not referring to the institution of slavery, but of the personal patrocinial and affective bonds between slave and master than had become replaced by formalistic ties characterizing industrial free labor. As Holanda (1996) describes, these informal ties become embodied in the figure of the homem cordial, or cordial man, a gentle and accommodating yet paternalistic figure who at once is a social enabler and defender of hierarchy.
While deeply rooted in the agrarian historical foundations of Brazil, some organizational scholars of Brazil (e. g. Duarte, 2006; Freitas 1997) argue that this mix of formal regulation and informal social enabling remains central in contemporary Brazilian organizations. Freitas (1997) suggests that in many ways, the contemporary organizational Cultural Foundations of Brazilian Management 18 boss reenacts the role of the master of the manor, trading personal loyalty for extrabureaucratic favors.
Thus Brazilian organizations may be considered to embody a "double system", whereby interpersonal outcomes may differ greatly depending on the register in which they are being enacted. Rituals of Inversion and Impermanence An intuitive difficulty in such a double system is how to transition back and forth between formal and informal levels within the administrative system. Where symbolic organizational transitions are common, organizations tend to mark such transitions though ritual, ceremony, or other cultural forms (e. g. Trice & Beyer, 1984).
Accordingly, DaMatta (1995) specifies three central types of ritual in Brazil: Civic rites, that reinforce and legitimate status quo formal structures, other worldly rituals that transcend and give respite from daily social struggles, and rituals of inversion, such as Carnival, which allow informal norms and personal desires to be enacted temporarily on the public stage in order to "let off steam" and prevent social fragmentation. With regards to navigating between the formal and informal, rituals of inversion can shed some light on how such navigations are achieved.
These rituals, while inverting organizational norms, must not overtly challenge the social structure, remaining transitory and exceptional. Perhaps the most famous of these rituals is the common quotidian ritual of the jeitinho, or "little way" (e. g. Barbosa, 1992; Duarte, 2006). Duarte (2006), surveying the various treatments of the jeitinho, finds it diversely described as a "para-legal institution" (Campos, 1966), an "institutional by-pass" (Rosenn, 1971), a "way of being" (Torres, 1973), a source of empowerment (Abreu, Costa & Barbosa, 1982) and a form of "social navigation" (DaMatta, 1984).
Consistent with all of these conceptions, my characterization of the jeitinho Cultural Foundations of Brazilian Management 19 as a ritual of inversion highlights its role in switching back and forth from individualistic to personalistic social spheres. The jetinho is essentially the use of personalistic ties to temporarily bypass formal rules, for example, by giving informal IOU's when funds are unavailable or by moving to the front of the line because of personal connections, for example.
It is based on personal niceness or simpatia (Barbosa, 1991), because people know that formal systems often produce inefficient results and are prepared to make exceptions, leading to a cordial and informal social style (Holanda, 1996). In addition, offering someone a jeitinho may be part of a generalized exchange mechanism, whereby one would expect that, when the need arises, members of the community would be willing to bend the rules for one's own sake (Barbosa, 1992; Duarte, 2006). Thus, the administrative order is temporarily inverted in order to consolidate the interpersonal order.
Cultural Foundations of Brazilian Management 20 questionable to what extent these future solutions actually occur (Amado & Brasil, 1991). Interestingly, while in Brazil gambiarra refers to an improvised solution, in Portugal the term refers to a light extension, used to illuminate hidden areas. The parallel will not be elaborated here, but is worth contemplating. Both the jeitinho and the gambiarra have in common the transitory and short-term nature of their application; although often repeated, they are not meant to promote long term change but occur in the immediate time perspective horizon.
This aspect fits nicely with the small existing empirical literature on time perception in Brazil. For example, Levine, West & Reis (1980) found that, compared with the U. S. , Brazilian tended to have more flexible definitions of timeliness, reported time in more general terms (e. g. five o'clock versus two minutes past five), were less likely to attribute lateness to personal failure, and were less likely to hold negative judgments of people who arrive late to appointments.
On a more theoretical level, DaMatta (in Amado & Brasil, 1991) posits that the individual-person distinction translates into a time division among Brazilians, whereby formal time, like that of the U. S. , is linear and progressive, whereas personal time or time at home is cyclical; at work, Brazilians tend to vacillate between the two forms of time through daily rituals such as coffee breaks (cafezinhos, note again the "inho"), an important part of organizational life (Amado & Brasil, 1991).
Cultural Foundations of Brazilian Management 21 outside of its reality, and that everyday actors struggled to conform to (Caldas, 1997; Motta et al, 2001), further distancing the formal from the informal. The sense of the superiority of the foreign was reinforced through the educational system (Fischer, 1984), and the national academic production (Sento-se, 2005). According to Sentose, a driving question in the Brazilian social sciences has been "What do we lack to become modern" (Sento-se, 2005, p 16).
Studies on the lack of education (the first universities in Brazil emerged much later than in the rest of the continent) reinforced this tendency. Many corporations send expatriates abroad in order to be socialized in business norms from the U. S. and Europe, as a condition for success in Brazil (Caldas & Wood, 1997). More recently, Brazilian elites have viewed modernity as fundamentally a post-national phenomenon, seeing development as essentially externally driven, rather than a national project (Sento-se, 2005).
Wood (1997) argues that Brazilian culture, from its colonial past, searches for a guide, a populist and paternal streak that predisposes the culture to authoritarian leadership. However, as in the formal-informal dimension, things are more complex than simply an idealization of the North. As Caldas & Wood (1997) argue, Brazilian firms seek and adopt Northern administrative systems and technologies less in the logic of instrumental rationality, but as a symbolic status and legitimacy marker.
These authors warn that organizational analyses in Brazil often go awry because they take at face value the convergence of Brazilian firms with those of the rest of the world, taking the facade for the reality. Rather, it is argued, Northern administrative techniques take their place among the canons and structures that make up the formal discourses of administration. Underneath, however, these techniques are rewired and remixed (according to the logic of gambiarra) to meet the diversity of organizational peculiarities that characterize the Brazilian reality.
Wood and Caldas (2002; 1998) term this process "organizational anthropophagy", an echo back to the modernist Cultural Foundations of Brazilian Management 22 movement described earlier in this chapter, and ultimately, an illusion to the original encounter of the Portuguese with the indigenous people of Brazil. Beyond an interesting and piquant metaphor for intercultural appropriation and dialogue, the notion of anthropophagy constitutes an interesting social theoretic concept that Brazil can offer to the general study of organizational behavior.
In fact, athnropophagy has been described as one of the most interesting and original theoretical concepts to come out of Latin America more generally (Viveiros de Castro, in Cocco, 2009). This is because, in an age of increasing multicultual mixture and self-conscious identity, anthropophagy becomes a middle road between the extremes of cultural essentialism and isolation and cultural assimilation and homogeneity. As some have suggested (e. g. DaMatta, 1995), the Brazilian approach to multicultural relations may give Northern countries a glimpse of their future, and offer a solution to the problem of living together in a multicultural world.
Conclusion In this chapter, I have outlined some of the cultural foundations of Brazilian administrative behavior, attempting to move beyond essentialistic trait approaches by describing behavioral aspects as adaptive within a social and historical context. It is hoped that such a foray can add idiographic density to the important nomothetic work done in crosscultural psychology and organizational behavior, and serve as one more piece to the "Brazilian Puzzle" (Hess & DaMatta, 1995). However, as was suggested in several places, such an exposition should be of interest not only to the Brazilianist scholars or managers working with Brazilians.
Rather, the Brazilian context, as one marked by post-colonial dilemmas such as highly concentrated urban development and high social inequality, mutlicultual negotiations, and tensions between a dynamic and flexible informal environment and a rigid formal system, exhibits features key to understanding the contemporary global environment. If, as DaMatta (1995) suggests, Cultural Foundations of Brazilian Management 23 Brazil can serve as a mirror to the North, then theorizing about Brazil becomes especially urgent. This chapter has attempted to demonstrate paths that may be followed in future research projects.
Similarly to Brazil itself, uncertainly combines with high expectations in seeing such future projects come to fruition. Cultural Foundations of Brazilian Management 24 References Abreu, C. , Costa, F. L. & Barbosa, L. O. 'Jeitinho Brasileiro Como Recurso de Poder' Revista de Administracao Publica 16, (1982) 1-11. Adler, P. S. & Borys, B. 'Two Types of Bureaucracy: Enabling and Coercive. ' Administrative Science Quarterly, 41 (1996) 61-89. Albert, B. South America and the First World War: The impact of the war on Brazil, Argentina, Peru and Chile. Cambridge: Cambridge University Press, 1988). Alcadipani, R. Crubellate, J. M. 'Cultura Organizacional: Generalizacoes Improvaveis e Conceituacoes Imprecisas' Revista de Administracao de Empresas, 43, 2, (2003) 64-77. Amado, G. and Brasil, H. V. 'Organizational Behaviors and Cultural Context: The Brazilian "Jeitinho"' International Studies of Management and Organization (1991) 38–61. Andrade, O. 'Manifesto Antropofagico'. In A Utopia Antropofagica. Obras completas de Oswald de Andrade. (Globo: Sao Paulo, 1990. Original work published in 1928). Andrade, O. 'Manifesto da Poesia Pau-Brasil. ' In: O. de Andrade, Do Pau-Brasil a Antropofagia e as Utopias, pp 4-10. Rio de Janeiro: Civilizacao Brasileira 1972). Angell, A. 'The Left in Latin America since c. 1920. ' In Latin America since 1930: Economy, Society, and Politics. Vol. 6 of Cambridge History of Latin America, pp 163-233. edited by Leslie Bethell. (New York: Cambridge University Press, 2008) Barbosa, L 'The Brazilian Jeitinho: An Exercise in National Identity' In David J. Hess & Roberto A. DaMatta (eds. ), The Brazilian Puzzle: Culture on the Borderlands of the Western World, pp 35-49. (New York: Columbia University Press, 1995). Barbosa, L. O Jeitinho Brasileiro: A Arte de Ser Mais Igual que os Outros, 8a.
Edicao. (Rio de Janeiro: Editora Campos, 1992). Bianchi, A. & Braga, R. 'Brazil: The Lula Government and Financial Globalization' Social Forces, 83, 4 (2005) 1745-1762. Cultural Foundations of Brazilian Management 25 Boufleur, R. N. A Questao da Gambiarra. Dissertacao de mestrado. (Sao Paulo:FAU-USP, 2006) Bertero, C. O. Organizacao Formal e Sociedade. (Rio de Janeiro: Estudos Organizacionais, Estudos e Pesquisa Cebrae, 1980). Bethell, L. 'Politics in Brazil: From Elections without Democracy to Democracy Without Citizenship' Daedalus, 129, 2 (2000) 1-27. Caldas, M. Santa da Casa Nao Faz Milagres: Condicionantes Nacionais e Implicacoes Organizacionais da Fixacao Brasileira Pela Figura do "Estrangeiro" ' In Motta, F. & Caldas, M. (eds. ), Cultura Organizacional e Cultura Brasileira pp 73-93. (Sao Paulo: Atlas, 1997). Caldas, M. & Wood, T. 'For the English to See': The Importation of Managerial Technology in Late 20th Century Brazil. ' Organization, 4, 4, (1997), 517-34. Campos, R. O. 'A Sociologia do Jeito' In A Tecnica e o Riso, pp 10-22. (Rio de Janeiro: Edicoes Apec 1966). Carvalho, J. M. Os Bestializados. (Sao Paulo: Companhia das Letras, 1987) Carrieri, A. P; & Rodrigues, S. B.
A. 'Tradicao Aglo-saxonica nos Estudos Organizacionais Brasileiros' Revista de Administracao Contemporanea, 5, (2001) 81-102. Chu, R. A. & Wood, T. 'Cultura Organizacional Brasileira Pos-globalizacao: Global ou Local? ' Revista de Administracao Publica, 42, 5 (2008) 969-991. Cocco, G. Anthropophagies, Racisme, e Actions Affirmatives. Multitudes, 31, 1 (2009) 4153. DaMatta, R. For an Anthropology of the Brazilian Tradition or " A Virtude esta no Meio". In David J. Hess & Roberto A. DaMatta (eds. ), The Brazilian Puzzle: Culture on the Borderlands of the Western World, pp270-291. (New York: Columbia University Press 1995).
DaMatta, R. Carnivals, Rogues, and Heroes. (Notre Dame: Univ. of Notre Cultural Foundations of Brazilian Management 26 Dame Press, 1991). DaMatta, R. O que faz o Brasil, Brasil? (Rio de Janeiro: Rocca, 1984). DiMaggio, P. 'Culture and Cognition', Annual Review of Sociology 23 (1997) 263-87. Duarte, F. 'Exploring the Interpersonal Transaction of the Brazilian Jeitinho in Bureaucratic Contexts' Organization, 13 (2006) 509-527. Dunphy, D. 'Convergence/Divergence: A Temporal Review of the Japanese Enterprise and its Development. ' Academy of Management Review 12, 3 (1987) 445-459. Faoro, R. Os Donos do Poder. Porto Alegre: Globo 1958). Fischer, T. O Ensino da Administracao Publica no Brasil: Os Ideiais de Desenvolvimento e as Dimensoes da Racionalidade. (Doctoral dissertation, University of Sao Paulo 1984). Freyre, G. Casa Grande e Senzala. (Rio de Janeiro: Jose Olimpico 1966). Freitas, A. B. 'Tracos Brasileiros para uma Analise Organizacional' In Motta, F. & Caldas, M. (eds. ), Cultura Organizacional e Cultura Brasileira, pp 38-54. (Sao Paulo: Atlas 1997). Geertz, C. 'Thick Description: Toward an Interpretative Theory of Culture. ' In The Interpretation of Cultures. (New York: Basic Books, 1973). Griesse, M. A. The Geographic, Political, and Economic Context for Corporate Social Responsibility in Brazil' Journal of Business Ethics, 73, 1 (2007) 21-37. Gouveia, V. V. , Albuquerque, F. J. B. , Clemente, M. & Espinosa, P. 'Human Values and Social Identities'. International Journal of Psychology, 37, 6 (2002) 333-342. Hall, P. A. & Soskice, D. (eds) Varieties of Capitalism: The Institutional Foundations of Comparative Advantage. (Oxford: Oxford University Press, 2001). Hofstede, G. Culture's Consequences: International Differences in Work-related Values. (Beverly Hills, CA: Sage Publications 1980). Hess, D. & DaMatta, R. A. (eds. The Brazilian Puzzle: Culture on the Borderlands of the Western World. (New York: Columbia University Press 1995). Cultural Foundations of Brazilian Management 27 Hess, D. 'Introduction' In David J. Hess & Roberto A. DaMatta (eds. ) The Brazilian Puzzle: Culture on the Borderlands of the Western World, pp 1-30. (New York: Columbia University Press 1995). Holanda, S. B. Raizes do Brasil, 19th Ed. (Rio de Janeiro: Jose Olympio 1996). House, R. J. , Hanges, P. J. , Javidan, M. , Dorfman, P. W. and Gupta, V. (eds), Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. (Sage: Thousand Oaks, CA, 2004).
Ibarra-Colado, E. 'Organization Studies and Epistemic Coloniality in Latin America: Thinking Otherness From the Margins'. Organization, 13, 4 (2006) 489-508. Kearney, M. 'The Local and the Global: The Anthropology of Globalization and Transnationalism' Annual Review of Anthropology, 24 (1995) 547-565. Lenartowics, T. & Roth, K. 'Does Subculture within a Country Matter? A Cross-Culture Study of Motivational Domains and Business Performance in Brazil' Journal of International Business Studies, 32, 2 (2001) 305-325. Lobo, E. M. L. Historia do Rio de Janeiro: Do Capital Commercial ao Capital Industrial e Financeiro. Rio de Janeiro: Instituto Brasileiro de Mercados Capitais 1978). Lubatkink M. H. & Lane, P. J. , Collin, S. , & Very, P 'Origins of Corporate Governance in the USA, Sweden and France'. Organization Studies, 26, 6 (2005) 867-888. Martins, L. Muddling Through Changing References: Late Nation Building to the Crisis of the Nation State. Daedalus, 129, 2 (2000) 195-2006 Meade, T. A. A Brief History of Brazil. (New York: Checkmark Books, 2004). Mesquita, L. F. 'Building Global Knowledge by Leveraging Local Experiences: How to Foster Cross-Country Research Collaboration in Strategy' XXXII Encontro da EnANPAD.
Windsor Barra, Rio de Janeiro, RJ, Brazil, 2008. Mesquita, L. F. ; Lazzarini, S. & Cronin, P. 'Determinants of Firm Competitiveness Cultural Foundations of Brazilian Management 28 in Latin American Emerging Economies: Evidence from Brazil's Auto-Parts Industry'. International Journal of Production and Operations Management. 27, 5 (2007) 501-523. Mignolo, W. D. 'Coloniality of Power and Subalternity' In I. Rodriguez (ed. ) The Latin American Subaltern Studies Reader, pp 424-445. (Durham, NC: Duke University Press 2001). Motta, F. C. P, Alcadipani, R. & Bresler, R. B. A Valorizacao do Estrangeiro como Segregacao nas Organizacoes'. Revista de Administracao Contemporanea, 5 (2001) 59-79. Nabuco, J. Minha Formacao. (Rio de Janeiro, Sao Paulo, Porto Alegre: W. M. Jackson 1949). North, D. C. Institutions,Iinstitutional Change and Economic Performance. Cambridge: Cambridge University Press 1990). O'Keefe H. & O'Keefe, W. 'Business Behaviors in Brazil and the USA: Understanding the Gaps' International Journal of Social Economics, 31, 5/6 (2004) 614-623. Prates, M. A. S. & Barros, B. T. 'O Estilo Brasileiro de Administrar'. In Motta, F. & Caldas, M. (eds. , Cultura Organizacional e Cultura Brasileira 55-70. (Sao Paulo: Atlas 1997). Primus, R. A. The American Language of Rights. (Cambridge: Cambridge University Press 1999). O'Neil, J. Building Better Global Economic BRICS. Global Economics Paper # 6. (Goldman Sachs 2001). Ramos, G Administracao e Contexto Brasileiro. (Rio de Janeiro: Fundacao Getulio Vargas 1983). Ribeiro, D. O Povo Brasileiro: A Formacao e o Sentido do Brasil. (Sao Paulo: Companhia das Letras 1995). Rolnick, S. 'Anthropophagic Subjectivity' In Arte Contemporanea Brasileira: Um e/entre Outro/s (Sao Paulo: Fundacao Bienal de Sao Paulo 1998).
Cultural Foundations of Brazilian Management 29 Rosenn, K. S. 'The Jeito: Brazil's Institutional By-pass of the Formal Legal System and its Development Implications'. The American Journal of Comparative Law, 19 (1971) 519-549. Sahlins, Marshall. 'Cosmologies of Capitalism: The Transpacific Sector of "The World System' In Culture/Power/History. Nicholas B. Dirks, Geoff Eley and Sherry Ortner, eds. pp. 412-435. (Princeton: Princeton University Press, 1994). Schein, E. H. 'Coming to a New Awareness of Organizational Culture'. Sloan Management Review, 25, 2 (1980) 3-16. Angelo S. Russia e Brasil em Transformacao: Uma Breve Historia dos Partidos Russos e Brasileiros na Democratizacao Politica'. (Rio de Janeiro: Letras, 2005). Sento-Se, J. T. 'Identity is the Other' In Jesse Souza & Valter Sinder (eds) Imagining Brazil, pp 211-234. (Maryland: Lexington Books 2005). Spink, P. 'Discurso e Ideologia Gerencial' In Motta, F. & Caldas, M. (eds. ), Cultura Organizacional e Cultura Brasileira 305-315. (Sao Paulo: Atlas 1997). The Econonomist 'Brazil Takes Off'. Nov. 12 edition. Available at http://www. economist. com/node/14845197, 2009. Torres, J. C. O. 'Interpretacao de Realidade Brasileira'.


Castle was adjusted down by 0.2 to a 2.5 adults 18-49 rating in the final numbers. Dancing With the Stars was adjust up to a 4.0 adults 18-49 rating between 8p-10p. All of the CBS comedies save Rules of Engagement were adjusted up by 0.1 with adults 18-49. No change versus preliminary 18-49 for any of the NBC shows or Hawaii Five-0.
Fox's Lie To Me was also adjusted down 0.1 with adults 18-49 to a 1.9 rating.