text:
Italian handcrafts: The Art of Goldsmithery in Crotone
The tradition of the art of goldsmithery in Crotone is certainly not as ancient as the city, which was founded by Greek settlers in 710 B.C., but it can still boast of roots that extend far back into history. It also draws its inspiration from Magna Graecia, as demonstrated by the typical filigree and gold work that still bears traces of the style and form of the jewellery from that time.
Crotone's goldsmithery is an art that has an immortal charisma and is perpetuated with unchanging freshness in the workshops of the local goldsmiths.The Greek western colonies were famous for the production of items made from bronze, as well as other precious metals, such as gold and silver, which were often used as votive offerings to the gods. In the last two decades, archaeological excavations have discovered artefacts dated between the sixth and fourth centuries B.C., including masterpieces such as the winged sphinx, the gorgon, the siren, the Nuraghic Boat and the Golden Tiara: all votive offerings from pilgrims to the mythological Sanctuary of the powerful Hera Lacinia, protector of herds, prosperity and fertility.
The Sanctuary of Hera Lacinia, which is now located 12 km from the city of Crotone, was one of the most revered in the entire Mediterranean basin, and each year thousands of pilgrims would bring their most precious donations to offer them to the goddess, to ensure prosperity and fertility for their descendants.
Greatly respected well beyond the borders of Italy, the art of goldsmithery in Crotone still has multifaceted fields of application: from high fashion to the world of entertainment, from public award ceremonies to ecclesiastical gold work and jewellery.
In addition to the model provided by Magna Graecia, the goldsmiths in Crotone treasure the other stylistic elements that have characterised the artistic history of the province of Crotone and Calabria in general, often returning to Oriental, Arabic, Byzantine and Baroque influences and embellishing the gold work further by adding coral, pearls and precious stones.
The Art of Goldsmithery
The art of goldsmithery still preserves all the traditions from antiquity, and the origins of the area as well as the Byzantine, Arabic and Baroque influences can be traced back to traditional goldsmith craftsmanship.
Internationally renowned, the master goldsmiths of the area combine gold and silver with various kinds of precious materials, including pearls, carnelian, coral and precious stones, creating wonderful jewellery and examples of sacred art.
The fame of the Crotone goldsmithing school is due to the artisan goldsmiths who work patiently every day, refining their work in their elegant boutiques and creating the jewellery that symbolises the noble tradition of made in Italy goldsmithery.
The city of Crotone is a seaside city with a wealth of history and culture. As a city known for its good food, it offers visitors a vast heritage, ranging from findings from Magna Graecia to Aragonese fortifications, with a historic centre from the medieval period rich in ancient sites of worship and noble residences of considerable prestige.
The history of the city has its roots in the eighth century B.C., when it was founded under the name of Kroton by Greek colonisers, who found a mild climate and fertile land there, as well as a strategic position on the Ionian Sea, which still makes the city one of the most tactically important in the Mediterranean.
Recently established as a province, Crotone and its territory offer visitors a natural landscape that is complete and varied, ranging from the mountain panoramas of Sila Park, to the unspoiled sea, which is home to the Capo Rizzuto reserve, the largest in Europe, with around 36 km of protected coastline, inhabited by rare species of flora and fauna. Known by the Greeks as Heraion Lakinion, the promontory of Capo Colonna houses ancient objects of inestimable historic and artistic value in the Archaeological Park.
By Camera di Commercio di Crotone with Unioncamere
TAG : Magazine Italian Handcrafts Crotone Calabria Jewelry Design Lifestyle
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and get cooking tips from our Home Economist.
and how to get the best results from them.
so it's a great chance for you to come along and ask her any question you might have.
You also get to taste the delicious food she has prepared, so you can sample the results for yourself.
so why not pop in and see us. We'd love for you to join us.


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CDC cites the death of 17-year old girl to underscore flu epidemic
Charles Omedo
People all over the United States believe the flu season is here, but they know less about its severity and how far it can spread throughout the cities. But the Centers for Disease Control and Prevention has cited the death of 17-year Shannon Zwanziger from Minnesota last month to underscore the severity of this season's flu epidemic.
Shannon was a very healthy girl and rarely got sick, but she suddenly came down with flu and was dead within a week. Gwen, her mother described her last hours: "Shortly before she died on Dec. 9, Shannon had worked her way – slowly – down the stairs at home by sitting and sliding down each step. She eventually made her way to the bathroom to take a bath.
"I helped her get in the bathtub, but when I saw her eyes, I said, 'I think this is a mistake – we've got to get you out of here.' She couldn't help me get her out. So I lifted her up, and she passed away in my arms."
It appeared Shannon was technically alive, but she never regained consciousness. A mouth-to-mouth resuscitation effort administered by the mother never worked for her, and after Shannon was rushed to a local hospital before being transferred to a bigger hospital – she breathed her last even though the doctors had initially found a slight heartbeat.
Health authorities have been quick to state that flu is never fatal in teens except of course they suffer from some underlying conditions like congestive heart failure among others – these underlying health concerns complicate their infections. Three children have died in Minnesota from potent strains of the flu virus, and seven more children hospitalized at Children's Hospital in St. Paul.
"The virus can enter the blood stream and then the brain, creating severe respiratory symptoms including shortness of breath and a very high fever," said Pritish Tosh, an infectious diseases doctor with the Mayo Clinic and a member of the Mayo vaccine research group. "If the body's reaction to the virus is too vigorous, this can cause as much damage as the virus itself."
He warned this year's flu strain is very dangerous and can cause life-threatening conditions in children. For any healthy child, the ability of the body to fight internal infections can be overcompensated when the body releases white blood cells that can in turn overwhelm the body and cause serious complications that can lead to death.
About 90% of this year's flu is called the H3N2 subtype or the Influenza A – normally circulated in pigs even though it can still infect people – affect children under 5 years of age and pregnant women as well as adults over 65 years of age. "Every year about a hundred children die from the flu," said Dr. Richard Besser, ABC News chief health and medical editor.
Although most people can experience mild illness that could go away without any medical attention or antiviral drugs, some of the symptoms associated with flu are sore throat, headaches, fatigue, stuffy or runny nose, diarrhea and vomiting, body aches, cough, and fever among others.
CDCdeathFlu
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Charles is a writer, editor, and publisher. He has a degree in Mass Communication and a PGD in Digital Communication. Wanna get in touch? Email him at writers100@gmail.com
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redpajama_set_name: RedPajamaCommonCrawl


Last year, TDE's newest star Isaiah Rashad released his newest album The Sun's Tirade last year, and he's currently on tour in support of it. He just played three shows at NYC's Highline Ballroom, one on Tuesday (1/31) and two on Wednesday (2/1). We caught one of the Wednesday shows, and pictures are in the gallery above.
Isaiah will be back in NYC to play day one (7/28) of the Panorama festival, the same day as Frank Ocean, Solange, MGMT, FUture Islands, Tyler the Creator, Spoon, and more.


text:
FROM haskell:7.10

WORKDIR /app

RUN apt-get update && \
    apt-get install -y --force-yes wget && \
    wget -q -O- https://s3.amazonaws.com/download.fpcomplete.com/debian/fpco.key | apt-key add - && \
    echo 'deb http://download.fpcomplete.com/debian/jessie stable main'| tee /etc/apt/sources.list.d/fpco.list && \
    apt-get update && \
    apt-get install -y --force-yes stack

ENV PATH /root/.local/bin:$PATH

COPY LICENSE Setup.hs template.cabal stack.yaml /app/
RUN stack build --only-dependencies

COPY main /app/main
COPY src /app/src
RUN stack build --copy-bins

redpajama_set_name: RedPajamaGithub


text:
interface OpenPerson {
  name:string;
}

interface OpenPerson {
  age: number;
}

interface OpenPerson {
  company: string;
}

var person:OpenPerson = {
  name: 'Josh',
  age: 33,
  company: 'Wintellect'
}

interface IName {
  name: string;
}

interface IAge {
  age: number;
}

interface IWorker extends IName, IAge {
  company: string;
}

//The Angle bracket syntax <T> here
// is a Type Assertion Expression
var josh = <IWorker>{};
josh.name = 'Josh';
josh.age = 33;
josh.company = 'Wintellect';


Nothing says, "Birthday, this way!" like a balloon tied to a street sign or mailbox. But what about the birthday decor at the event itself? Decorations might range from small and simple to over-the-top and elaborate, and there's no right or wrong way to set the scene.
Read on to see a sampling of ideas from HowStuffWorks.com and TLC!
Sometimes the season itself can make the best birthday theme.
Summer birthday parties offer flexibility because school's out. Take the party outdoors with a celebration at the pool. No pool? Turn your backyard into a luau with inflatable wading pools, palm trees, sand and island music.
When planning spring and autumn birthdays rely on the bounty of the season to provide your decoration. Spring party themes can easily take advantage of fresh flowers while autumn celebrations might add pumpkin decorating and cider sipping to the event.
Winter birthdays can seem tough because they fall near the holidays. Instead of piggybacking a birthday party with New Year's Eve or Thanksgiving, give it its own special touch. Think sledding and snowmen, hot chocolate and a coconut blizzard birthday cake. And bring the season indoors with winter wonderland decorations, including white garland, white fluffy pillows and plastic icicles.
When choosing a theme for your baby's first birthday, simple is best. First birthday parties are really more for parents to celebrate the birth of their child rather than the child to actively get in on the birthday action. Think about throwing a weekend party for friends and family, with baby-friendly finger foods of course. Or consider taking after Hollywood mom Tori Spelling, who threw a ladybug themed first birthday luncheon for her daughter, Stella.
No matter what, be sure to have a camera ready to capture the fun!
Eco-friendly birthday parties require no more planning than any other birthday bash -- it's just a different flavor. Rethink the party from the invitations and the decorations to the foods you serve.
The easiest way to turn a birthday party "green" is to replace the paper items with those that are sustainable (think reusable or recyclable) instead of disposable. For example, think about your tablecloth. Sure, the $5 tablecloth from the party store is easy to dispose of, but instead, consider using a reusable, washable sheet or other fun fabric.
Also, skip all the crepe paper and balloons. Hang up Japanese paper lanterns instead (they're reusable!) or assemble homemade decorations made from recycled paper.
Throwing a themed birthday party can take the pressure off figuring out how to decorate. Whatever theme you decide -- Hit movie characters, cowboys or NASCAR -- there are party supplies waiting on the shelves of your local party supply store or discount retailer. And it's also pretty easy to figure out exactly what theme the birthday kid is going to go crazy for -- the hint is in the most-loved toys or interest.
For anyone looking for the quick and easy way to put together a themed birthday party, whether it's for a five-year-old's circus party party or a teenager's movie night, look for party kits. These packages often include banners, streamers, centerpieces and all sorts of other spot-on decorations and goodies for your bash.


text:
Volume 07, Issue 12 (December - 2018)
Organizational Complexity and Performance of Commercial Banks in Kenya
DOI : http://dx.doi.org/10.17577/IJERTV7IS120089
Ssemugenyi Fred, Amboka Asumwa Agustine, Kazibwe Sophia, 0, Organizational Complexity and Performance of Commercial Banks in Kenya, INTERNATIONAL JOURNAL OF ENGINEERING RESEARCH & TECHNOLOGY (IJERT) Volume 07, Issue 12 (December – 2018),
Total Downloads : 0
Authors : Ssemugenyi Fred, Amboka Asumwa Agustine, Kazibwe Sophia
Paper ID : IJERTV7IS120089
Volume & Issue : Volume 07, Issue 12 (December – 2018)
Ssemugenyi Fred (Ph.D)
Amboka Asumwa Agustine, (Ph.D cand)
Kazibwe Sophia (Ph.D) Kampala International University
Abstract: – The study sought to establish the effect of organizational complexity on performance of commercial banks in Kenya with a special focus on Kenya Commercial Bank. It had been hypothesized that the performance of commercial banks in Kenya is not affected by organizational complexity. To address this hypothesis, the study was thus guided by the following specific objectives; to establish the effect of technological/structural complexity on performance of commercial banks in Kenya. To assess the extent to which institutional/internal dimensions affect the performance of commercial banks in Kenya. To determine the effect of market/external characteristics on performance of commercial banks in Kenya. To explore the effect of social capital diversity on performance of commercial banks in Kenya. A descriptive survey design was adopted, complimented by a multiple linear regression in order to determine the effect of organizational complexity on the performance of commercial banks. Results revealed that, the features of complexity are ever more present in modern organizations and in environments in which they operate, trying to survive and be as competitive as possible. In the processes of the formal organizational structure, designed purposefully and with a plan, is going through a change due to complexity and the need for adaptation. As a result, there is a variety of new informal groups. At the same time, the intended structural changes and business process changes occur because of the perception that the leadership and senior organizational management have of the strategic situation. Most managers find it highly liberating to discover why there is a mismatch between their everyday lived reality and what conventional management wisdom suggests should be happening. One of the great challenges any business or organization can face is how to deal with the unexpected. While traditional managerial practices such as planning are designed to manage unexpected threats, they often make things worse. Understanding the complex social reality of organisational life arising from their own and everyone elses participation in it – provides a crucial first step in releasing them from the suffocating grip of the dominant management discourse. The study further found that complexity and organizational performance are two highly interlinked phenomena that create major dilemmas for organizations which express the fundamental challenges in coping with growing complexity in practice. The study also counsels that if increasing business environment complexity challenges organizations, the management of the organizations should carefully enhance the market-driven complexity of the organization and be aware of the value- creating and non-value creating character of this category of organizational complexity. Without organizational performance the fruits of creativity will not be realized and adaptability will not be achieved. Thus these desirable behaviours in complex organizations could be facilitated by
an organization culture that encourages efficient operations. The complexity in the Organization calls for organizational adaptation in the form of well designed and yet spontaneous changes of structure, process, and strategy. The conditions of complexity require a different design, new leadership, and more advanced decision-making.
Keywords: Social capital diversity, institutional/internal dimensions, market/external characteristics, technological/structural complexity, expansion and organizational performance.
Organizations are sites of situated social action more or less open both to explicitly organized and formal disciplinary knowledge such as marketing, production, and so on, and also to conversational practices embedded in the broad social fabric, such as gender, ethnic and other culturally defined social relations, themselves potential subjects for formally organized disciplinary knowledge. Accordingly, organizations build the structural basis for the cooperation of persons, material resources and information between the corporation and its environment, which consequently results in a certain mode of interaction between the environment and the corporation. As Stacey (2010) indicates, increased ambiguity and the rapid development of a largely unimpressionable business environment call for the managements continual reevaluation of strategies and methods in order to cope with organizational complexity.
The idea of the complex system denotes presence of many independent entities, agents that behave in accordance with their objectives, and perform mutual interactions. Miller & Page (2007) posit that complex systems are composed of numerous, varied, simultaneously interacting parts. In modern organizations, complexity as a characteristic feature occurs and grows when interdependence of the elements within the system becomes relevant. Organizational adaptation to environment with the option of changing its structure is an important phenomenon in both theory and practice of the organizational design and organizational changes. The number and diversity of the elements and their relationships as well as system-inherent dynamics constitute complexity. Complexity is a central theme in systems theory, which makes it possible to differentiate between simple, complex and very complex systems.
Organisations consist of countless people interacting with each other continuously, both within and beyond the imaginary confines of any formally established organisational boundaries. Complexity provides an explanatory framework of how organisations behave as well as how individuals and organisations interact, relate and evolve within a larger social ecosystem. Complexity also explains why interventions may have un-anticipated consequences (Holling, 2001). The intricate interrelationships of elements within a complex system give rise to multiple chains of dependencies. Systems theory plays an essential role in the development of complexity theory, with one mayor theoretical distinction being the system theorys relative disinterest in the identification of regularities with respect to complexity (Stacey, 2010b).
In recent years, Kenyan financial institutions were compelled to recapitalize and clear bad debts, scrubbing their Augean stables relatively clean. In the subsequent revival of their fortunes, they have been looking to leverage their investment and are setting their sights on expansions beyond the borders of their traditional niche markets so as to increase their customer base and spread their risks through diversification. Having expanded their capital base through the Nairobi Stock exchange, Kenyan banks have made an effort to set a footing into the Sub- region, opening branches in South Sudan, Rwanda, Tanzania and Uganda. Their experience in expansion strategies at home prepared them for potential success, with a hope of injecting the much-needed competitiveness into East Africas financial institutions and consequently resulting to their complexity.
RESEARCH PROBLEM
Organizations organically emerge out of the communication patterns that develop in the course of doing business and in response to the host of environmental variables in dynamically changing business landscapes. Organizations are instances of complex adaptive systems having many interacting subcomponents whose interacions yield complex behaviors. Such institutions can emerge from the bottom up as a result of feedback processes linking social actors to their environments. With increase in competition that most institutions are facing today, rewards will accrue to those who can read precisely what external force wants by continuously scanning the environment and delivering the greatest value to customer location.
Despite widespread agreement that organizational complexity creates big problems by making it hard to get things done, few executives have a realistic understanding of how complexity actually affects their own companies. Many executives allude to the institutional manifestations of complexity they personally experience: the number of countries the company operates in, for instance, or the
number of brands or people they manage. By contrast, relatively few executives consider the forms of individual complexity that the vast majority of their employees face, for example poor processes, confusing role definitions, or unclear accountabilities.
Despite the enlargement absorbing real and substantial costs, and considering Ashmos (2006) conclusion that the clarity of organizational objectives in terms of expansion has led to an increased emphasis on the evaluation of return on investment, Carlisle & McMillan (2006) observe that systematic evaluation rarely occurs within complex organizations. Making causal connections between investment in expansion, and future management performance and organization success is externally difficult. Such a scenario highlights the difficulty in establishing a statistical link between the incidence of expansion and company performance. Organizational complexity in the banking industry therefore demands that firms should have effective systems in place to counter unpredictable events that can sustain their operations and minimize the risks involved. It is in this light that the study sought to establish the impacts of organizational complexity on performance of commercial banks in Kenya with a special focus on Kenya Commercial Bank.
The main objective of this study was to investigate the impacts of organizational complexity on performance of commercial banks in Kenya with a special focus on Kenya Commercial Bank.
The specific objectives of this study were:
To establish the effect of technological/structural complexity on performance of commercial banks in Kenya
To assess the extent to which institutional/internal dimensions affect the performance of commercial banks in Kenya
To determine the effect of market/external characteristics on performance of commercial banks in Kenya
To explore the effect of social capital diversity on performance of commercial banks in Kenya
An overview of the conceptual framework in Figure 1, illustrates the underlying variable relationships as used in this paper. In this study, the independent variables are institutional/internal dimensions, market/external characteristics, technological/structural complexity and social capital diversity while the dependent variable is organizational performance.
Independent Variables
Dependent Variables
Technological/structural complexity Institutional/internal dimensions Market/external characteristics
Organizational performance
Social capital diversity
Figure 1: Organizational Complexity and Performance of the Kenya Commercial Bank
This research problem was studied through the use of a descriptive research design. The target population of this study was the 100 top, middle and lower level management staff working at the head offices of KCB in Nairobi. A sample of 50% (50 responding staff) was drawn from the staff working in the bank using stratified random sampling technique. This implied that this population would have diverse socio-economic backgrounds that were relevant to this study. Primary data was collected using a self- administered questionnaire. Data collected was largely quantitative and it was analyzed by descriptive analysis techniques. The descriptive statistical tools such as SPSS helped the researcher to describe the data and determine the extent to which it has been used.
From the study, technological/structural complexity influences performance of the Bank to a great extent. The level of technological innovation and use of modern technology affects competitiveness, customer satisfaction, product diversification and process improvement which in turn affect the performance of organizations with complex systems and networks like the KCB.
The study established that a complex adaptive system in KCB is made up of a number of subsystems and sub-sub- systems. Each of these subsystems execute distinct functions and respond to different clientele, while requiring
different resources and a certain amount of stability to deliver the requested performance. Accordingly, institutional factors determine the success of geographical expansion of banks to a very great extent
The study found that market/external characteristics determine the organizational performance of the Bank to a very great extent. Number and relative strength of buyers and sellers affects the performance of the Bank as well as level and forms of competition and extent of product differentiation. The bank undertakes a comprehensive and critical review of their present financial standing and future prospects in the expected cash inflows before expanding a business into a new area, the bank undertakes geographical expansion to maximize the benefits from expansion by implementing a series of relevant strategies and the bank relies on beliefs that the industry or market is a good fit with its existing operations.
The study further found that the organization promotes mutual trust and respect among employees through its core values to define what the organization stands for, creating teamwork through committees team building cross and functional networking to create synergies, the organization prepares the staff for higher future roles through training and development, experience, acting on appointment, strategic transfer and through mentorship programs and the organization has preference for recruitment candidates who hold or have held leadership positions.
Table 1: Multiple Regression Analysis
Unstandardized Coefficients Standardized
Coefficients
t Sig.
Std. Error
(Constant)
Institutional/internal dimensions
Market/external characteristics
Technological/structural complexity
Dependent Variable: Performance of the Kenya Commercial Bank
The regression equation (Y = 0 + 1X1 + 2X2 + 3X3 + 4X4+ 5X5+ 6X6) now becomes:
Y = 3.432 +0.318X1 +0.553X2 + 0.474X3+ 0.248X4 whereby Y = Performance of KCB; X1 = Institutional/internal dimensions, X2 = Market/external characteristics, X3 = technological/structural complexity and X4 = Social capital diversity
According to the regression equation established, taking all factors (institutional/internal dimensions, market/external characteristics, technological/structural complexity and social capital diversity) constant at zero, the performance of KCB realized would be 3.432 as shown by the Bet Value. The study results showed that taking all other independent variables at zero, a unit increase in institutional/internal dimensions will lead to a 0.318 increase in Performance of KCB. A unit increase in market/external characteristics will lead to a 0.553 increase in Performance of KCB. In addition, the beta value recorded for technological/structural complexity showed that a unit increase in market focus will lead to a 0.474 increase in Performance of KCB. From the regression model the Beta value recorded showed that a unit increase in technological/structural complexity would lead to 0.248 increase on Performance of KCB.
The behavior of complex systems is non-deterministic, since a small change of one or two parameters can drastically change the behavior of the whole system. Similarly, the whole is different than the sum of its parts. Compared to traditional management standards, self- organizational behavior seems to be disorganized as behavioral patterns and decisions emerge from the situational context. The complexity absorption capabilities increases if the organization incorporates additional complexity related to the market and customer needs in one area, while simultaneously reducing complexity in other areas to hold the system in balance at the edge of chaos.
Technological and structure complexity are the two types of internal complexity. Technological complexity creates the need for highly skilled problem solving to achieve the goals of the project using the technological tools available. But it may not be possible to solve these problems and achieve the project goals with the chosen technology. Structural complexity creates the need for carefully chosen responses to unanticipated environmental change or work- based exceptions because the structurally complex project is difficult to redirect, once it is underway. In addition, small influences, such as a small delay of a critical part, can have large influences as they roll through the large and highly complex system. Thus, internal sources of project complexity may not always be adequately addressed by the creative, learning, and adaptive responses facilitated by adaptive and enabling leadership.
The internal organizational arrangements are based on a more mechanistic understanding of the world and include high levels of control, centralization and formalization. The strength in managing complexity is based on global guidance and simple principles of giving a common sense and vision to dissimilar organizational parts. Companies with a complexity reduction strategy simplify both market- driven and organization-driven complexity when focusing on specific customer segments. They decide to fulfill only well-chosen market demands and focus on this limited scope.
In addition, all drivers of market-driven complexity have a positive impact on organizational performance in low complex organizations. Consequently, the increase of complexity can easier be managed, if the organization starts from a low level of complexity. The approach to managing complexity depends on the current situation at hand, and the success of the organization depends on the capabilities of the company to manage the six fundamental drivers of market-driven complexity: product diversification, globalization, organizational change, depth and breadth, technological intensity, and size.
The study concludes that technological and structural compatibility influence organizational performance of complex organizations. The study deduced that compatibility of the different systems causes a challenge in management of complex organizations, roadblocks to collaboration between widespread departments also affects the performance of expanded organizations, installation of new systems poses financial challenge in the change management, mismatch between software tools and company needs challenges performance in the institution and that lack of proper knowledge poses a challenge in performance of complex organizations.
The study also concludes that institutional/internal dimensions determine the performance of complex banks. As such the various aspects of institutional/internal dimensions that affect performance of the banks include market/customer base, governance, funding, work force as well as skills and knowledge. In addition, product introduction and product/service quality of the Company are attributable to negative effects of complexity and dynamism, and positive effect of munificence.
The study concludes that market/external characteristics are a key determinant for the performance of complex commercial banks. This is because various market structures like number and relative strength of buyers and sellers as well as level and forms of competition, government regulations and extent of product differentiation were found to affect the performance of banks.
The study also concludes that social capital diversity affects the mutual trust and respect among employees through its core values to define what the organization stands for, creating teamwork through committees team building cross and functional networking to create synergies. The organization prepares the staff for higher future roles through training and development, experience, acting on appointment, strategic transfer and through mentorship programs.
The study recommends that if increasing business environment complexity challenges organizations, the management of the organizations should carefully enhance the market-driven complexity of the organization and be aware of the value-creating and non-value creating
character of this category of organizational complexity. Furthermore, to ensure success, they should reduce organization-driven complexity.
Due to the positive influence of the drivers of market- driven complexity, the empirical results also confirm that concentrating on core competencies is not a dominant strategy in business environments with growing complexity These desirable behaviors in complex adaptive systems; such as creativity, learning and adaptability, are closely associated with organizational performance. Without organizational performance the fruits of creativity will not be realized and adaptability will not be achieved. Thus these desirable behaviours in complex organizations could be facilitated by an organization culture that encourages efficient operations.
The complexity in the Organization calls for organizational adaptation in the form of well designed and yet spontaneous changes of structure, process, and strategy. The conditions of complexity require a different design, new leadership, and more advanced decision-making. Adaptation of the Organization to its environment is linked with the practice of organizational changes. Generally, organizational change is motivated the move the ongoing situation towards certain desired situation in the future that is aimed at increased efficiency and competitiveness.
To enhance the ability of complex organizations, organization such as KCB must work on its flexibility in terms of design solution. The adaptive business intelligence system partly steps up the level of overall adaptability. For
a more successful organizational performance improvements must encompass the entire organizational learning and doing cycle and all segments and levels all the way to the action itself operative, tactical and strategic.
[1] Ashmos, D. P., (2000), Organizational Responses to Complexity The Effect on Organizational Performance, Journal of Organizational Change Management. Vol. 27 No.2, pp.25-6.
[2] Birkinshaw, J. and Heywood, S. (2010) Putting Organizational Complexity in its Place. McKinsey and Co. Insights & Publications, May 2010.
[3] Carlisle, Y. and McMillan, E. (2006), Innovation in Organizations from a Complex Adaptive Systems Perspective, in: Emergence: Complexity and Organization, 8, 1, 2-9.
[4] Holling, C.S. (2001). Understanding the Complexity of Economic, Ecological, and Soial Systems. Ecosystems 4, 390405.
[5] Miller, J.H. and Page, S.E. (2007). Complex Adaptive Systems. Princeton University Press.
[6] Stacey, R.D. (2010a). Complexity and Organizational Reality. Routledge
[7] Stacey, R.D. (2010b). Strategic Management and Organisational Dynamics, 6 Ed. Financial Times/ Prentice Hall.
Synopsis and Validation of Proposed Versatile Analytical Models for Advancing the Internal Stability Design of GMSE/GRS Geostructures
Sustainable Investment in the Heritage Areas Khedivial Cairo as a case study


As fans, drivers and staff alike count down the days to the Loud and Dirty Season Opener presented by Coca Cola on Saturday, May 4th everyone can get a sneak peek at the upcoming line up starting this weekend at local area malls.
Race enthusiasts can pick up schedules for the upcoming 2019 season starting Friday, March 29th at the Frontenac Mall in Kingston. Tyler French will have his new #0 Brighton Automotive Thunder Stock on display as well as the Vanderlaan Building Products Ltd. Late Models of #77 Caley Weese and #57 of Charlie Sandercock. As a bonus Brighton Speedway fans will also be able to pick up the 2019 Brockville Speedway Schedules and see many of the Brockville Speedway DIRTcar Sportsman and DIRTcar 358 cars that will take part in the Cool 100 Applefest Shootout. The Frontenac Mall Display will run until Saturday, March 30th at 4pm.
From there the drivers will move their cars west down the 401 to the popular Quinte Mall in Belleville for their annual Brighton Speedway car show beginning Monday April 1st. Once again schedules will be available and staff will be on hand to answer questions about the upcoming exciting 2019 season. Race Fans can also enter a ballot to win a Season Pass to the 2019 Season.
Joining French, Weese and Sandercock for the Quinte Mall show will be the #3 Bainer's OilGARD Anti Rust Canadian Modified of Nathan Rinaldi, the #25 Southern Ontario Sprint Car of Warren Mahoney, the #11 Cole McKeown and his brother #9 Cooper McKeown showing their 2019 rides in the Kiwanis Club of Trenton Kart Klub. The Quinte Mall car show will be in place until Sunday, April 7th.
"These shows are a huge part of the buildup and excitement to the 2019 season and the drivers take great pride in showing off their hard work over the winter. It's a great way to start the season" states track General Manager Angela Rinaldi.
Count down to the Loud and Dirty Season Opener presented by Coca Cola is only 36 days away and counting. For more information on the 2019 season visit www.brightonspeedway.ca or follow us on facebook.


AdVenture Capital encourages, trains, supports, and rewards students aged 13+ for their social entrepreneurship on behalf of healthy schools and youth.
MMS developed a highly interactive, mobile-friendly digital platform for the program, which was launched in spring 2015 after 18 months of rigorous formative research and testing — including co-creation efforts with students.
MMS also helps to administer the funding program, which advances students' innovative ideas.


Stormer (Mary Phillips) is my favorite character in the Jem and the Holograms cartoon. She was the Misfit with a conscience, and I especially loved that episode when she helped out the Holograms.
Makeup: use a reddish orange hue for your lips, a bronze hue for makeup above your eyes. Using the same reddish orange hue, paint three straight slanted lines on your right cheek, and a lightning bolt on your left. Finally, get a black eyeliner and put a dot on your left cheek a little above your lips to act as a faux mole.
Make your outfit extra hot by donning a pair of fishnet pantyhose stockings. Pair with black pumps.
Now, add some punk to your costume by wearing a black studded band. Stormer wears it on her right upper arm.
For extra glitz, get a gold anklet, and wear it on your right ankle like the Misfit does.


World War I ended just over 100 years ago. There are some people who were living during the years of the Great War who remain alive today. Somehow, though, World War I seems to belong to a much more distant past. A war in which the primary modes of transportation were horses and steam engines, between countries governed by kings, kaisers, czars, and sultans, seems to belong in the 19th century, not the 20th. The existence of only scratched, herky-jerky footage of men marching in strange uniforms doesn't help to give the war any more modern immediacy, either.
They Shall Not Grow Old takes dead aim at the last point. It brings the men who fought in the Great War for Great Britain into closer focus — and puts them in a light that the people of the 21st century can understand.
Not surprisingly, many of the images are immensely powerful. I won't soon forget the hopelessly terrified, blank face face of one young soldier, eyes bulging with intense fear, moments before a big battle that he knew he wasn't likely to survive, or a soldier in the aftermath of a battle clutching a small dog to his chest and possessively stroking its fur, or a battle-scarred veteran walking away from the front lines, right hand shaking uncontrollably. And the footage of soldiers passing the time, and mugging for cameras that were a novelty in those days — such as the soldiers who gave the impromptu concert pictured above, in which one of them strummed a beer bottle — will change your view of these young men, so that you never again think of them as ancient, herky-jerky marchers from a forgotten earlier day.
They Shall Not Grow Old helps to bring that sentiment to reality. It's well worth the price of a movie ticket.


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Finance & Family
Insurance & Security
Find Mentors
HHL Partners
Brand Activation Services
Olga Yero
Assistant to the President and CEO
Born Leaders
Organizer-In-Chief – Doing 100 Things Well, Always With a Smile
09/18/2019 06:00AM | 2583 views
By Kim Perez
If you ever need to interact with the President and CEO of City of Hope, most likely you will encounter Olga Yero first. And you'll be glad you did.
Yero manages the Office of the President and CEO, Robert Stone. A world-renowned comprehensive cancer center and independent biomedical research institution near Los Angeles, City of Hope is a very busy place – and Yero keeps the CEO's office running smoothly. She does a little bit of everything, managing every detail for every function – calendar management, travel planning, budget management, including meeting preparation and execution. She supports bimonthly executive team meetings, weekly CEO Council meetings – working closely with the offices of the executive team on agenda items and action items, keeping processes and schedules running well.
She represents the office of the CEO to everyone inside and outside the company: doctors, patients, family members, employees and strategic partners.
"I wear multiple hats in the office," she explained. "I have to be knowledgeable and connected to what is happening – our office interacts with every part of the organization. A good executive assistant must do 100 things well, and always with a smile. I love the complexity, and I love how busy it is."
Her typical day is not typical. When I ask for an example, there's one top of mind: yesterday.
"We were preparing a big announcement about City of Hope's expansion into Orange County," said Yero. "Over the weekend our media team called me to advise they had several media interview requests about the news and, therefore, Robert's schedule for Monday had to be cleared."
So Yero spent Monday rescheduling the previous meetings to accommodate the media interviews, and working with the Orange County media team to make sure he had everything he needed to talk about their plans to invest more than $1 billion in a new comprehensive cancer campus, which will change the way cancer care is delivered in Orange County, California.
"That's what I like – that you don't have typical days," she said. "And I like my role as strategic business partner – supporting the executive in the background, anticipating needs and coming up with solutions to make things easier and more organized for the people I support. I thrive on the responsibility and the trust placed in me."
Connection to City of Hope Runs Deep
Yero's stepdad was a patient at City of Hope with kidney cancer 28 years ago. Her mom was there with breast cancer seven years ago. They're both survivors.
"I've been tied to City of Hope through my family for a long time, though I didn't work here until five years ago."
Yero started at City of Hope in an entry level position in Human Resources in 2014. She was qualified for something at a much higher lever, but she wanted to be at City of Hope so she took it as a stepping stone.
"Every time I came here with my parents for appointments, it felt peaceful," she said. "The people are so welcoming and helpful. There's such a good feeling here. I wanted to seize the opportunity of working for an organization that makes a difference in people's lives."
Within a few months, Yero was placed as administrator and assistant to the President and CEO.
In fact, she seems to have a gravitational pull to the C-suite. She's held various administrative support roles for more than 30 years, usually starting at entry level positions until gaining knowledge and skill leading to higher level management responsibilities.
From Reluctant Engineer to Trusted Organizer-In-Chief
As a kid her favorite toys were doctor kits, and professional degrees seemed to run in the family. One grandfather was a doctor, the other was a pharmacist. Her mom is an accountant and her dad held two engineering degrees.
Yero came to the United States from Cuba at age 12 with her mom, without speaking English and without any money. Her dream of becoming a doctor became difficult without financial means or a support system to show her the way. Her mom worked three jobs to support the household, and Yero helped by working in a fish-packing factory, a bridal dress shop, a bakery, and at a furniture manufacturing company.
What she calls her first "real job" was as a receptionist at a law firm, while she earned an associate of science degree in electrical engineering. She discovered she didn't like engineering, but she loved the people connection at the law firm. So she became a legal assistant.
"I have a strong nurturing side," said Yero. "I'm always making sure everyone's happy, and I'm always taking care of people. I just like it. Maybe that's why I'm good at this kind of job. I don't mind switching from task to task and the variety of what I do in a day – from getting coffee, to managing a department budget."
She went from the law firm to Children's Hospital of Los Angeles, starting there as a surgery scheduler.
"It's the closest to being a doctor I came, because we wore scrubs and we were in the surgery room," she said. "It was very intense. I'm certain I gained my time management skills from working there."
She worked at Children's Hospital for 12 years in various administrative support positions and departments, exposing her to all aspects of the organization – ultimately managing the office of the Director of Research and working closely with the fundraising board of directors.
From there she took a job working as executive assistant to the directors of Engineering and Operations for Metrolink, a public transportation agency that provides a network of commuter trains on routes throughout Southern California. During 13 years there, she again moved up to become chief of staff to the CEO and she supported the board of directors.
She liked learning about transportation and public service, but she missed healthcare. That's when she found her way to City of Hope.
"I'm not sure I chose this career path, but I liked it from the beginning," she said. "If you have a servant's heart, that's the foundation for being an administrator and assistant. You just want to serve anyone – a patient, a family member, your coworkers, your executive, and your organization."
It sounds like her description of having to "do 100 things well" is actually an undersell.
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Segment 1: This is a 1987 phone-in show with a panel discussing the youth criminal justice system and related legislation. A portion of a film, which was sponsored by Inuit Tapiriit Kanatami, is shown about youth crime and the prosecution process. It includes some dramatization.


feel great! This is still the no drug, no dialysis approach to living with kidney disease.
petrochemically derived drugs. They've to a man, have never heard of such a thing.
for more? Not I. Well, maybe I could ask that my husband be free of prostate cancer.
nothing, for as you read below, you will learn I'm doing lots of somethings! First, diet.
good . . . despite relatively bad numbers.
dead or disabled by doctors and that is called IATROGENESIS.
four of them, three inside the Kaiser system, one outside.
The following is not the expressed viewpoint of any other person, living or dead.
It is strictly my own. It's all about me.
First (Kaiser, Oakland) . . .
Second (Kaiser, Santa Rosa) . . .
Third (Kaiser, Oakland) . . .
Fourth (UCSF, San Francisco) . . .
it would kill an MCSer in short order. What about kidney patients? Good grief!!!!!
General information regarding kidney disease . . .
by Grace Ziem, M.D.,DR. P.H.
I have problems with multiple allergies and sensitivities and have serious medical complications, relating to environmental issues. I have suffered renal failure and lost one kidney and have had several strokes and heart attacks that are believed to caused by my environmental sensitivities or problems.
I have a lot of problems trying to find a doctor that is familiar with and is willing to help with me regarding my problems.
Do you know any doctor or doctors in the San Diego are Southern California area?


text:
The Long Con letter to the editor
I wrote this letter to the editor of the Santa Barbara News-Press. I'll update this post if/when it's published.
It was published on Sunday, January 5, 2020.
Remember the movie "The Sting," with Newman and Redford, as "grifters," swindling their "mark," gangster Doyle Lonnegan, out of a half million dollars? It wasn't a quick job: It was a "long con," involving a hook, a bite, a switch and, pertinent to this letter, the mark's ignorance he'd been swindled.
As presently relevant, the hook was Trump's 2016 campaign promises and television appearances, spewed ceaselessly by an uncritical media to a feckless public. The bite was the electoral college count. The switch has been three years of trickery and lies, presidentially tweeted, spewed by faithful Internet sources and broadcast daily by an allied television channel.
Some of Trump's most egregious switches: (1) Tax reform. Did middle-class Americans see a break? Not one whit and certainly nothing near the $4,000 tax reduction Trump promised. Meanwhile, stock market investors and major corporations got rich and richer. (2) Withdrawal of US forces. Not one whit, with forces still in Iraq and Afghanistan and being attacked there daily; with new involvements in Africa and elsewhere; and – fueled by huge increases in Pentagon spending – with a new theater, a Space Force. (3) A great again America. Not at all. Indeed, Trump's made us a rogue nation, alienating traditional allies, with its president a laughing-stock, viewed globally as a charlatan, a swindler – which, at base, he is.
By November, will enough voters have awakened to the swindle or will our grifter president succeed with his long con?


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Home » Browse » Academic journals » Religion Journals » Journal of Ecumenical Studies » Article details, "The Diplomat and the Pioneer in Jewish-Catholic..."
The Diplomat and the Pioneer in Jewish-Catholic Relations Prior to Nostra Aetate: Jo Willebrands and Toon Ramselaar
By Poorthuis, Marcel J. H. M.
At the end of 2014, it will be fifty years since the declaration Nostra aetate on the non-Christian religions was released at the Second Vatican Council. It is well known that numerous persons contributed to the promulgation of this small but highly influential document. The American bishops took a firm stand during the dramatic events surrounding the making of Nostra aetate, and without them the declaration either would have been watered down or would not even have been published. (1) Recently, the role of Belgian bishop Emile Josef Marie De Smedt has been highlighted. (2) Still, the story of Nostra aetate is not exhausted by these facts.
Next to the events during Vatican II is the period preceding the Council, during which the soil had been prepared. A combined research of documents in the secret archives of the Vatican and of hitherto unexplored Dutch archives sheds new light on the genesis of Nostra aetate. Two Dutch Catholics exercised a decisive influence upon the making of this declaration: monsignors Johannes Willebrands (1909-2006) and Anton Ramselaar (1899-1981). Whereas the former is internationally well known for his role in the preparation of Nostra aetate as secretary of the Secretariat for the Promotion of Christian Unity (SPCU) from June, 1960, onward, and later as president of the same organization, the latter's fame has been restricted mainly to pioneering circles of Jewish-Christian dialogue.
While Ramselaar's role as peritus (expert adviser) at Vatican II concerned primarily the topics of the youth movement and the position of women in the church, the similarities between the two men are striking: Both were internationally oriented, cherished strong cultural affinities, and were highly interested in the interplay between religion and art, probably under the influence of the renouveau catholique. In the Netherlands, this movement of Catholic renewal was concentrated in the prewar cultural magazine De Gemeenschap (The Community). Ramselaar was a wellknown guest in these circles, having demonstrated his artistic affinities by studying musicology in Rome. He returned to the Netherlands after finishing his studies in 1927 and became involved with the youth movement. As a chaplain in the city of Utrecht, he became acquainted with artistic circles. In 1945, Ramselaar was appointed president of the seminary in the city of Apeldoom. Until that time, he had displayed no special interest in the relationship between the Church and Judaism. Eventually, both Ramselaar and Willebrands would devote a good part of their lives to the Jewish-Christian dialogue, although there was little in the pre-war period that announced their special interest.
In this essay, I will argue that it was mainly Ramselaar's sudden interest in Judaism almost directly after the Second World War that eventually served as a bridge that enabled Willebrands to promote this theme in Vatican circles during and after Vatican 11. This is not to say that the two followed the same track in mutual harmony. On the contrary, documents in the archives of the Dutch Catholic Council for Israel (Katholieke Raad voor Israel), founded in 1951 by Ramselaar, and the recent publication of Willebrands's notebooks and diaries allow the reconstruction of a strong antagonism between the two men. (3)
During the 1950's, Willebrands chaired the Dutch ecumenical society Sint Willibrord Vereniging voor Oecumene, of which the Catholic Council for Israel was a section. In addition, there was, next to the Catholic Council for Israel, a Study Committee, instituted upon the express wish of Willebrands. Ramselaar was not invited to take part in that Study Committee, however. This makes clear that Willebrands had little confidence in the course of the Catholic Council for Israel and in its chair, Ramselaar. (4) The Study Committee should provide a "solid" theological foundation for the relationship between the Church and Judaism. …
Publication date: Summer 2014
Poorthuis, Marcel J. H. M.
Ramselaar, Toon--Services
Willebrands, Johannes--Services
Bishops--Services
A Flock of Shepherds: The National Conference of Catholic Bishops By Thomas J. Reese Sheed & Ward, 1992
Holy Bishops in Late Antiquity: The Nature of Christian Leadership in an Age of Transition By Claudia Rapp University of California Press, 2005
The Training of an Elite Group: English Bishops in the Fifteenth Century By Joel Rosenthal Thomas American Philosophical Society, 1970
Bishops, Clerks, and Diocesan Governance in Thirteenth-Century England: Reward and Punishment By Ambler, Sophie T. The Historian, Vol. 77, No. 1, Spring 2015
Why Relationships Matter: Sisters, Bishops, and the History of Catholicism in the United States By McGuinness, Margaret M. The Catholic Historical Review, Vol. 100, No. 2, Spring 2014
Bishops, Bourbons, and Big Mules: A History of the Episcopal Church in Alabama By Woods, James M. The Catholic Historical Review, Vol. 101, No. 3, Summer 2015
Bishops Hold Line on Moratorium: Church Leaders Worry about Possible Schism By De Santis, Solange Anglican Journal, Vol. 133, No. 10, December 2007
Bishops' Ties with Health Association Called Strong By Allen, John L., Jr. National Catholic Reporter, Vol. 47, No. 8, February 4, 2011
Bishops to Focus More on Mission By Forget, Andre Anglican Journal, Vol. 142, No. 9, November 2016
Bishops and Muslims Pray for FPJ; Necrological Services Tonight at Sto. Domingo Church By Manila Bulletin, December 19, 2004
Bishops Resist Plan for Baptisms at Weddings; 'Buy One, Get One Free' Services Appal Traditionalists By Doughty, Steve Daily Mail (London), July 24, 2009
Bishops Call on Church to Confront Violence By Patricia Rice Religion Writer This story includes from wire services. St Louis Post-Dispatch (MO), November 17, 1994
FREE! Episcopal Church The Columbia Encyclopedia, 6th ed., 2018
FREE! Vatican Council, Second The Columbia Encyclopedia, 6th ed., 2018
FREE! creed The Columbia Encyclopedia, 6th ed., 2018


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La Val di Sella è una vallata alpina del Trentino sudorientale, sita sulle Prealpi Vicentine (versante settentrionale dell'Altopiano di Asiago).

Geografia
La valle è orientata da ovest verso est ed è posta sul lato orografico destro del fiume Brenta. È attraversata dal torrente Moggio, affluente del Brenta.
La valle si trova in Valsugana e fa parte del territorio catastale del comune di Borgo Valsugana; essa non ha alcun vero e proprio centro urbano abitato.
Ha una superficie totale di circa 6000 ettari, è attorniata da montagne e ad est digrada verso la Valsugana per arrivare sino ad Olle, frazione di Borgo Valsugana. A sud confina con l'Altopiano di Asiago.

Secondo la Suddivisione Orografica Internazionale appartiene al Gruppo degli Altipiani.

Morfologia e ambiente

Al confine con l'Altopiano di Asiago si estendono numerose vette, tra le quali le maggiori sono (procedendo da est):
 Cima della Caldiera 2125 m s.l.m.
 Monte Ortigara 2106 m s.l.m.
 Monte Castelnuovo o Cima Dieci 2215 m s.l.m.
 Cima XI 2229 m s.l.m.
 Cima XII 2336 m s.l.m.
 Monte Gomion o Monte Trentin 2325 m s.l.m.
 Cima Kempel 2295 m s.l.m.
 Cima Portule 2310 m s.l.m.
 Cima Larici 2033 m s.l.m.
 Porta Manazzo 1840 m s.l.m.
 Pizzo di Levico o Cima Vezzena 1908 m s.l.m.

Le montagne della zona sono soggette, seppur in maniera non evidentissima, al carsismo. L'esempio più notevole nella valle è costituito dalla Grotta di Costalta.

La fauna e la flora rispecchiano i caratteri delle zone alpine.

Storia
Essendo molto vicina all'Altopiano di Asiago e al Monte Ortigara, durante la prima guerra mondiale fu teatro di aspri combattimenti tra italiani e austriaci, che si contendevano il controllo sui vari passi e bocchette che si affacciavano da Sella sull'altopiano.
L'esercito italiano inoltre tentò di mantenere il controllo della valle per cercare di rendere difficile l'approvvigionamento di alcuni importanti forti austriaci sull'altopiano (Forte Vezzena, Forte Verle, Forte Belvedere Gschwent, Forte Campo Luserna).

Manifestazioni

 Nella valle si svolge Arte Sella, manifestazione internazionale di arte contemporanea nella natura.

Altri progetti

Collegamenti esterni

Sella
Sella
Borgo Valsugana

redpajama_set_name: RedPajamaWikipedia