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Are Managers Obsolete?
Thomas Hout
From the March–April 1999 Issue
View more from the
March–April 1999 Issue
Open Boundaries: Creating Business Innovation Through Complexity
Howard Sherman and Ron Schultz
Reading, Mass.: Perseus Books, 1998
There have always been two schools of thought about the rise and fall of corporations. Most of us who read HBR believe that the quality of management has the most to do with a business's fate. Companies that last do so because the managers who run them are exceptionally good at what they do. They make better decisions and build better organizations than most managers. Through clear thinking and concerted effort, they achieve and maintain competitive advantage despite the vagaries of the marketplace. The decision tree is a good icon for this "management works" school, and Peter Drucker is a leading voice.
The opposing view is that, while good management may make a difference for a short time, a company's fate is determined by forces outside management's control. Managers cannot predict which business strategies or product platforms will survive. At best, they can try to innovate or scramble to adapt. All companies will die, just at different times. In other words, it's the system, not management, that dominates. "Creative destruction" is the watchword for this school, and Joseph Schumpeter is its prophet. Many economists, venture capitalists, and Darwinian business thinkers belong to this school.
Complexity theory, part of a wave of thinking focused on the "new economy," is the latest version of the belief that systems dominate. Complexity theory comes to business by way of biology and ecology, where scientists have struggled with a problem familiar to business thinkers: how to understand the behavior of large, complex systems. To put it simply, complex systems are phenomena that can't be explained by the usual rules of nature. Business strategists, like scientists, have broken down many kinds of complex systems in their efforts to understand the elements and the forces that influence them. The trouble comes in figuring out how all the forces and elements interact to shape an overall system and determine its often surprising outcomes. That is as difficult to do for competitive marketplaces as it is for animal habitats or climate patterns. Seemingly minor events, for example, can have enormous consequences because of the chain of reactions they set off.
This difficulty in predicting outcomes is a major problem for advocates of management. If management determines a company's fate, then why don't good management, sound strategy, and plenty of resources guarantee strong performance or even survival? Why is it that few public companies outperform the Standard & Poor's 500 Index for more than a decade or two? And why is it that, as businesses globalize and industry boundaries dissolve, traditional elements of strategy and competitive advantage—distribution systems, production capabilities, even brands—no longer protect established players from talented, radical new entrants?
In response to these questions, the advocates of management argue that we should expect some casualties among traditionally strong players. Some managers are better at coping with change than others, and some industries are particularly unstable. Complexity theorists reject that explanation, saying that radical uncertainty is not limited to certain industries—it's now endemic. Companies that are managed in the traditional way—by executives developing analytically driven strategy and shaping the organization to meet the needs of the business as they see them—are obsolete. Management as we have known it is too cumbersome for today's fast, unpredictable pace. A new kind of company wins now. The best management models don't adapt to the new economy; they emerge from it. It's no longer the survival of the fittest; it's the arrival of the fittest.
Complexity theorists say that radical uncertainty is not limited to certain industries—it's now endemic.
This is the view laid out by Howard Sherman and Ron Schultz in their book Open Boundaries. Both are fellows at the Santa Fe Center for Emergent Strategies in New Mexico. (This center collaborates with but is not formally a part of the Santa Fe Institute, which has done much to develop complexity theory in the sciences.) The book will make readers rethink their assumptions about how competition works and how much managers truly understand the flow of business. Readers may find it fairly abstract, but it does provide an engaging way to think about management.
The authors argue that business today is not only faster but also fundamentally different: it moves in a nonlinear fashion. There is no continuity in the flow of competitive events (except perhaps in retrospect), and there is no way to predict which products or companies will succeed. Competitive advantage is fleeting; technology and markets change so frequently and radically that yesterday's assets become today's dead weight. Look, for example, at what the CD-ROM did to Encyclopedia Britannica or how deregulation is transforming the electric utility business.
This shift to a nonlinear world has two major implications, according to the authors. First, business structures work best when they are self-organized. Rather than impose shape upon the organization, managers should simply allow the organization of people and effort to evolve in response to ongoing messages from customers. Markets, like other complex systems, reflect the intricacies of many low-level interactions. No intelligence from on high can match the quality of solutions to market problems that arise from players who are constantly communicating with one another on the ground level. The invisible hand of the marketplace should displace the visible hand of the manager. The markets can determine where one team or initiative or company ends and another begins. Managers interfere at their peril.
Second, strategy should be "emergent." Companies can't plan ahead—they must allow their strategies to emerge out of current conditions. If managers try to map out strategies beforehand, they'll simply end up driving by their rearview mirror. Even scenario building has little value. Since everything in the economy is evolving simultaneously, affecting everything else in unpredictable ways, it's dangerous to make any assumptions.
Sherman and Schultz are right about the direction business is going in. Managers are being cut adrift from many of their traditional moorings. The heightened pace of change is forcing them to rely more on instinct and intuition. And with organization and strategy increasingly set by people on the ground rather than at the top, managers' roles are changing. But all three of these concepts—nonlinearity, self-organization, and emergent strategy—have important limitations that show the continued primacy of good management. Let's consider each one in turn.
Competing in a Nonlinear World
Because companies now operate in a nonlinear world, the value of a business lies increasingly in its ability to capture information and generate new ideas, according to Sherman and Schultz. Analysts have traditionally valued businesses by calculating the net cash flow generated by their assets. But if new entrants can suddenly make a company's assets obsolete, those assets are no longer useful even in describing how a business works, let alone in valuing a company. This is particularly true of material assets—good information about market demand, for example, can render most inventory unnecessary. But even such intangible assets as brands can lose their competitive strength.
This need to capture new information has far-reaching effects. Japan's banks, for example, are in trouble not just because they made too many bad real estate loans but, more important, because they know how to evaluate only hard assets like buildings and machinery. So they make loans only on the basis of those assets. They don't have experience with evaluating "soft" credits that have to be managed according to probabilities, as U.S. banks and venture capitalists do. Today's risk assessments are all about the flow of information.
Accordingly, Sherman and Schultz argue that a company should aim to maximize its information and minimize its infrastructure. Information, as they define it, is not just data but "the gathering of patterns, and ways of informing and learning." Infrastructure is "everything from physical support systems and physical structures to philosophical constraints and preconceptions." That is, information is everything that helps create new ideas; infrastructure is everything that can get in the way.
Their point is typical of the sort of advice coming from other enthusiasts of the new economy. It provokes both interest and skepticism from readers. Yes, it's good to learn new maps of your world and discard old ways of thinking that slow you down, but how is it that companies with old mind-sets sometimes prevail over au courant competitors? Some U.S. banks didn't follow their competitors' "smart money" move into real estate in the 1980s, but they looked smarter in the end. They held back because of an old-fashioned idea about staying with manageable and appropriately sized credits. Similarly, Warren Buffet's infrastructure of investment guidelines hasn't changed much in 20 years, and it still brings extraordinary returns.
Too much writing on the new economy implies that there is only one way to run a company today—with flat organizations, open work-spaces, and other elements designed to promote maximum flexibility. But ideas can flourish in a variety of settings. Execution is as essential as ideas, and companies that execute exceptionally well often have deep, established infrastructures. At Emerson Electric, a formal, planning-intensive, highly goal-driven style has helped the company achieve 41 consecutive years of annual earnings increases. Lucent Technologies relies on an old-fashioned collegiality and a complicated, multidimensional organization to compete successfully in the complex, fast-moving business of large, customized telecom systems. Even as the writers on the new economy celebrate freshness and flexibility in companies, they undervalue the lessons of experience.
Even as the writers on the new economy celebrate freshness and flexibility in companies, they undervalue the lessons of experience.
Still, the information-to-infrastructure message has real merit. Companies do become prisoners of their mind-sets and internal systems, causing them to shut off the flow of learning that otherwise might go on naturally. The authors tell a simple story about bottom-up learning at a Supercuts franchise in Corpus Christi, Texas. The new owner wanted to know whether staying open longer hours would be more profitable. Analysis and surveys did not give a clear answer, so the owner decided to allow the staff of stylists to experiment for a while. Each stylist could open the shop during off-hours when he or she had a hunch there would be traffic; the stylist would then receive a percentage of the take during that time. Usually the stylist would spread the word about the odd hours through friends and posters. The owner and staff then observed which times worked and which didn't and set the hours accordingly. Business improved, and the staff's morale went up. Marketing efforts grew at little cost to the business.
The authors are not arguing for sophisticated information management systems. They emphasize a simple cognitive process: try something and see what happens. This is the watchword of the new economy and the core of its case against hierarchy and analysis.
The Limits of Self-Organization
But even Sherman and Schultz recognize that companies do not live by experimentation alone; they must also be managed. Just what do the authors want managers to do? Not surprisingly, minimal tasks: finding good people and plugging them into self-organizing teams. As demands on the business change, workers will form teams on their own to take on the most critical problems or the most demanding customers. Management can be flat in structure and decisions can be made collaboratively—some companies might even rotate a few people through the position of chief executive. Both the reporting structure and the incentives can be simple, with little emphasis on supervising.
The authors assume that people in this model are standard-issue new economy types—bright, motivated, and able to work well in teams—and thus need less management than the workers in stratified, control-oriented companies. This assumption, unfortunately, is wrong. The combination of fast-growing, entrepreneurial companies and smart, mobile, ambitious workers creates a workplace that is often more fragile than its industrial predecessors. It demands more, not less, management of people.
The new workplace is different because it is both high-stakes and collaborative. People think they can get rich, but they know it will take a lot of working together. If research shows anything about the origins of superior ideas, it's that they come from collaboration. But any one of several difficulties can undermine collaborative efforts: conflict between individuals that goes unresolved, nonperformers who want too much credit, or strong performers who want too much of a reward and threaten to leave. People often clash over where and how fast the business is changing. And the going gets especially tough when competitors' ideas are closing in and the company's stock price is dropping.
When an entrepreneurial company is new, it is typically led by energetic founders who have a clear, unique vision. It comes as close to self-organization as a company ever will. But as it grows, the founders' vision often blurs, providing less of a focus for people's efforts. The company's effectiveness will diminish unless it is actively managed. If a high-performance group is going to stick together as it grows, its senior people need to pay attention to selecting and nurturing the best talent, setting the right rules for the organization, wiring people into the right networks, distributing the rewards properly, resolving conflicts, and ushering out the wrong people. And whether you call this the work of managers or leaders, it's the same work.
Like other revolutionaries, Sherman and Schultz tend to idealize the organizations they celebrate. Power struggles are as likely at virtual companies as they are at traditional ones like Citigroup. The new companies most likely to succeed are made up of strong-willed, talented people—the very people most likely to leave if the group goes off course. Complexity theorists can argue that when that happens companies are still self-organizing—they divide into more enterprises with more ideas. Let the best enterprises prevail! But managers know better. There is a huge difference between companies and value chains reorganizing into smaller, focused, more effective pieces and companies losing critical mass before fully exploiting their promising ideas.
Some people in the business world have never worked with a great manager, while others have. This great divide may help explain why some people believe in good management and others do not; you have to see good management up close to know how it makes a difference. Mediocre managers may be the least likely to believe in great management because they can't imagine what it involves. Good managers care about their people, talk to many different sources to find out what's going on, and see further ahead than others about how courses of action might play out. They then use this acuity to develop practices that are well suited to the situation they are trying to improve. It takes good managers doing this every day to keep a company effective as it grows larger and more complex.
Good managers can also lead the way in rescuing an ailing company before the "system" recycles it. Sherman and Schultz seem to believe that companies have only one chance at success: either a company's approach works with the emerging system, or it falls apart and its pieces reassemble into better combinations. Maybe that's because complexity theory began as a way to describe phenomena like the weather or an ecosystem. Clouds and animals aren't reflective; they just react to whatever the system throws at them. But in business, people consciously seek value. Even in the fastest-paced industries, companies such as Dell have been able to recover from big mistakes and go on to great success.
Complexity theorists probably downplay managerial initiative because they think companies are always self-organizing. But consider Thermo Electron and Chrysler, two very different companies whose success can be traced in large part to great management creativity. Thermo Electron, a maker of industrial and biomedical instruments, was a successful high-tech start-up that began in the late 1950s. Its founder, former MIT professor George Hatsopoulos, favored a close-to-the-action, entrepreneurial management style. He probably saw the world much like the complexity theorists do. But in the 1980s, as the company kept spawning more high-potential businesses and became a billion-dollar company, he faced two problems: how to motivate managers to take appropriate risks and how to raise capital to fund new ventures. Simply decentralizing management or taking the entire company to the new equity markets looked inadequate. So he began to spin off core businesses one at a time, with the parent company retaining a majority interest in each. The parent retained the role of chief financial officer for all the companies and has continued to do so.
Hatsopoulos's solution relied a good deal on self-organization. Each subsidiary's management team now owns a part of the company it leads and is rewarded directly by the market, thus avoiding the politics of corporate compensation setting. By handling its own stock issues and acquisitions, each subsidiary takes over the task of capital allocation from the corporation and speeds up the acquisition process. Employees can apply for positions anywhere within the Thermo Electron group, which helps talent go where it's most needed. The solution harnesses the power of bottom-up value creation in the modern economy. Yet it retains the advantages of a large company—leveraging research and development; keeping restless, bright managers in the group by offering them alternatives; and trading on the corporation's financial experience. This unusual combination of the strengths of both the self-organized and the corporate models was a management idea; it did not just emerge. Teams didn't come up with it on their own. They needed great managers to develop it—and at the right time.
Chrysler's success in the 1990s also depended on timely management ideas, though it faced the opposite problem from Thermo Electron. Unlike the industrial and biomedical instruments business, there are no successful small automobile companies. The business demands both large scale and a high degree of coordination, and that was Chrysler's problem. As Chrysler grew rapidly after the introduction of its minivan, key people were losing touch with one another. Different organizational units were working at cross-purposes, and old management systems were strained.
Chrysler's leaders decided to address these problems not by changing the organization or incentive structures—the tack that auto companies usually take—but by changing the roles of senior managers. They put most senior people in charge of both a functional organization and a product group. The vice president of procurement and supply, for example, might also be in charge of the large-car platform. After all, the classic tension in auto companies is between functions and vehicle groups, so why not bring them together? Complexity theorists might have preferred to let the tensions drift down to self-managing, cross-organizational teams below. Chrysler's solution managed the big conflicts and trade-offs more effectively, and it created a group of more capable managers and role models.
The Challenges of Emergent Strategy
One of the primary roles of managers has always been to set a course for the enterprise. The definition of strategy has been in flux for a long time, but complexity theory provides perhaps the most thoroughgoing critique of traditional analytically based strategy development. If the only reliable strategy is an emergent one, then most of the goal-oriented thinking currently at the heart of strategy development is counterproductive. Complexity theory elegantly reminds us of something we know but don't always remember—that we can't depend on any analytic construction of the future. As soon as we and other players act on the future, we alter it in unpredictable ways.
Sherman and Schultz, like some other new-economy thinkers, believe that emergent strategy is the solution. It is strategy finally rid of its self-deception, they contend. But emergent strategy is not the solution, it is the problem. Managers know that the world shifts beneath their feet every day, but they also know that their company's evolving, improvised responses may not be enough. Most businesses do not move so fast that foresight, commitment, preemption, deterrence, and other traditional elements of strategy have lost their ability to build value. So management groups press on, periodically pulling together what they and the people to whom they listen have learned in order to update their plans. The emergent nature of their business doesn't keep them from planning. It just makes the process harder and results more uncertain.
Industries actually have widely varying degrees of stability. At one extreme are those such as the mainframe computer industry, where new players must confront the barriers of an entrenched set of standards and the high cost of switching. Here, such traditional concepts as market segmentation, economies of scale, and preemptive investment still matter a lot. Mainframe computers are not immune to change—witness the minicomputer and PC revolutions—but there are periods of considerable stability.
In the middle of the spectrum are businesses like branded consumer goods and health care. Substitution risks range from modest to high, and new players can displace established enterprises—but not overnight. Competitive advantage increasingly depends on capabilities, network relationships, and other factors subject to discontinuity. But established frameworks based on such ideas as core competency, game theory, building competitive barriers, discovery of customer needs through analysis, and value-chain management are still useful within limits. Most industries are here in this middle ground and may well remain here for a long time.
At the other extreme lies turbulence—a constant risk of substitution, and networks of players whose positions and prospects change suddenly and unpredictably. Complexity theory's concepts of fluid boundaries and self-organization are the right way to understand what's going on. Many Internet businesses are located at this end of the spectrum.
Strategy must indeed be emergent in these industries. Managers have neither the time nor the knowledge to analyze market positioning, build capabilities, or make financial projections. What, then, do companies caught in such turbulence use as their strategic levers? The answer is surprisingly familiar—they look for ways to influence the performance of their people in order to distinguish their enterprise from others. Competition is all about new ideas, as it is in these turbulent businesses, so the strategic imperative becomes creating the right conditions for thinking and learning. As I said before, select and nurture the best talent, set the right rules for the organization, wire people into appropriate networks, distribute rewards properly, resolve conflicts, and usher out the wrong people. Do these better than competitors do.
Even if the future is unpredictable, strategists aren't helpless. As Alan Kay, head of R&D at Disney Imagineering, says, "The best way to predict the future is to invent it." Inventing the future involves imagining a set of possibilities and going after them. Of course, other companies in the same general area, or groups soon to be companies, will be doing the same thing. The game will once again come down to which management group has done the best job of pursuing the targeted possibility—even while knowing that the possibility may be a mirage. If you do that better than your rivals, your chances of winning are greater. Emergent competition favors the prepared company just as science favors the prepared mind, though there are no guarantees in either case.
In the end, turbulent businesses are a lot like those operating in the old economy: better managers and strategists will win more often. Their victories may not last as long as before, but the games will involve contests of will and brains between one company's leaders and another's. Even amid complexity, companies will have to make hard choices that commit them in a particular direction. They will try to prevail over changing forces. They will push the data and their intuitions as hard as they can and then make their uncomfortably large investments. And if I had to bet, I'd bet on the group who believes in the importance of management.
A version of this article appeared in the March–April 1999 issue of Harvard Business Review.
Thomas Hout is an adjunct professor at The Fletcher School of Tufts University and at Middlebury Institute of International Studies at Monterey, and former partner at The Boston Consulting Group.
This article is about LEADERSHIP


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Red Energy Newcastle Knights Cheerleaders
Virtual Dealership
Team effort pleases coach
newcastleknights.com.au
Tue 21 Feb 2017, 02:12 PM
It was a strong display ahead of the 2017 season when the nib Newcastle Knights beat the Canberra Raiders 44-0 on Saturday, and coach Nathan Brown said it was the cohesiveness of the side that pleased him most.
"We're obviously pleased with the result, and pleased that everybody had some kind of positive contribution," he said in a press conference on Tuesday morning.
"I was happy with what everyone did collectively."
Leading by 30 points at half time, the Knights weathered an early storm from the Raiders on their own line, but never looked like losing once they'd scored.
"We've looked at a number of things in our game in both offence and defence and we thought we saw some good improvements," Brown said.
"But the proof will be in when the competition starts and we're playing full-strength sides."
The coach was keen to stress the fact that the Raiders side was not at full strength, although he noted that their starting forward pack was largely intact.
"In the first half they still had a lot of their best forwards playing and their two halves and hooker as well," he said.
"On the other hand we're also quite aware that Canberra had two or three of those very good outside backs not playing and Sia Soliola and Joe Tapine didn't play either."
Regardless of who was out on the field, Brown said a win was good for the confidence of the younger players in the team.
"They've got to take some confidence out of it," he added.
"Obviously last year the Raiders were the best attacking team in the competition."
Depth Chart: Origin heroes and British young guns compete for edge spots
Shots: Hitting the streets to give back to local community
Pics! Local kids enjoy junior clinic
Ponga: Recovery, Tamworth and leadership
Why the Tamworth region is important to the Knights
Follow the Knights

redpajama_set_name: RedPajamaCommonCrawl


Idigbo is native to West Africa. Pale yellow /brown in colour although can vary due to where it has been cut out of the log. It is relatively durable for external use, although will need to be treated or painted. From our experience using this timber, it machines, glues and takes fixing well although if the timber gets wet the acidic properties can corrode metal.
We predominately use this timber in the manufacture of our wooden garage doors . It can be used for wooden gates however we would really recommend using Iroko hardwood.
Photo's can be viewed of wooden garage doors we have produced in Idigbo hardwood within our made to measure wooden garage door section links below.


I bought a cover from Matthew Revert. The cover—which is the cover for Ragged, however it had a placeholder title of "Cork Warrior"—had gone unused from one of Revert's previous projects… I had no idea what I'd use it for, but I messaged him right away about purchasing it. The idea of an anthropomorphic dog (who would turn out to be Cal) ice fishing on a lake (a setting which would morph to a river) blossomed immediately, but I tried to bury it in the back of my head and focuses [his current project].
The cover struck me as well and even though I hadn't read any of Christopher Irvin's work prior to picking up Ragged, his reputation a talented writer is known with works published by Shotgun Honey and 280 Steps. From the opening few pages where Winifred wanders the Woods as she "felt the infection spreading from the bite with each pulse of her heart, corrupting her blook and tickling her brain", I bought into Irvin's anthropomorphic animal world.
I immediately fell in love with Christopher Irvin's setting: the Woods and the Fells. But it's the characters that give Ragged its vibrancy and life. Cal, the recently widowed father of two pups, tries to come to terms with the fever that hangs on the periphery of his world and teh responsibility of protecting his two young sons from the possibility of the family being banished. Populated with catfish, badgers, toads, raccoons, and other many animals, the Woods is at a crossroads, a caravan delivery that links them to the outside world has yet to arrive and rumors of the disease are growing.
There is much that is great about Christopher Irvin's Ragged; or, The Loveliest Lies of All from Cal's history and a mystery which surrounds but doesn't overtake the novel. It is chapters like the one at the bog watering hole called Karl's Drinkery that make Irvin's book come to life. Here all the animals small enough to make it through the entrance way stop by to catch up on gossip and drink a thimble or two of grog. This scene, like many others, displays Irvin's skill at building a world rich in detail and oddly believable.
When I thinking about writing this review, click-bait headlines danced about but I quickly dismissed them as I realized all books a product of their time and all great genre books offer the reader the chance to escape the troubles around them. None of this, of course, is new, and though it is seldom achieved, Irvin does so. Checking all the boxes of a book that should be read, Christopher Irvin's Ragged; or, The Loveliest Lies of All is beautiful and this is absolutely a time you can judge a book by its cover.


Thermal conductivity and mechanical properties of AlN-based thin films V. Moraes, H. Riedl, R. Rachbauer, S. Koloszvári, M. Ikeda, L. Prochaska, S. Paschen, P.H. Mayrhofer J. Appl. Phys.
First principles studies on the impact of point defects on the phase stability of (AlxCr1-x)2O3 solid solutions C.M. Koller, N. Koutná, J. Ramm, S. Kolozsvári, J. Paulitsch, D. Holec, P.H. Mayrhofer AIP Adv.
Annealing studies and oxidation tests of a hybrid multilayer arrangement of cathodic arc evaporated Ti-Al-N and reactively sputtered Ta-Al-N coatings C.M. Koller, R. Hollerweger, R. Rachbauer, S. Kolozvári, J. Paulitsch, P.H. Mayrhofer Surf. Coat. Technol.
Diffusion behavior of C, Cr, and Fe in arc evaporated TiN- and CrN-based coatings and their influence on thermal stability and hardness C. Sabitzer, C. Steinkellner, C.M. Koller, P. Polcik, R. Rachbauer, P.H. Mayrhofer Surf. Coatg. Technol.
Cross-Sectional X-ray Nano-Diffraction and -Reflectivity Analysis of Multilayered AlTiN-TiSiN thin films: Correlation between Residual Strain and Bi-Layer Period M. Bartosik, M. Arndt, R. Rachbauer, C. Krywka, C.M. Koller, J. Keckes, P.H. Mayrhofer Scripta Mater.


"Delivering Modernity," by Jiayang Fan. The New Yorker, 7/23/2018.
This is still another example of an article I initially passed by, but later found informative. The article was illustrated by a full-page drawing of a drone, and I had already read enough about drones. But drones are only a small part of the article.
The article is about the Chinese company JD ("Jingdong" in Chinese), a new e-commerce company, similar to, but different from our Amazon. JD is the third largest tech company in the world, only behind Amazon and Alphabet (the parent company of Google). Like Amazon, they also provide the infrastructure for third party vendors.
They are expanding into rural China, and because of isolation and poor roads, are exploring the use of drones. In the trials, the drones do not deliver to individual homes, but the packages are combined and dropped at a central point by drone and are opened by a local JD employee familiar with the area who then delivers them in the usual manner. Chinese companies have traditionally competed on price by selling counterfeit goods and shoddy service. JD, in contrast, guarantees "no fakes" and backs up customer satisfaction. Increasingly, customers rely on the company's reputation and are grateful for the expanded choice of goods.
An important factor is that the JD deliverymen are also locals, well-known and trusted by the interrelated, tightly-knit community.
The big shopping day in China is "Singles Day," November 11. It sounds very much like our Christmas shopping season with discounts and special sales (and crowds).
The author describes how stores were run in Chongqing (Chunking) where she grew up in the 1980s. There was only one state-owned brick-and-mortar convenience store for 20,000 people in the army compound where she lived. It was called a service agency, and everything was in glass counters or on shelves inaccessible to customers. If you wanted something, ask and a clerk would get it for you (and watched as you examined it). Customers were not allowed to touch anything, even a stick of gum. If you wanted a soft drink, you had to drink it in the store and return the bottle to the case. To order special items, you had to be in the good graces of the manager.
In comparison, drones and e-commerce seem simple.
This entry was posted in China, History and tagged Drones, E-commerce. Bookmark the permalink.


The best way to get the Under Curry 5 "SC30 Select Camp" is to be handpicked by Steph as one of the top high school prospects in the nation.
Lucky for you, there are other options.
Brought out in the Bay for prep phenoms at Steph's famed summer camp, the shoe is ready to release at retail to the delight of those that just love the bold take on the edgy design. Based in white and set off by colorful camo on the sole, this Curry balances calm confidence with loud play just like #30 himself.
Feeling these? Well, the Under Armour Curry 5 "SC30 Select Camp" drops at UA Brand Houses and UA.com on November 16. Check out styled shots below.


Buster offers a range of products to unblock your plughole. Thanks to Elmwood's new design it is now UK's number one brand in its category. I helped develop the typography to work at its maximum impact.
Winner of a Gold DBA Design Effectiveness Awards 2016.


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            // Empty tipbox:
            case 0:
                if(this.row === 8) {
                    this.column++;
                    this.row = 1;
                } else {
                    this.row++;
                }
                break;
            // Full tipbox:
            case 1:
                if(this.row === 1) {
                    this.column--;
                    this.row = 8;
                } else {
                    this.row--;
                }
                break;
        }
        return [this.row, this.column];
    }
}

/*
 Class composition that includes all underlying code for handling single-tip
 transfers.
*/
function TransferManager() {
    this.errorState = true;     // Changes to 'false' if error occurs
    this.transferTable;
    this.size = 0;
    this.count = 0;
    this.newTips = new Tipbox("full");
    this.oldTips = new Tipbox("empty");
    this.currentGetTip;
    this.currentReturnTip;
    this.currentTransfer;
    this.loadTransferTable = function(filePath) {
        try {
            this.transferTable = parseTransferTable(readFile(filePath));
            this.size = this.transferTable.length;
        } catch(e) {
            this.errorState = false;
            print(e);
        } finally {
            // Overkill perhaps..
            if(typeof this.transferTable === "undefined") {
                this.errorState = false;
            } else if(this.transferTable.length === 0) {
                this.errorState = false;
            }
        }
    }
    this.increment = function(changeTip) {
        if(typeof changeTip === "undefined" || typeof changeTip !== "boolean") {
            changeTip = true;
        }
        if(changeTip) {
            this.currentGetTip = this.newTips.getNextPosition();
            this.currentReturnTip = this.oldTips.getNextPosition();
        }
        this.currentTransfer = this.transferTable[this.count];
        this.count++;
    }
    this.hasNext = function() {
        return (this.count < this.size);
    }
    this.getCount = function() {
        return this.count;
    }
    this.getNewTipSelection = function() {
        return [this.currentGetTip];
    }
    this.getReturnTipSelection = function() {
        return [this.currentReturnTip];
    }
    this.getVolume = function() {
        return this.currentTransfer.volume;
    }
    this.getSourceSelection = function() {
        return [this.currentTransfer.source];
    }
    this.getDestinationSelection = function() {
        return [this.currentTransfer.destination];
    }
}

// FUNCTIONS ===================================================================

/*
 Parses a string-represented integer or float
*/
function readNumerical(value) {
    var number;
    if(parseFloat(value) == parseInt(value, 10)) {
        number = parseInt(value, 10);
    } else {
        number = parseFloat(value);
    }
    if(isNaN(number) || !isFinite(number)) {
        throw "UnexpectedValueException";
    }
    return number;
}

/*
 Checks if n is a valid number
*/
function isNumber(n) {
  return !isNaN(parseFloat(n)) && isFinite(n);
}

/*
 Check if a given value lies within the defined
 bounds, i.e. between the minimum and maximum value
 returns the boolean result
*/
function isWithin(value, min, max) {
    return ((value <= min) && (value >= max));
}

/*
 Checks an array of values against an array of
 defined bounds and returns true if all values
 are within their bounds and false if any value
 is out of bounds
*/
function areWithin(valueArray, boundsArray) {
    var pass = true;
    for(var i = 0, len = valueArray.length; i < len; i++) {
        var value = valueArray[i];
        var bounds = boundsArray[i];
        if(value < bounds.min || value > bounds.max) {
            pass = false;
            break;
        }
    }
    return pass;
}

/*
 Returns the elapsed time in whole seconds since the specified date
*/
function getElapsedTime(fromDate) {
    var msTimeDif = new Date.getTime() - fromDate.getTime();
    return Math.floor((msTimeDif / 1000));
}

/*
 Converts a set of plate coordinates to a row and column number,
 e.g. 'C4' returns [3, 4]
*/
function convertCoords(wellPos) {
    var conversionTable = {A:1, B:2, C:3, D:4, E:5, F:6, G:7, H:8};
    // readNumerical function is used here to work both when wellPos
    // has format 'A5' as well as 'A05'
    try {
        var row = readNumerical(conversionTable[wellPos.charAt(0)]);
        var column = readNumerical(wellPos.slice(1));
    } catch(e) {
        // UnexpectedValueException
        throw "InvalidCoordinatesException:" + e;
    }
    if(column < 1 || column > 12) {
        throw "InvalidCoordinatesException";
    }
    return [row, column];
}

// PARSING =====================================================================

/*
 Parses a string containing position and volume information
 into an array, assumes format is <source,volume,destination>,
 e.g. 'A6,25,B8'
*/
function parseTransferTable(str, delimiter) {
    if(typeof delimiter === "undefined") {
        delimiter = ",";
    }
    var rawRowArray = str.split("\n");
    // Remove all empty rows:
    var rowArray = new Array();
    for(var i = 0, len = rawRowArray.length; i < len; i++) {
        var row = rawRowArray[i];
        if(row !== "") {
            rowArray.push(row);
        }
    }
    var transferTable = new Array();
    // Parse row-by-row:
    for(var i = 0, len = rowArray.length; i < len; i++) {
        var currentRow = rowArray[i].split(delimiter);
        if(currentRow.length > 0) {
            try {
                var source = convertCoords(currentRow[0]);
                var volume = readNumerical(currentRow[1]);
                var destination = convertCoords(currentRow[2]);
            } catch(e) {
                throw "UnableToParseTransferTableException:" + e;
            }
            transferTable[i] = new Transfer(source, volume, destination);
        }
    }
    return transferTable;
}

/*
 Parses a string containing name/value information into a table/object,
 assumes entries are in format name=value and separated by a
 newline character. Returns an object with name/value properties
*/
function parseSettings(str) {
    var settingTable = {};
    var rawRowArray = str.split("\n");
    // Remove all empty rows:
    var rowArray = new Array();
    for(var i = 0, len = rawRowArray.length; i < len; i++) {
        var row = rawRowArray[i];
        if(row !== "") {
            rowArray.push(row);
        }
    }
    // Parse row-by-row:
    for(var i = 0, len = rowArray.length; i < len; i++) {
        var currentRow = rowArray[i].split("=");
        if(currentRow.length > 0) {
            try {
                var name = currentRow[0];
                var value = readNumerical(currentRow[1]);
            } catch(e) {
                throw "UnableToParseSettingTableException:" + e;
            }
            settingTable[name] = value;
        }
    }
    return settingTable;
}

// FILE_OPERATIONS==============================================================

/*
 Parse a text file and return the contents in a string
*/
function readFile(filePath) {
    var fileObj = new File();
    var content;
    try {
        fileObj.Open(filePath, 0, 0);
        content = fileObj.Read();
    } catch(e) {
        // IO error
        throw "UnableToReadFile(" + filePath + "):" + e;
    } finally {
        fileObj.Close();
    }
    return content;
}

/*
 Append the passed string to a file with specified path
*/
function appendFile(filePath, content) {
    var fileObj = new File();
    try {
        fileObj.Open(filePath, 0, 0);
        fileObj.Write(content + "\n");
    } catch(e) {
        // IO error
        throw "UnableToWriteFile(" + filePath + "):" + e;
    } finally {
        fileObj.Close();
    }
}

/*
 Write the passed string to a file with specified path (overwrites existing)
*/
function writeFile(filePath, content) {
    var fileObj = new File();
    try {
        fileObj.Open(filePath, 1, 0);
        // If the string ends with a newline character:
        if(content.substr(-1) === "\n") {
            fileObj.Write(content);
        } else {
            fileObj.Write(content + "\n");
        }
    } catch(e) {
        // IO error
        throw "UnableToWriteFile(" + filePath + "):" + e;
    } finally {
        fileObj.Close();
    }
}

// PROXIES =====================================================================

/*
 Opens the specified file, reads content and returns an array
 of settings
*/
function loadSettings(filePath) {
    try {
        return parseSettings(readFile(filePath));
    } catch(e) {
        throw "UnableToLoadSettingsException:" + e;
    }
}

/*
 Writes the strings in the array to a text file and separates
 them by a newline character
*/
function saveSettings(settingsArray, filePath) {
    var str = "";
    for(var i = 0, len = settingsArray.length; i < len; i++) {
        str += settingsArray[i] + "\n";
    }
    try {
        writeFile(filePath, str);
    } catch(e) {
        throw "UnableToWriteSettingsException:" + e;
    }
}

/*
 Combines functions for loading a text file and parsing the contents.
 Returns transfer array if no exceptions were raised, otherwise 'false'.
*/
function loadTransfer(filePath) {
    var state;
    try {
        state = parseTransferTable(readFile(filePath));
    } catch(e) {
        state = false;
    } finally {
        return state;
    }
}

redpajama_set_name: RedPajamaGithub


...Berkeley in English. I am a lit nerd at heart and love talking about books with students. I also have a background in philosophy and critical theory. I specialize in fiction and composition instruction. I love working with students of all ages to dig into works of literature and produce strong close analyzes.... I'm committed to helping students better understand and succeed in whatever academic context they find themselves in. Learning the structure of the game is the key to mastering it.
...experience at any step of the way. I have a rich background in the social sciences, writing, and research. However, I am passionate to get you to your highest potential no matter the subject--I believe in your success and will help get you there! I look forward to working with you soon!... I believe in working collaboratively with my student. I think there's a great deal of power in the student teaching the tutor. Of course I help students every step of the way, but I believe you learn most when teaching others, and think students get the most out of it when they are able to teach someone else.


text:
elFinder
========

      _ ______ _           _
     | |  ____(_)         | |
  ___| | |__   _ _ __   __| | ___ _ __
 / _ \ |  __| | | '_ \ / _` |/ _ \ '__|
|  __/ | |    | | | | | (_| |  __/ |
 \___|_|_|    |_|_| |_|\__,_|\___|_|

elFinder is an open-source file manager for web, written in JavaScript using
jQuery UI. Creation is inspired by simplicity and convenience of Finder program
used in Mac OS X operating system.

Contents
--------
* [Features](#features)
* [Requirements](#requirements)
* [Installation](#installation)
* [Downloads](#downloads)
* [Demo Sites](#demo-sites)
* [FAQs](#faqs)
* [3rd Party Connectors](#3rd-party-connectors)
* [3rd Party Volume Drivers](#3rd-party-volume-drivers)
* [3rd Party Themes](#3rd-party-themes)
* [Support](#support)
* [Authors](#authors)
* [License](#license)

Features
--------
**2.0.x**
 * All operations with files and folders on a remote server (copy, move,
   upload, create folder/file, rename, etc.)
 * High performance server backend and light client UI
 * Multi-root support
 * Local file system, MySQL, FTP volume storage drivers
 * Background file upload with Drag & Drop HTML5 support
 * List and Icons view
 * Keyboard shortcuts
 * Standard methods of file/group selection using mouse or keyboard
 * Move/Copy files with Drag & Drop
 * Archives create/extract (zip, rar, 7z, tar, gzip, bzip2)
 * Rich context menu and toolbar
 * Quicklook, preview for common file types
 * Edit text files and images
 * "Places" for your favorites
 * Calculate directory sizes
 * Thumbnails for image files
 * Easy to integrate with web editors (elRTE, CKEditor, TinyMCE)
 * Flexible configuration of access rights, upload file types, user interface
   and other
 * Extensibility
 * Simple client-server API based on JSON

**2.1.x**
 * More High performance server backend and light client UI
 * Connector plugin
     * [AutoResize](https://github.com/Studio-42/elFinder/blob/2.1-src/php/plugins/AutoResize/plugin.php) : Auto resize on file upload.
     * [Normalizer](https://github.com/Studio-42/elFinder/blob/2.1-src/php/plugins/Normalizer/plugin.php) : UTF-8 Normalizer of file-name and file-path etc.
     * [Sanitizer](https://github.com/Studio-42/elFinder/blob/2.1-src/php/plugins/Sanitizer/plugin.php) : Sanitizer of file-name and file-path etc.
     * [Watermark](https://github.com/Studio-42/elFinder/blob/2.1-src/php/plugins/Watermark/plugin.php) : Print watermark on file upload.
 * Folder upload with Chrome
 * Chunked file upload
 * Upload directly to the folder
 * Upload form URL (or list)
 * Creating the archive by specifying the file name
 * Direct extraction to the current working directory (you do not want to create a folder)
 * Supports Dropbox.com© (Configurable & As network volume)
 * Supports custom information in info dialog
 * Configuable columns of list view
 * Supports custom CSS class function of tree view

Requirements
------------

### Client
 * Modern browser. elFinder was tested in Firefox 12, Internet Explorer 8+,
   Safari 6, Opera 12 and Chrome 19

### Server
 * Any web server
 * PHP 5.2+ (for thumbnails - mogrify utility or GD/Imagick module)

Installation
------------
### Builds (compressed)
 1. Download and unzip one of the [builds](#downloads) below to your PHP server
 2. Rename `/php/connector.minimal.php-dist` to `/php/connector.minimal.php`
 3. Load `/elfinder.html` in your browser to run elFinder

### Source (uncompressed)
 1. Clone this repository to your PHP server

      ```
      $ git clone https://github.com/Studio-42/elFinder.git
      ```

 2. Rename `/php/connector.minimal.php-dist` to `/php/connector.minimal.php`
 3. Load `/elfinder.src.html` in your browser to run elFinder

Downloads
------------
**Stable releases**
 + [elFinder 2.1.4](https://github.com/Studio-42/elFinder/archive/2.1.4.zip)
 + [elFinder 2.0.4](https://github.com/Studio-42/elFinder/archive/2.0.4.zip)

**Nightly builds**
 + [elFinder 2.1.x (Nightly)](https://github.com/Studio-42/elFinder/archive/2.1-src.zip)
 + [elFinder 2.0.x (Nightly)](https://github.com/Studio-42/elFinder/archive/2.0-src.zip)

Demo sites
------------
**2.1.x Nightly**
 + http://studio-42.github.io/elFinder/ (with CORS)
 + http://hypweb.net/elFinder-nightly/demo/2.1/

**2.0**
 + http://elfinder.org/ (rc1)
 + http://hypweb.net/elFinder-nightly/demo/2.0/ (2.0.x Nightly)

FAQs
------------
### Which version of elFinder should I use?
* **2.0.x** if you want to use 2.0 with legacy connectors.

* **2.1.x** if you want to try the experimental (*bleeding edge, but connector is PHP only*).

### Should I use elFinder builds (compressed) or source (uncompressed)?

For debugging and development, use the [source](#source-uncompressed). For production, use [builds](#builds-compressed).

### How do I integrate elFinder with CKEditor/TinyMCE/elRTE/etc...?
Check out the [wiki](https://github.com/studio-42/elFinder/wiki#howtos) for individual instructions.

### The procedure of language files created or modified?

You can create or modify the language file to use translation tool. Please refer to the pull request the results to the respective branch.
 * [2.1 branch translation tool](http://studio-42.github.io/elFinder/tools/langman/#2.1)
 * [2.0 branch translation tool](http://studio-42.github.io/elFinder/tools/langman/#2.0)

3rd party connectors
--------------------
 * [Python](https://github.com/Studio-42/elfinder-python)
 * [Django](https://github.com/mikery/django-elfinder)
 * [Ruby/Rails](https://github.com/phallstrom/el_finder)
 * [Java Servlet](https://github.com/Studio-42/elfinder-servlet)
 * [Laravel](https://github.com/barryvdh/laravel-elfinder)

3rd party Volume Drivers
--------------------
 * [League\Flysystem (PHP)](https://github.com/barryvdh/elfinder-flysystem-driver) (for elFinder 2.1+)

3rd party Themes
--------------------
 * [lokothodida/elfinder-theme-moono](https://github.com/lokothodida/elfinder-theme-moono)
 * [lokothodida/elfinder-theme-windows-10](https://github.com/lokothodida/elfinder-theme-windows-10)

Support
-------

 * [Homepage](http://elfinder.org)
 * [Wiki](https://github.com/Studio-42/elFinder/wiki)
 * [Issues](https://github.com/Studio-42/elFinder/issues)
 * [Forum](http://elfinder.org/forum/)
 * <dev@std42.ru>

Authors
-------

 * Chief developer: Dmitry "dio" Levashov <dio@std42.ru>
 * Maintainer: Troex Nevelin <troex@fury.scancode.ru>
 * Developers: Alexey Sukhotin <strogg@yandex.ru>, Naoki Sawada <hypweb@gmail.com>
 * Icons: [PixelMixer](http://pixelmixer.ru), [Yusuke Kamiyamane](http://p.yusukekamiyamane.com)

We hope our tools will be helpful for you.

License
-------

elFinder is issued under a 3-clauses BSD license.

Copyright (c) 2009-2012, Studio 42
All rights reserved.

Redistribution and use in source and binary forms, with or without
modification, are permitted provided that the following conditions are met:
    * Redistributions of source code must retain the above copyright
      notice, this list of conditions and the following disclaimer.
    * Redistributions in binary form must reproduce the above copyright
      notice, this list of conditions and the following disclaimer in the
      documentation and/or other materials provided with the distribution.
    * Neither the name of the Studio 42 Ltd. nor the
      names of its contributors may be used to endorse or promote products
      derived from this software without specific prior written permission.

THIS SOFTWARE IS PROVIDED BY THE COPYRIGHT HOLDERS AND CONTRIBUTORS "AS IS" AND
ANY EXPRESS OR IMPLIED WARRANTIES, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED
WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE ARE
DISCLAIMED. IN NO EVENT SHALL "STUDIO 42" BE LIABLE FOR ANY DIRECT, INDIRECT,
INCIDENTAL, SPECIAL, EXEMPLARY, OR CONSEQUENTIAL DAMAGES (INCLUDING, BUT NOT
LIMITED TO, PROCUREMENT OF SUBSTITUTE GOODS OR SERVICES; LOSS OF USE, DATA, OR
PROFITS; OR BUSINESS INTERRUPTION) HOWEVER CAUSED AND ON ANY THEORY OF
LIABILITY, WHETHER IN CONTRACT, STRICT LIABILITY, OR TORT (INCLUDING NEGLIGENCE
OR OTHERWISE) ARISING IN ANY WAY OUT OF THE USE OF THIS SOFTWARE, EVEN IF
ADVISED OF THE POSSIBILITY OF SUCH DAMAGE.


text:
Subpart C - Filing a FOIA Request
§ 2507.6 Requirements for FOIA requests.
45 CFR § 2507.6 - Requirements for FOIA requests.
(a) General information. AmeriCorps has a centralized system for responding to FOIA requests. AmeriCorps headquarters is the central processing point for all requests for Agency records, regardless of where they are stored. State service commissions are not part of AmeriCorps and are not Federal agencies, and thus are not subject to the FOIA.
(b) Directions for making requests. All FOIA requests must be submitted in writing to the FOIA Officer at AmeriCorps headquarters in one of the following ways:
(1) By email: foia@cns.gov. Including a phone number with a request will help with processing.
(2) By online submission: via the National FOIA Portal at www.FOIA.gov.
(3) By mail: AmeriCorps, Attn.: FOIA Officer, Office of General Counsel, 250 E Street SW, Washington, DC 20525.
(4) By fax: (202) 606-3467.
(c) Description of records sought. Requesters must provide enough detail about the Agency's records they seek that AmeriCorps personnel can find responsive records, if they exist, with a reasonable amount of effort. To the extent possible, requesters should include information that helps identify the records, such as dates, titles or names, authors, recipients, subject matter of the records, or assigned reference numbers. Requesters may adjust their request or ask for advice on writing a request by sending a note to foia@cns.gov.
(1) If a request does not reasonably describe the records sought, AmeriCorps' response to the request may be delayed or denied.
(2) When AmeriCorps determines that a request does not sufficiently describe the records sought, it will ask the requester for further information. If the requester does not respond to a request for additional information within thirty (30) working days, the request may be administratively closed at AmeriCorps' discretion. A requester may, after administrative closure of a request, submit a new request with additional information for further consideration.
(d) Third-party requests. When a request for records pertains to a third party (that is, a person other than the requester), the requester may receive greater access by submitting a notarized authorization signed by the third party or a declaration, made in compliance with the requirements set forth in the FOIA, that the third party authorizes disclosure of the records to the requester, or proof that the third party is deceased (for example, a copy of a death certificate or a published obituary). If necessary, AmeriCorps may require additional information from a requester to verify that the third party consents to disclosure. Alternatively, requesters may demonstrate an overriding public interest in the disclosure of information pertaining to a third party (for example, by producing evidence that alleged Government impropriety occurred, necessitating a disclosure of information related to official misconduct).
(e) Date range for requested records. Requesters may ask for a specific date range for a search, but requests may not ask for records that are anticipated for the future, but do not yet exist. As it determines which records are responsive to a request, AmeriCorps ordinarily will include only records in its possession as of the date it begins its search, if a date range is not specified.
(f) Contact information. Requesters must provide a telephone number or email address in their request so that AmeriCorps can contact them for clarification, if necessary, or help them narrow down a request that would otherwise be unduly burdensome.


If you work in an office or with a group of people, you've probably heard the phrase "company culture." By now this word has lost its meaning as it has been written about, spoken about, and capitalized on by what feels like every outlet and influencer in every industry. However, this repetition is dangerous because it diminishes the actual importance of company culture.
We're adding to the noise, but hear us out: Company culture is crucial in the workplace because it is, essentially, how people feel. Another word for it would be "fun factor" or "vibe." It is what establishes the overall tone of a workplace and influences the way people work, interact, and live their lives (in and outside of work).
"If you love what you do, you'll never work a day in your life." This statement is only half right. Being passionate about what you do is crucial to not going insane, but it's also important where you're doing what you love. This type of happiness is derived from a supportive, encouraging, and comfortable work environment. This environment is important in the marketing world, where people often have to pick themselves up from the ground after exhausting ideas and executions. It's crucial to have an environment where people can open up, be vulnerable, and share their best and worst ideas.
The key here is to understand that work isn't always fun, even if you enjoy what you do – it is not supposed to be; it's work. However, it can't end there. You have to try and remedy this problem, understanding it and then doing things to make it easier when it occurs. For some people, this means working with a collaborative group in a well-lit environment. For other people, it means working in private, in the dark and listening to music. Everyone is different, but the environment in which you do your job, literally and mentally, will ultimately influence HOW WELL you do your job.
Make sure the workplace is somewhere people will enjoy spending most of their time.
The concept is straightforward and pulls from the last point: Happy people work harder. There is nothing worse than an unmotivated employee. Hate your job, hate what you do, the people you work with, etc., etc. Think about an environment where people build on your ideas – where you collaborate with coworkers that you respect, admire and trust on a professional and personal level. This area is big and open, with natural light coming in from windows and, hey, they even let dogs come to work. Doesn't that sound nice? Now, on the flip side, think about being stuck in a dimly-lit office all day – maybe a cubicle surrounded by three wall – workings with people you not only don't like but aren't even sure what their names are. Which situation do you think you'll be more likely to do better work in?
We're not trying to say silence and minimal communication is a bad thing, but, more often than not, it creates a tense and closed-off work environment. It's important to remember that no matter what you do as a profession when you go to work you're working with people as part of a larger team. Everyone there wants the same thing: do a good job. An environment that rewards good work also promotes good work.
If you love what you do and where you do it, you're going to produce much better work.
Notice how all of these points are leading into each other? By loving where you spend 8-10 hours every day, you're more likely to do better work. Better work will attract people and clients who admire and want good work. Work equals money. Our final point is probably the most obvious because it completes the full circle that is the result of good company culture. We don't need to rant on about how doing good work will make you money.
Doing a good job you can make more money in the long term (duh).
Now that you understand the biggest benefits of company culture, how do you create it?
The tricky part with company culture that most people get wrong is assuming it's created overnight. Company culture cannot be forced. It is built over time – through difficult times – by the employees and the environment. If you hire bad people, you will have bad culture. If your office space is not fun to be in, your culture will reflect that.
Company culture can be used to elevate the best parts of a team or business, but it can also put a spotlight on some of the biggest flaws. Handing out gift cards to employees for doing a good job but scolding them when they make a mistake is not a good practice. This is not genuine, and people will take notice. Working with employees to do a better job, helping them overcome challenges, talking to coworkers in general – it shows that you care about the people you're around and the work that you're doing. This type of interaction creates a connection that is often absent from most businesses today, but could greatly benefit them.
They say not to mix your personal life with work. That was a great saying in 1950, but it's 2017 and it's okay to be a little more and human in the workplace. At its core, company culture is like a giant plant. You can take care of it, watch it grow, or you can pretend it doesn't exist and eventually it will die and start to smell bad.


A range of water-based acrylic colours developed especially for airbrush use and as such are ready-thinned.
The colours have been very carefully chosen to provide the model-painter with the references most frequently employed. The range of colours correspond to the RLM, RAL and FEDERAL STANDARD colours that are most commonly used.


text:
Doctor killed pregnant student
A FORMER Merseyside doctor has been jailed for life after being found guilty of murdering a pregnant patient in Australia.
Michael McGrane, originally from Liverpool, killed student Yuen Ling Chan after she accused him of misconduct.
McGrane, who practised medicine at his surgery in Stone's Corner, south Brisbane, denied murdering Mrs Chan, 29, who was seven months pregnant.
He also denied seven counts of indecent assault and six counts of administering a student with a stupefying drug with intent.
But he was found guilty after a sevenweek trial at Queensland Supreme Court in Brisbane.
Sentencing him, Justice Cate Holmes described Mrs Chan's murder as " coldblooded" and premeditated. She said the murder had been planned for at least six weeks.
Justice Holmes told McGrane as she sentenced him: "It is all the more appalling because you were a member of a healing profession." After studying at Manchester University, McGrane moved to the Middle East with his wife, Catherine, before settling in Australia in the late 1980s.
The couple had a baby in 1999, six weeks after he was charged with the murder of the Hong Kong student, who was taking an accountancy course in Brisbane.
Her badly-decomposed body was found in her Corparoo flat in south Brisbane in January, 1997.
Police officers originally believed that Mrs Chan had committed suicide, but a pathologist carrying out a post-mortem examination later discovered that she had been injected with 200mgs of morphine.
The student had lodged a complaint against McGrane with the Australian Health Rights Commission two months earlier.
She informed an HRC investigator that the GP had given her an injection and she lost consciousness for 15 hours.
Although Mrs Chan never made a formal complaint to the surgery, McGrane was visited by the HRC in December, 1996, one month before her murder. Two former patients also complained about McGrane allegedly drugging and sexually assaulting them during appointments at his Brisbane surgery.
One of the women had sought treatment for back pain, the other for a migraine.
Both claim they were injected and then assaulted.
McGrane was struck off the register in August, 1999, after six women made complaints, because of concerns about his conduct.
A jury took less than seven hours to find McGrane guilty of murdering Mrs Chan, also known as Jessica.
Last night, McGrane's lawyers said the 39-year-old planned to launch an appeal against his conviction.
Lawyer Terry O'Gorman said that claims made by the two women that they were sexually assaulted should never have gone before the jury, and claimed that the evidence was "hearsay on top of hearsay".
He said yesterday: "It was wrong to admit allegations of sexual interference by two other patients when the deceased herself never complained of sexual interference.
"In a dubious circumstantial case, the admissions of those two witnesses have resulted in a miscarriage of justice."
McGrane's mother, Mary McGrane, from Clare Road, Bootle, flew to Australia to give evidence in defence of her son earlier this month.
McGrane worked in neurosurgery and anaesthetics during his time in Britain, working at hospitals in North Wales and Blackpool.
While working in Blackpool, he trained in orthopaedics and spinal manipulative therapy.
The Brisbane court was told that McGrane worked in a hospital in Iraq just before the 1990 Gulf War, before moving to Australia in 1989.______________________________________________________________________________


text:
package org.alljoyn.ns.transport;

import org.alljoyn.bus.annotation.Position;
import org.alljoyn.ns.RichAudioUrl;

/*
 * The utility class used to wrap RichAudioUrl object into format of TransportRichAudioUrl that
 * is sent over AJ network
 */
public class TransportRichAudioUrl {

	/**
	 * Url language
	 */
	@Position(0)
	public String language;

	/**
	 * Message url
	 */
	@Position(1)
	public String url;

	/**
	 * Constructor
	 */
	public TransportRichAudioUrl() {}

	/**
	 * Constructor
	 * @param language
	 * @param url
	 */
	public TransportRichAudioUrl(String language, String url) {
		this.language = language;
		this.url      = url;
	}

	/**
	 * Creates object of TransportRichAudioUrl from RichAudioUrl object
	 * @param richAudioUrl reference to TransportRichAudioUrl object
	 * @return TransportRichAudioUrl
	 */
	public static TransportRichAudioUrl buildInstance(RichAudioUrl richAudioUrl) {
		return new TransportRichAudioUrl(richAudioUrl.getLanguage(),
		     							 richAudioUrl.getUrl()
		);
	}//buildInstance

}


We've settled into a somewhat regular routine over the last ten days in Grenada. Once we're sufficiently awake, we head out for a walk to get a little exercise and burn a few calories. We usually walk 2.5-3 miles each morning, although on one morning we walked for over 5.5 miles. Cindy's knee is holding up great! She wouldn't have been able to do that before her knee replacement.
These trees have got to be among the most beautiful on earth!
Mmmm… The Chocolate Store in St. George's.
A fellow-cruiser told us we had to have these chocolate shakes at the chocolate store (made with coconut milk). They were wonderful!
We return from our walk, have brunch, do a few boat chores and take care of a variety of practical matters. Then, around 3 p.m., we walk up to the pool for a brief respite from the tropical heat. Afterwards, we'll have dinner and hang out on board for the evening. We've met some new friends and enjoyed hanging out with them.
An evening out at the Dodgy Dock on True Blue Bay with fellow cruisers.
Joanie and Eric, with their visiting daughter, Mackenzie.
Among the boat chores we've checked off our to-do-list: We purchased a 2 x 10, ten-foot-long plank to make exiting and entering Beatitude from the quay a little easier. We've removed and re-embedded a leaky hatch (so far, it seems to have stopped the leak). We've caulked a couple of more until we can get replacement seals for the hatches. We've re-drilled and re-screwed some stripped and loose screws on both the interior and exterior of the boat. And, most importantly, we've arranged for several other tasks to be accomplished. I've contacted the Garmin folks and have high hopes that perhaps our non-functioning electronics will be fixed. We've ordered a new mainsail (our present one has seen its better days and has had numerous patches and repairs in the past). We've had a mechanic look at the sail-drive oil leak and have scheduled a time for Beatitude to be hauled out for sail-drive maintenance and seal replacement when we return. We've ordered a hatch to replace one which is irreparable. We've ordered an upgraded windlass. When we almost doubled our anchor size, we hoped the windlass would be up to the task. But, almost every time we raise anchor, the windlass overheats and trips the breaker (sometimes more than once.) So, we're getting a more powerful windlass to handle the increased loads. We've also arranged for our saloon and cockpit tables to be refurbished. Nine years of salt and sun have taken their toll on them.
Dalí is our "car", or in this case, our "truck." We are hauling lumber back to Beatitude from Hubbard's Lumber Yard on the Carenage.
Cindy, preparing the hatch to be reinstalled.
This afternoon, we are boarding planes at the Maurice Bishop International Airport, located just a few miles from the marina, for our flights back to the United States. I'll be flying to Maine to work, while Cindy flies to Ohio to visit family. We've had the past six weeks to cruise from St. Martin all the way down the West Indies to Grenada. We've had some great experiences along the way. Our vessel is now south of the main hurricane belt for the summer. We'll leave it for a couple of weeks before returning later this month to spend more time exploring the spice isle, a.k.a., Grenada.
I am SUPER excited to see the plank!!!!
The plank is SUPER excited to see you!
So happy you two are really "enjoying life" ….to the fullest!
That was a good solution though. Everything looks so bright and colorful! So excited you guys will be coming to visit!! Love you guys!


Islamic Relief USA, a Washington, D.C.-area relief and development organization, today announced that it has increased its fundraising goal for the Pakistan flood victims to 2 million dollars due to the worsening conditions in the region.
"As the numbers of those affected by these floods increase, so too must the amount we raise to help those in need," said Abed Ayoub, CEO of Islamic Relief USA. "Time is of the essence here. More lives will be lost if we don't immediately help provide the basics for their survival. We ask everyone to please donate now."
Islamic Relief has been working in Pakistan and the Pakistani-administered regions of Kashmir for nearly two decades. In 2005, Islamic Relief helped raise more than $70 million in aid for the victims of the deadly earthquake in northern Pakistan.
Note: Islamic Relief USA's CFC (Combined Federal Campaign) number is 10194.


I already created a meta data node and used its iteration number included the file name output in a rop node (inside the loop) but it seems it always record the first input result.
Can you post a hip file?
@Andrea, I am using that network inside a digital asset, can I use wedge method inside an HDA ?
I have never tried so don't quote me on this but you should be able to do it. You can put down a "render node network" inside of your HDA and then create the wedge node inside of this one.


text:
TSJ TV
TSJ Live
TTA Newsletter
Davide Colli appointed COO of Ceramiche Piemme
At Cersaie, Davide Colli was unveiled as the new Chief Operating Officer of Ceramiche Piemme. He joined the Fiorano Modenese-based company in July from the Concorde Group. Born in Reggio Emilia in 1972, Colli holds a degree in business administration, a master's degree in Foreign Trade and International Marketing, and his career path shows a true vocation for sales and international markets. In his previous role as European Key Account Executive, he developed brand awareness and contributed to the growth of sales throughout Europe and in key markets such as Eastern Europe and the Middle East.
"I accepted this new challenge at Ceramiche Piemme with great enthusiasm and I would like to thank President Carla Vacchi who, together with her sons Sergio and Giovanni, offered me this opportunity," says Colli. "Since 2015, the company has shown the entire ceramic industry that it knows how to implement a serious recovery plan, resuming a path of important growth both in terms of image and company solidity."
Since 2016, the company has increased its production by 500,000 sq. metres per annum, to reach the current annual capacity of 7.7 million sq. metres, following significant investment in research and digital printing technology.
"The path of growth we have undertaken makes us very proud and confident in the future," notes Carla Vacchi, President. "Davide Colli will be able to make an important contribution, especially to commercial and marketing strategies to implement brand sales and achieve the objectives we set ourselves three years ago."
The company has two brands, Ceramiche Piemme - dedicated to the world of design and made for a residential and commercial market - and Valentino by Ceramiche Piemme. The latter is a refined and stylish high-end brand that should help open up new distribution channels in addition to the traditional sales network.
More at: www.ceramichepiemme.it
Lemmy proves a popular choice
Lemmy by Mirage has won a 2019 Architizer A+Award in the Finishes – Flooring category. This contemporary metal-effect collection, that...
Coverings 2020 cancelled as the impact of Coronavirus spreads
Coverings 2020, the largest international tile and stone exhibition and conference in North America, scheduled to take place 20th to...
Ancora supplies large slab finishing machines to Ceramicas Lourdes
Argentinian tile producer Ceramicas Lourdes, based at Burzaco, Buenos Aires, has commissioned Ancora to supply a complete finishing plant for...


text:
Scouting Report - Week 4
Bills Insider/One Bills Live co-host
Top 3 Individual Matchups
1 – Colin Brown vs. Haloti Ngata – **After playing the edge defensive tackle position the past couple of seasons, Ngata is back inside at the nose. He still demands double team attention so Eric Wood will need to assist his left guard, much like Houston did against Ngata last week.
2 – Cordy Glenn vs. Terrell Suggs –Buffalo's blind side protector has been pretty solid thus far this season, but he faces a premier pass rusher in Suggs. The veteran pass rusher has become a bit of a one-dimensional player, who focuses almost solely on getting to the quarterback.
3 – Aaron Williams vs. Torrey Smith –Baltimore's deep threat will be utilized a handful of times down the field after the Bills showed their susceptibility to long pass plays last week. Williams is expected to draw this assignment most of the time with Leodis McKelvin (hamstring) a big question mark for Sunday.
Bills Top 2 Advantages
Good advantage – Run game –Buffalo's run game hasn't been very consistent, but it's been markedly better than Baltimore's. The Bills are averaging 135 yards per game on the ground (4.4 avg.) while the Ravens are mustering a bit more than half that total per game (77.3) as they average just 2.6 yards per carry.
Best advantage – First down offense –Despite the struggles in the run game of late, Buffalo ranks fifth in the AFC in yards per play on first down (5.27). That number could help create more manageable situations on third down, especially knowing that Baltimore is 26th in the league in yards allowed on first down (6.1).
Bills Number 1 Must
Win on third down –Buffalo has to win more on third down on both sides of the ball. They rank 27th in third down defense, allowing conversions 46 percent of the time. On offense they rank 28th in third down conversions managing just a 31 percent success rate.
Buffalo's defense appears to have the tougher task this Sunday. No other offense in the NFL has more third down conversions than Baltimore (24). In addition there is only one other NFL defense (Cleveland - 24) that has given up more third down conversions than Buffalo (23)
Scouting Eye
Book end pass rushersThe Ravens lost pass rusher Paul Kruger to Cleveland in free agency this offseason, but may have upgraded in the end landing Elvis Dumervil following a contract snafu in Denver. Teamed with Terrell Suggs on the other side, the two have been disruptive through the first three weeks of the season.
The pair has combined for five sacks, nine quarterback hits and 19 quarterback hurries. It's a true pick your poison combination for opponents. According to ProFootballFocus they currently rank third and fifth in the league among 3-4 outside linebackers.
Valuable veteranReplacing Ray Lewis was thought to be a daunting task for Ravens GM Ozzie Newsome. It wasn't. He plucked veteran MLB Daryl Smith out of free agency and the 10-year stalwart has been ultra-productive in the middle of the Baltimore defense. Leading the team with 25 tackles, Smith has also contributed 1.5 sacks, five pass breakups and last week ignited the team with a 37-yard interception return for a touchdown.
Touchdowns prohibitedIn Week 1 it appeared that the Ravens defense was not going to be the same after the loss of several veteran performers in the offseason when they surrendered seven touchdowns to Denver. Since then Baltimore has not allowed anyone in the end zone. The Ravens held Cleveland and Houston to field goals in a 14-6 and a 30-9 victory the past two weeks.
Taking their stingy defense a step further, Baltimore has yet to allow a rushing touchdown this season.
Offense still adjustingMost outside observers thought it would be Baltimore's defense that would be going through the greatest period of adjustment early this season after all of their player losses on that side of the ball. Through the first three games it's been the offense that has struggled to get out of the gate. With the trade of WR Anquan Boldin, the season-ending injury to TE Dennis Pitta, the Week 1 injury to WR Jacoby Jones and the Week 2 injury to RB Ray Rice, the Ravens offense has struggled.
Baltimore's offense is ranked 30th in the league and their average yards per carry mark of 2.6 ranks 31st in the NFL. Outside of Torrey Smith, Joe Flacco is trying to get in sync with new faces like Marlon Brown, Dallas Clark and returning vet Brandon Stokley.
Touchback TuckerThe Bills have faced a heavy dose of strong legged kickers the first three weeks. It's prevented their kick returners from having much of an impact on field position. Ravens kicker Justin Tucker will be no different. Tucker has fared pretty well on kickoffs this season as he currently has the third-most touchbacks this season (12). His touchback percentage (75%) also ranks sixth in the NFL.
Beat you in SeptemberUnder head coach John Harbaugh, the Ravens have been one of the most successful NFL clubs in September. Baltimore has the league's best record in the first month of the regular season since 2008 compiling a record of 14-5 for a .737 winning percentage. Over that span the Ravens have averaged 25.7 points per game while giving up just a shade over 17 (17.1).
Buffalo Chips
Quote of the Week"The thing about this game is you've got to move on and I think my teammates and especially coaches they've really been pushing me to move on. This game is about making plays when you look at it. The more opportunities you get, the more times you get thrown at, the more opportunities to make a play so you've got to accept the challenge."
Bills CB Justin Rogers
Stat of the WeekThe Bills lead the league in goal-to-go defense. Buffalo has allowed opponents just one touchdown in four goal-to-go situations this season for a touchdown efficiency of just 25 percent.
Milestones in reachScott Chandler needs six receptions for 100 in his career.
Fred Jackson needs 46 rushing yards to surpass Joe Cribbs (4,445) for third in team history.
Manny Lawson will play in the 100th game of his NFL career Sunday.
Final NoteFred Jackson is fifth in the AFC in total yards from scrimmage with 282.


Rich Robinson and Marc Ford (above right) were the Black Crowes' Ronnie and Keith during the peak of the band's historic run. Back together in the newly formed The Magpie Salute, Robinson and Ford remain a two-guitar snarling attack that grooves hard with tube-driven tone and show us their wares before a gig at Nashville's Marathon Music Works.
Robinson's beloved 1968 Gibson Les Paul goldtop was nearly destroyed in Hurricane Sandy. Now totally restored thanks to the loving people at RS Guitarworks, Robinson maintains that the guitar sounds better than ever. This guitar is strung with D'Addario EXL 140 (.010–.052) strings.
Also in the Gibson family is this '62 reissue SG that was relic'ed by Carbonetti Guitars in Brooklyn.
For something dark and hollow, Robinson goes with his Gretsch Black Falcon that is outfitted with TV Jones Classic pickups, and again, relic'd by Carbonetti Guitars.
Here is Robinson's Gretsch White Falcon, that was custom built by Stephen Stern and outfitted with TV Jones Classic pickups.
Robinson goes with a dual-amp configuration. On the left is his Reason SM25 combo with an Eminence Red Coat Driver 12" speaker. That pairs with a handwired Vox AC30 head that drives a 2x12 cab loaded with 12" Celestion Alnico Blue speakers. Between the two amps are a pair of Fulltone Tube Tape Echo units and a Van Amps Reverbamate.
Robinson's pedalboard was built by XAct Tone Solutions in Nashville and is centered around an RJM Mastermind GT MIDI foot controller. His board also houses a vintage Guyatone Flip Tremolo, custom RS Guitarworks RR Boost, Way Huge Swollen Pickle, Way Huge Red Llama, Zue Engineering On Timer, Lehle Little Dual, Fulltone Clyde wah, Lehle Mono Volume Pedal, Strymon Lex, and a Boss TU-3W Chromatic Tuner. Off to the left of the board is a Reddi Tube DI.
Ford spends the majority of the set on his two Asher guitars. Here is his Asher Electro-Sonic goldtop. The string-through-body design sports Novak pickups, CTS pots, Emerson Bumblebee tone caps, and a TonePros bridge.
Next up is this Asher Marc Ford signature model with Arcane Sweet-90 pickups, Hipshot locking tuners, and a 1-piece mahogany body. Both of these guitars are strung with D'Addario (.010–.013–.015–.026–.032–.038) strings.
Ford runs two Satellite Amps (a Cuda and an Elmer). Here's the Elmer sitting atop a cabinet loaded with Celestion speakers.
Ford's board starts with an Analog Man Sun Lion, which is a combination of the Sun Face on the right and Beano boost on the left. From there, the signal hits an Analog Man Looper that feeds a signal to a D'Addario Chromatic Pedal Tuner, MXR Phase 45, and an Analog Man ARDX20 Dual Analog Delay. Out of the looper, the signal hits a Satellite White Amplifier Emulator and a Fogcutter. The board is powered by an MXR ISO Brick.
And near the amp lives a VanAmps Reverbamate.
Thanks, Doug "Red" Redler, guitar tech and author of Guitarist's Guide to Maintenance and Repair.
Click to enter for you chance to win a Way Huge Swollen Pickle and Red Llama like on Rich Robinson's board.


The Chilton Cantelo School Fire Brigade was brought in to being in 1964. Initially an elderly land rover was purchased and a wartime trailer pump was acquired thanks to the Somerset Fire Brigade. Considerable work was done to adapt the land rover to carry a water tank, powered pump and a ladder and this was undertaken by pupils. Later the equipment and the Fire Brigade were the subject of a television programme. In 1967 the county fire service offered the school a Rolls Dennis F12 major appliance to which was added the necessary ancillary equipment and supply of hoses and a 60 foot wheeled escape was purchased from Hereford county. In the same year the 'Sapeurs Pompier' of the city of Caen (Normandy) invited the school fire brigade, complete with appliance, to spend a working week with them at their barracks. While there the school fire brigade attended fourteen operational incidents and gave demonstrations to French press and television.
A purpose-built fire station was opened by the county chief fire officer in May 1972. Subsequently the school has supplied fire cover for a number of car trials, races, hill climbs, autocrosses and similar and has again been the subject of considerable television coverage. The girls were admitted as full members of the fire fighting team and accompanied them on visits to Bristol airport, R.N.A.S. Yeovilton, etc.


text:
/**
 * Simplified implementation of remark-attr that allows custom attributes on
 * nodes *inline* via the following syntax: {#some-id key="value"}. Extracting
 * them inline is slightly hackier (at least in this implementation), but it
 * makes the resulting markup valid and compatible with formatters like
 * Prettier, which do not allow additional content right below headlines.
 * Based on: https://github.com/arobase-che/remark-attr
 */

const visit = require('unist-util-visit')
const parseAttr = require('md-attr-parser')

const defaultOptions = {
    elements: ['heading', 'link'],
}

function remarkCustomAttrs(userOptions = {}) {
    const options = Object.assign({}, defaultOptions, userOptions)
    function transformer(tree) {
        visit(tree, null, node => {
            if (options.elements.includes(node.type)) {
                if (
                    node.children &&
                    node.children.length &&
                    node.children[0].type === 'text' &&
                    node.children[0].value
                ) {
                    if (node.children.length > 1 && node.children.every(el => el.type === 'text')) {
                        // If headlines contain escaped characters, e.g.
                        // Doc.\_\_init\_\_, it will be split into several nodes
                        const mergedText = node.children.map(el => el.value).join('')
                        node.children[0].value = mergedText
                        node.children = [node.children[0]]
                    }
                    const parsed = node.children[0].value.split(/\{(.*?)\}/)
                    if (parsed.length >= 2 && parsed[1]) {
                        const text = parsed[0].trim()
                        const { prop } = parseAttr(parsed[1])
                        const data = node.data || (node.data = {})
                        const hProps = data.hProperties || (data.hProperties = {})
                        node.data.hProperties = Object.assign({}, hProps, prop)
                        node.children[0].value = text
                    }
                }
            }
        })
        return tree
    }
    return transformer
}

module.exports = remarkCustomAttrs


We will visit the Houseboat and Costume musea in Amsterdam. The Costume or Klederdracht museum has a special exhibition "Contemporary Fashion" showing how modern designers such as Viktor&Rolf and Bas Kosters get their inspiration from traditional costumes. Entrance to Houseboat Museum is 4.50 euros or 3.50 with museumkaart. Klederdracht museum is 10.00 euros or free with museumkaart.