text:
Q: Android Retrofit POST ArrayList Trying to send List<String> to server and have Bad Request Error.
public interface PostReviewApi {
        @FormUrlEncoded
        @POST("/")
        void addReview(@Field("review[place_id]") int placeId, @Field("review[content]") String review,
                       @Field("review[rating]") float rating, @Field("review[tag_list]") List<String> tagsList, Callback<ReviewEntity> callback);
    }

...
    postApi.addReview(mRestaurantId, reviewText, (float) mRating, tagsList, new Callback<ReviewEntity>() {
                @Override
                public void success(ReviewEntity reviewEntity, Response response) {
                }

                @Override
                public void failure(RetrofitError error) {
                }
            });
        }

Make @Field("review[tag_list[]]") doesn't help either

A: Try using @Body annotation instead of @Field and passing a single ReviewBody object.
class ReviewBody {

    public Review review;

    public ReviewBody(int placeId, float rating, String content, List<String> tagList) {
        review = new Review(placeId, rating, content, tagList);
    }

    public class Review {
        @SerializedName("place_id")
        public int placeId;
        public float rating;
        public String content;
        @SerializedName("tag_list")
        public List<String> tagList;

        public Review(int placeId, float rating, String content, List<String> tagList) {
            this.placeId = placeId;
            this.rating = rating;
            this.content = content;
            this.tagList = tagList;
        }
    }
}

@POST("/")
void addReview(@Body ReviewBody body, Callback<ReviewEntity> callback);

(without @FormUrlEncoded)

A: @Field annotations is used for form-encoded request. Egs,
 @FormUrlEncoded
 @POST("/")
 Call<ResponseBody> example(
     @Field("name") String name,
     @Field("occupation") String occupation);

Calling with foo.example("Bob Smith", "President") yields a request body of name=Bob+Smith&occupation=President.

However you wont be able to send ArrayList tagList using @Field annotation.
Instead create a Config class and annotate the class variables as @SerializedName ("XYZ") followed by variable name to enable serialization of Array List in Retrofit. Please find the below code for reference,
  public class Hotels {

  private @SerializedName("place_id") int mRestaurantId;
  private @SerializedName("content") String review;
  private @SerializedName("rating") float rating;
  private @SerializedName("tag_list") List<String> tagsList;

  public int getmRestaurantId() {
    return mRestaurantId;
  }

  public void setmRestaurantId(int mRestaurantId) {
    this.mRestaurantId = mRestaurantId;
  }

  public String getReview() {
    return review;
  }

  public void setReview(String review) {
    this.review = review;
  }

  public float getRating() {
    return rating;
  }

  public void setRating(float rating) {
    this.rating = rating;
  }

  public List<String> getTagsList() {
    return tagsList;
  }

  public void setTagsList(List<String> tagsList) {
    this.tagsList = tagsList;
  }

Further you can define your interface as follows,
@POST("/") Call<ReviewEntity> addReview(@Body Hotels hotels);

Hope this might help in future prospects

A: In the case of Multipart:
@Part("item_ids[]") items : List<Int>

Full Example:
Assuming in registeration you want to (send user data - upload image and list of any)
@Multipart
@POST(REGISTER_LINK)
suspend fun register(
    @PartMap partMap: MutableMap<String, RequestBody>, // (name, email..etc)
    @Part file: MultipartBody.Part?, // image file
    @Part("item_ids[]") listOf: List<Int> // list of
): NetworkResponse<>


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Undisputedly, the family is the pillar of an individual's life. No matter the level or rate of suffering, the family always tries to get the best and complete protection against all odds in the uncertainty of life. If one pillar gets attacked by some health problem, then living in the family is all upside down. That is why the family will always be prepared to fight against the entire odd situation for the health of its members. For the sake of the family, one can decide to spend treasures of life on his/her family, but how about the future? This is where one decides to buy a Family Health Insurance Policy. Buying individual covers for each and every member of the family need more money invested and one have to file the premium for every one differently. But in family Health Insurance Policy, the premium amount is less, it leads to money saving and also ensures family safety.
A Family Health Insurance Policy covers all the members of the family against numerous disease and illness. The Family Health Insurance Policy is also called the Family Floater policy and in it, the fixed sum is insured which provide a cover for the complete family. The premium amount of the Family Health Insurance Policy is lower as compared to other insurance plans. Anyone who ages 18years to 65 years and resides in India(for instance) can choose to buy a Family Health Insurance Policy. Family Health Insurance Policy covers up to 15 relationships, in general, that is to protect the complete family.
In the age of technology no one has time for slow life and even in the terms of the Insurance Policy, no one can afford to visit door to door of the insurance providing companies as they are so many in number that it is not easy to check them online.
The Family Health Insurance Policy covers The Cost of drugs and medicines of the policyholder.
Any type of organ donation expenses for the policyholder is covered under the Family Health Insurance Policy.
Some insurance companies also cover some of the critical illnesses, but it is not necessary. For instance – Tata AIG Wellsurance Family Insurance cover 11 critical diseases.
A free look period of 15 days is offered to the policyholder from the date he or she get the receipt of the policy so that the client can take his or her time to review the terms and conditions of the policy one tend to buy. If the policyholder is having some doubts and there is a case of dissatisfaction, policyholder wants to cancel the policy he or she buy then the insurance company will offer the refund of the premium amount that is paid. But no free look cancellation policy is applicable if the policyholder wants that at the time of renewal.
Heartbeat Health Insurance Plan by Max Bupa: This plan cover one of the unique features of the insurance policy and that is it covers the inbuilt maternity and it provides a cover for the newborn children. There is no upper or lower age group for availing the benefit of the Family Health Insurance.
Wellsurance Family Insurance plan By Tata AIG: It is a family coverage plan and it comes in three different variants to choose from such as Classic Plans, Supreme Plans, and the Elite Plans. The best part is, this plan provides a facility of double claim to the policyholder. That means if the policyholder has filed any claim in the other health insurance policy, even when he or she can file one more claim.
Family Health Optima Insurance Plan by Star Health: It Provides a safety cover with the facility of lifelong renewability to the Policyholder. It even covers the Pre and posts hospitalization expenses of the client.
Family Floater Mediclaim Policy by New India Assurance: This cover the dependent children of the family and the old people from age 3 months to 60 years under different policy plans and covers.
Smart Health Insurance by SBI General Insurance: It covers the hospitalization expense of the policyholder that cover the room expense, hospitalization fees, doctor consultation fees from age 3 months to 65 years.
Family insurance members can also add some new member of the family like the newly wedded spouse in the Family Health Insurance Policy very easily, just by informing the insurer. Family insurance will provide a vast umbrella that is enough to save and secure the family in the heavy rains.


Sopan, A., Plaisant, C., Powsner, S., Shneiderman, B.
Wrong patient selection errors are a major issue for patient safety; from ordering medication to performing surgery, the stakes are high. Widespread adoption of Electronic Health Record (EHR) and Computerized Provider Order Entry (CPOE) systems makes patient selection using a computer screen a frequent task for clinicians. Careful design of the user interface can help mitigate the problem by helping providers recall their patients' identities, accurately select their names, and spot errors before orders are submitted. We propose a catalog of twenty seven distinct user interface techniques, organized according to a task analysis. An associated video demonstrates eighteen of those techniques. HER designers who consider a wider range of human-computer interaction techniques could reduce selection errors, but verification of efficacy is still needed.


A: Very! I've been a full time wedding photographer for over 10 years and have photographed hundreds of weddings. We've photographed at many of Houston's finest venues. Everything in nature from Catholic churches, Downtown ballrooms, all inclusive venues, backyards, beaches, chapels, barns and country clubs just to name a few.
Q: Are you just one of those natural light photographers?
No! Our experience far surpasses natural light settings. We have been professionally trained in OCF (Off Camera Flash) and are very comfortable in all types of lighting scenarios. Dimly lit churches with a lot of photography restrictions or candle-lit ballrooms don't get us in a frenzy. In fact, the ever changing environments is one of the aspects of our job that we love most.
A: We are digital photographers and shoot with Canon 5D Mark IV cameras, top of the line Canon L series lenses, and we always carry back-up equipment.
A: Absolutely! We will travel anywhere! No place is too far!
Q: How many people work with you at a wedding?
A: I always bring a second photographer. I prefer the additional perspective. Sometimes an assistant will come along to make 3 of us.
Q: How many images do you usually take at the wedding?
Q: Do I own the copyright to my pictures?
A: Sarah Ainsworth Photography holds the copyright to all images taken. Along with the USB of your images you will receive a signed "Rights to Print" form that gives you permission for personal use, such as making prints, posting on your Facebook, etc. This release is specific to the bride and groom alone and it cannot be transferred or sold to anyone else.
Q: How long will it take to get my digital images from my wedding or portrait session?
A: About 4-6 weeks for weddings and 3 weeks for portrait sessions.
Q: How long will it take to get my prints once I've placed my print order?
A: I photographed my first wedding in 2007 and have loved it ever since. I fall more in love with my job after each wedding I shoot. I have always loved the excitement of the day and the beauty in all the details.
Q: What should we wear for our engagement session?
A: Be yourself! Everyone has their own unique style and personality. If you want, bring a few things and we'll try out more than one outfit. Just remember to mix it up; don't bring all formal clothes. Throw in a casual outfit as well. Try not to match exactly and be careful to not clash with your colors or patterns. Layers and texture are always a good idea! Accessories, colorful jewelry and some high heels can add some fun flare to your shoot. And please, by all means don't be afraid of COLOR! There's nothing like vivid color and rich texture! Please be sure to avoid large logos or text. You are more than welcome to bring props as well. Bring anything from bubbles, to vintage furniture, fun sunglasses, your family pet, a bike for two, balloons, sparklers, hula hoops, playing cards, really whatever you think would be fun or something that is unique to you. We will get amazing shots with or without props so don't worry if props aren't your thing. Feel free to browse engagement sessions on my blog for ideas on what to wear.
Q: Where should we have our session?
A: I am more than happy to take you to a few of my favorite spots; however, if you have a place that is special to you or just a cool place you spotted, I am always up for something new. I will have you fill out a questionnaire about your style and personality that will help us in deciding what location would be best for you.


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A data switch is charged with the job of connecting smaller segments of a single network into a connected whole. It transfers data across a network segment using MAC addresses for reference. Data switches are extensively used in Ethernet local area networks. A data switch operates on the Data Link Layer of the OSI (Open Systems Interconnection) model. This means that data switches are fairly smarter than hubs, as they can route data on a dynamic level. If the information is destined for a certain computer, the data switch will only send the data to this computer. This addresses our collision problem as switches use what is called micro-segmentation, which will be elaborated later in this article.
Hub is a network device which controls the number of switches and router for the whole network. A hub is a "dumb" device in that it broadcasts whatever it hears on the input port to all the output ports. The good thing about "dumb" devices is that they don't need much configuration or maintenance. But this leads to collisions between data packets and a general degrading of network quality. If you have a hub set up between your router and the rest of your network, you're setting yourself up for a huge headache. A hub looks just like a switch but works differently on the inside. You connect devices to a hub using Ethernet cable and any signal sent from a device to the hub is simply repeated out on all other ports connected to the hub.
A data switch vs hub? How do they differ from each other? Hubs are considered Layer 1 (Physical Layer) devices whereas data switches are put into Layer 2 (Data Link Layer). This is where hubs and switches mainly differ. The Data Link layer of the OSI model deals with MAC addresses and switches look at MAC addresses when they process an incoming frame on a port.
manage the connections between the input port and the output ports, so you won't run into the collision problem or any of the other issues that plague hubs. As you can see below, there are multiple collision domains or segments for the switch network. If computer A and computer B sent data to each other at the same time, you would have a collision. Computer A and computer C or D, however, will not experience a collision in the process. In comparison, for a hub network, there is just one collision domain, which means that if one computer transmits data, it would be interrupted by any of the other computers in the network. Thus, the more devices you connect to the hub, the more collisions there will be in the whole network. The following figure illustrates a data switch vs hub in collision domains.
A data switch vs hub, which one should you choose for a home network? If you purchased the device in question within the last few years, the chance is almost zero that it's a hub. Historically, switches were expensive and hubs were cheap, but advances in technology have made switches so cheap that they don't even bother making hubs anymore. Thus, nowadays data switches are higher-performance alternatives to hubs in a home network.


Recently, the United States Department of Education, Office of Special Education and Rehabilitative Services, in response to a letter of inquiry, issued informal guidance related to the applicability of LRE requirements under IDEA to transition work placements.
Is the IEP Team required to include work placement in a transition-aged student's IEP?
Is the IEP Team required to provide parents with "notice of placement" when determining a student's work placement?
Can segregated work be considered an appropriate outcome, particularly with appropriate assessment in a LRE before such a placement occurs?
Is the LEA required to provide supplemental aids and services to allow the student to participate in the least restrictive work placement possible?
How must LRE work placements be monitored?
Are states required to consider a student's work placement when they report the number of students participating in regular education?
You may review the entire document by viewing the attachment below.


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MiJia 360° Spherical Panoramic Camera turned out to be quite impressive. Being such a comparatively small device (78×67.4×24mm), it ships with a powerful Ambarella A12 processor and two 16MP Sony IMX206 cameras with a 190-degree viewing area.
Each camera shoots 3200×1800 photos, 2456×1728 videos at 30fps as well as 2304×1152 at 60 fps. The chassis offers protection from dust and short water submersion, which significantly improves its versatility of use. The camera also comes with a built-in 6 axis gyroscope that works amazingly good!
In addition to that MiJia 360° Spherical Panoramic Camera is equipped with a 1600mAh battery and has a memory card slot. Here is how the device is packed.
To squeeze more functionality out of the camera, you need to download the Mi Sphere app to your smartphone using the QR code and then synch the device via Wi-Fi.
If you combine the resolution of two cameras, you get the 7K quality picture!
The full MiJia 360° Spherical Panoramic Camera review is in the making. We will update this article with the link to that very soon.


text:
Omarosa is leaving the White House, bye girl bye
Filed under Opinion at Dec 2017
Leona Allen, Editorial Board Member
Connect with Leona Allen
Anyone gonna miss Omarosa Manigault Newman's presence at the White House?
According to the official word, the former Apprentice and Celebrity Apprentice contestant, resigned her position as an aide for President Donald Trump on Wednesday. But American Urban Radio reporter April Ryan said on CNN that White House Chief of Staff Gen. John Kelly had had it with Newman's antics and that she was "physically dragged and escorted off the campus" in an ugly showdown.
Ryan reported Newman - better known as Omarosa - had recently spoken to Kelly and that she was vulgar, cursing, very animated" as they negotiated the terms of her departure next month.
Okay the White House still contends Omarosa signed a resignation letter. But Gen Kelly Kicked her out will high drama with the Minister offering vulgarities and curse words as she was escorted out of the building and off campus
— AprilDRyan (@AprilDRyan) December 13, 2017
Oh the drama. No surprise. Drama somehow always follows Omarosa.
If you're like me, you're wondering what took so long and what the heck did Omarosa do anyway?
This is a woman who placed a higher priority on promoting herself than doing anything meaningful for others. She had the nerve to accuse the Congressional Black Caucus of "showboating" after it refused a meeting with Trump, but signed her name on an invitation "the Honorable Omarosa Manigault."
Omarosa to leave White House on anniversary of Trump's inauguration
Her official title was White House director of communications for the Office of Public Liaison. But as far as anyone can tell, her main skill was ticking off anyone who came in contact with her - whether they were her White House colleagues or a whole slew of black folks.
She was an embarrassment to women of color, to anyone really, who worked hard to achieve things in life, and cared about using their positions for good.
Omarosa was widely viewed as a Trump tool. Many saw her as shallow window dressing to show his supposed care and concern for the black community. On the campaign trail, she was actually named Director of African-American Outreach.
Her qualification for being a senior White House staffer was that she was a villain and reality star on a Trump TV show. Omarosa was the best Trump could do? She became a running joke.
What an opportunist. Who else would reportedly bring her 39-person bridal party to the White House for an "extended" photo shoot.
More important, she was in the inner circle of the most powerful man in the world and she did nothing positive with it.
As a friend succinctly put it: "She had many opportunities to do right by women, blacks, poor people and humanity and has never risen to the challenge." She was too caught up in shallow selfishness and her appetite for fame and drama to be of use to anyone.
This was on full display this summer when she was asked to be a part of a panel at the National Association of Black Journalists on police violence. She'd lost a father and a brother to violence in Ohio, after all. Instead of using her platform to comfort those who had lost family members to violence, she put on a disgraceful performance that dissolved into a screaming match.
She seemed bothered that veteran journalist Ed Gordon, moderating a panel on police violence, would ask her about the president's views of police violence.
To pour salt in the wounds, she's tried at every turn to convince us all that we should support Trump despite his boorish and outlandish behavior toward blacks, women and just about any other group in America. She "co-signed" on all his tomfoolery, another friend said.
Seems everyone had tired of Omarosa, even Trump.
Good riddance.

redpajama_set_name: RedPajamaCommonCrawl


text:
Сухопутні війська Австро-Угорщини (, ) — сухопутні війська, наземний компонент та найбільший вид Збройних сил Австро-Угорщини, який разом з Військово-морськими силами та Повітряними силами становили Збройні сили Австро-Угорщини.

Австро-угорські сухопутні війська складалися з:

Історія
Після Австро-Угорського угоди 1867 року на світ з'явилася, так звана, Троїста армія. У цьому виді вона проіснувала до розпаду Австро-Угорської імперії в 1918 році, після поразки дуалістичної монархії в Першій світовій війні. Сформована загальна «Імператорська і королівська Армія» () в основному була погано тренована і мала застаріле озброєння через те, що австрійська і угорська частини імперії часто воліли щедрому фінансуванню своїх формувань, замість того щоб однаково та рівномірно оснащувати усі три складові армії. Проте, імператорські і королівські підрозділи ( мали пріоритет у навчанні та доступі до нового обладнання над підрозділами ландверу та гонведу, саме тому останніх раніше вважали підрозділами другого сорту, призначеними діяти як «національна гвардія» Австрії та Угорщини, відповідно. Через низький престиж своїх підрозділів, найкращі офіцери ландверу та гонведу постійно просили і домагалися переведення до «імператорських і королівських» підрозділів. Крім того, підрозділи гонведу мали повну силу лише під час війни, коли переважна більшість вакансій була заповнена резервістами.

Єдине командування австро-угорськими військами було доручено імператорському уряду у Відні, хоча адміністрація Угорського королівства мала можливість мобілізувати гонвед самостійно, для цього було достатньо повноважень у парламенту Будапешта. Що стосується бюджетних питань, Австрія та Угорщина розподіляли витрати на «імператорські і королівські» частини пропорційно кількості офіцерів, які були «підпорядковані» кожному з двох королівств, що складали основу Імперії, враховуючи, що Австрія здійснювала свої панування над територіями італійської, словенської, чеської, польської та української національностей, тоді як Угорщина над словаками, хорватами та румунами. Широка етнічна та релігійна різноманітність Імперії відбилася на складі армії, де хоча офіцерський корпус складався переважно з католиків (майже 80 % офіцерів), існували також меншини протестантських офіцерів, православних християн і навіть євреїв.

Етнічна різноманітність була також помітна серед новобранців, оскільки, хоча більшість військ складалися з австрійців та угорців (як більшості етнічних груп Імперії), майже третину з них складали солдати та офіцери слов'янського походження (чехи, поляки, словенці, словаки та українці), тоді як 8 % складали румунські та італійські солдати.

Командування
Загальна армія, ландвер і гонвед підпорядковувалися Головному оперативну управлінню сухопутних військ. Артилерія сухопутних військ підпорядковувалася Оперативному управлінні артилерії сухопутних військ. Управління належали до Генерального штабу Збройних сил Австро-Угорщини ().

Склад та структура
У 1885 році Загальна армія складалася з трьох армій, однієї з п'ятьма армійськими корпусами і двох з чотирма, плюс 14 армійський гірський корпус для оборони Тіролю та 15 армійський корпус для захисту балканських провінцій (Далмація, Боснія і Герцеговина). Кожен корпус, за винятком 14-го, який складався з двох регулярних дивізій та територіального ополчення.

Одна армія, в мирний час, налічувала 36 піхотних дивізій. Зазвичай дивізія складалася з двох бригад по 2 полки кожна.

Кожен імператорський і королівський піхотний полк (всього їх було 102, з них 55 австрійських та 47 угорських) мав по 4 батальйони, кожен з чотирма ротами, рота складалася з 4-х взводів. В штаті мав в своєму складі 5 офіцерів, 10 унтер-офіцерів і 85 солдат, у мирний час більше 100 чоловік. Командував полком полковник (оберст); одним батальйоном командував підполковник (Оберштайтант) або старший (майор); одна рота перебувала під командуванням капітана (Гауптмана).

Австрійський ландвер нараховував 40 полків, а угорський гонвед 28 полків. Також були 33 мисливські (єгерські) батальйони та 6 гірсько-піхотних полків ландверу.

Кавалерія була розділена на бригади, кожна з яких була прикомандирована до армійському корпусу, до складу якого входили по два-три полки, та п'ять самостійних дивізій: загалом 21 бригада, проти 69 піхотинців. Полк був розділений на дві «дивізії», що в кавалерії еквівалентно групі з трьох ескадрилій з п'ятьма офіцерами, 20 унтер-офіцерами та 150 військовослужбовцями в кожному (на момент мобілізації в 1914 році сила кавалерійського загону зросла до 175 чоловік), в цілому 1175 чоловік на полк у мирний час та 1275 у воєнний час. Під час Першої світової війни 35 кавалерійських полків були оснащені та перетворені в піхотні.

Кавалерія:

 42 кавалерійські полки, з них 24 австрійських та 18 угорських, з них:
 15 драгунських полків;
 16 гусарських полків;
 11 уланських полків;
 Кіннота австрійського ландверу:
 6 уланських полків;
 1 дивізіон тірольських кінних стрільців;
 1 дивізіон далматинських кінних стрільців;
 Кіннота угорських гонведів:
 10 гусарських полків.
 10 кавалерійських корпусів:
 20 кавбригад;
 Добровольчий автомобільний корпус;
Імператорська і королівська артилерія мала таку ж структуру, що і ландвер та гонвед. Полки були закріплені за підрозділами армії, з іншого боку, коли їх прикомандирували до армійського корпусу, їх згрупували в бригади. Артилерійська бригада складалася з чотирьох польових артилерійських полків (дві польові гармати М.05/08 і одна польова гаубиця М.99/М.14 100 мм) і одна важка гаубиця. Бригадою командував генерал-майор (генерал-майор). У 1916 році артилерійські бригади були реорганізовані лише в три полки: один для польових гармат (Feldkanonen), один для польових гаубиць (Feldhaubitzen) і один для важких гаубиць (Schwere-feldhaubitzen). Кожному полку була призначена батарея зенітних гармат (Flieger-abwehr Batterie) і одна з мінометів (Minenwerfer). У 1918 році вони були знову реорганізовані з двома змішаними артилерійськими полками (гармати та гаубиці) та одним важким гаубичним полком, кожен з шести батареями.

Артилерія:

 42 польових гарматних полків (4-х батарейного складу, батареї по 6 гармат);
 8 кінно-артилерійських дивізіонів (3-батарейного складу, батареї по 4 гармати);
 6 гірських артилерійських полків (батареї по 4 гармати);
 14 польових гаубичних полків;
 Артилерія австрійського ландверу:
 16 гаубичних дивізіонів (2-х батарейного складу).

Структура Сухопутних військ станом на 1914 р.

Озброєння
Пістолети та револьвери:

 Rast & Gasser M1898;
 Roth-Steyr M1907;
 Steyr M1912;

Гвинтівки та карабіни:

 Гвинтівка Венцля;
 Гвинтівка Верндля;

 ;
 ;
 Mannlicher M1893;
 Mannlicher M1895;

Кулемети:

 ;
 Schwarzlose MG M.07/12;

Артилерія:

 37-мм гармата М.15
 ;

Збройні сили Австро-Угорщини
Сухопутні війська за державою минулого

Військові формування, засновані 1867
Історія Австро-Угорщини

redpajama_set_name: RedPajamaWikipedia


text:
Opinions and insights from Roythornes' Food and Drink team
How does Nestlé	bounce back after KitKat case?
AuthorLizzie Walters
The latest blow to Nestlé in its battle to trademark its KitKat product will perhaps come as little surprise to those of us within the legal profession; we've seen Nestlé and its bitter rival Cadbury lock horns numerous times in the past, but few have been so fraught and drawn out as this particular case.
After ten years of court battles, the European Court of Justice has upheld a ruling made by a lesser EU court in 2016 to deny a trademark on KitKat's "distinctive character" – or not, as was actually found – in all EU member states. This is proving to be one of the most significant problems of this case for the manufacturer, as although they have been able to provide justifiable evidence for the majority of these countries, no evidence had been provided for Belgium, Ireland, Greece and Portugal.
What has made this feud particularly interesting is the complexity of the trademarking issue, and simplest reason for this is that Nestlé is trying to claim ownership of a shape, the "four trapezoidal bars aligned on a rectangular base" (to which the KitKat has been referred), rather than a logo or other more specific intellectual property.
This case should serve as a timely reminder of the need to protect company assets from as early a stage as possible. The fact that similar products now exist in other markets across the EU member states have no doubt made it more difficult for Nestlé to prove that KitKat's shape is truly distinctive. Had they acted before copycat products had been released, it is probable the outcome would have been different.
However, like many organisations looking to protect its assets, Nestlé faced a typical chicken and egg scenario early on: KitKat could never have been considered distinctive before it became popular, so may not have been deemed worthy of seeking trademarking protection early in its lifecycle, but in order to demonstrate distinctiveness and uniqueness in the market, the manufacturer would have had to have dedicated significant and costly marketing power behind the brand, a risk which may not have paid off.
The case of KitKat is an example of how important it is to keep matters such as this under regular review. The fact that copycat products are now exploiting KitKat's brand loyalty with the consumer, will of course be of concern to Nestlé, and sales of the product, but the complacency that the manufacturer has shown having not applied for any sort of trademarking until 2002 – more than 60 years after the product was first on the shelves – has now left them in this difficult position.
Where Nestlé intends to go from here remains to be seen. An option it may wish to consider is applying for individual trademarks in each EU member state that it has been able to provide sufficient evidence for, rather than re-appeal the decision as a whole. However, this would come at a significant cost and the manufacturer will have to seriously consider how important this really is to them and how much these so-called copycat products are really damaging the KitKat brand. No doubt both Nestlé and Cadbury's legal teams are carefully considering their next moves as the case of KitKat rumbles on.
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We had a wonderful sports day, in glorious sunshine. Well done to all our trophy winners who were amazing in their races and to all our medal winners who had such a great morning taking part in all the competitive and fun races.
Now that the weather is nicer, we can play field games on the grass.
We had lots of choice of games.
We could play with Frisbees, lacrosse toss, horse shoe toss, skipping and various types of bats and balls games. We really enjoyed our morning on the field.
We had fun practising for our sports day.
We had fun with the eggs and spoons and the sacks.


text:
Canons of Conduct
Meet the Planning Team
ASAP Cy's Corner
SponsorshipPete Hary2023-01-27T15:07:41+00:00
ASAP University is dedicated to providing the Workload Automation user community with a forum to learn, explore, and achieve results for their company as well as themselves. ASAP is committed to be the user voice behind workload automation issues to help drive the development of product enhancements. Our organization is a place where members can reach out and get real life examples and solutions to every day automation needs.
Through our sponsors, we have been able to continue to provide the user community with education during the global pandemic. The webinars received positive feedback and members are already asking for more.
The ASAPU Board is planning an in-person conference for May 2023 in Cincinnati, Ohio.
With continued sponsorship, these events can continue. Your sponsorship matters!
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We currently drive a 2004 Jeep Wrangler Unlimited (the original, 2-door model) — and we LOVE it.
A few weeks ago, the time had come to trade-in our second vehicle: a 2003 Mercury Sable. We knew we wanted an SUV.
We ended up buying a 2014 Jeep Grand Cherokee Overland, and just like our Wrangler Unlimited — we LOVE it.
But that's not too surprising. We clearly like Jeeps… a lot.
We actually had a great experience buying this brand new Jeep from a car dealer. And we learned a few things about buying & selling cars in the modern era.
Initially, we were torn between a Ford and a Jeep. But ultimately, we decided on the Jeep.
By the time we made on our second trip to look at new vehicles on car lots, we had done all of our research online and narrowed our choices down to a 4×2 Ford Explorer vs Jeep Grand Cherokee from the 2014 model year.
We didn't necessarily want a 4×4, since we already have a 2004 Jeep Wrangler Unlimited that meets all of our offroad needs.
On the Ford and Jeep dealer lots, they didn't have any vehicles that met those exact criteria, so we decided to go home and "build a car online" instead (through each dealer's site).
The salesmen actually recommended this. They did, however, point out that it would take 8 weeks to get a new car that way.
At this point, we were 90% certain that a Ford Explorer Limited was the SUV we wanted, so we started on the Ford.com website and chose all of the features and options that we wanted in a Ford Explorer.
The last thing you do on the Ford site is "check vehicle inventory" within a 100 or so mile radius to see if any local car dealers have vehicles with the features & options that you're seeking. None did.
We almost 'settled' on a white exterior and tan interior Ford Explorer Limited, but I'm SO glad we didn't. White is not a good color for us, the wheels looked kind of cheap, and a light-colored interior would not have worked for the longterm. When you're paying this much money for something you'll use daily, you don't want to regret your choice.
Next, we went to the Jeep.com website and chose all of the features and options that we wanted in a Jeep Grand Cherokee.
Again, we checked vehicle inventory within a 100 or so mile radius, and lo and behold there was one Jeep Grand Cherokee Overland model that was on the lot at a dealer lot right near us: Chrysler Dodge Jeep Ram of Franklin!
We jumped in the car and went to look at it. We immediately fell in love with it. Believe it or not, this particular vehicle had not even been checked into the dealership yet. It had 12 miles on it and the plastic wrap was still covering the tires and the interior.
We were the first ones to set eyes on this baby — and I'm so glad that we did!
Since the vehicle hadn't even been prepped yet, we ended up test-driving another Jeep Grand Cherokee Overland from the same year — just to make sure we liked the ride. We did. We liked the ride and every little thing about this vehicle. Top it off with one that's in our color of choice (silver exterior with black interior), and we were SOLD!
We started the paperwork right away and since it was closing time, we returned in the morning after they had properly prepped the vehicle to take ownership of it.
We are so happy with our 2014 Jeep Grand Cherokee Overland model! I can't begin to tell you all of the little 'extras' that are inside this vehicle. Add that to all of the little 'extras' that we worked into the deal, and we are super happy with our new car buying experience. Who ever says that? I mean really.
But I'm serious. We were extremely happy with our car shopping experience this time.
I hope this encourages others to think positive and not dread talking to car salesmen as much as I was dreading it at first.
So that's how it was buying a Jeep Grand Cherokee recently.
And here's a little about the day we brought our used 1994 Jeep Grand Cherokee home.
I'll be honest, I wasn't sure that I'd ever want a Jeep Grand Cherokee again after buying a used one and only driving it for a short time before we sold it.
Our older Jeep Grand Cherokee must've been driven hard by its previous owners. And there were very few features that ever attracted me to that vehicle. It never gave us any trouble, but it basically felt like a shell of a vehicle — no frills at all for an SUV. There just wasn't much to make me want to take the Grand Cherokee whenever I had a choice of vehicles to drive.
Not so with our new Jeep Grand Cherokee!
There are so many creature comforts inside this Overland model that both hubby and I look forward to driving it — on long and short trips.
I seriously can't think of anything else.
Suffice it to say, we don't miss those features a bit, and we're 110% happy with our Jeep Grand Cherokee Overland.
It's even a great dogmobile! Even though I've taken our 100-lb dog on a few rides (with the backseats down and without), the Jeep Wrangler Unlimited will probably always be our go-to vehicle whenever the dog's going with us.
Why? Because it's just such a rugged and open-air vehicle — perfect for toting dogs. Whereas the Grand Cherokee Overland is a much nicer vehicle, inside and out. We'd like to keep it that way (… and fur free).
What do you drive? Are you thinking of getting a Jeep?


Best Western Plus Mosborough Hall Hotel.
Best Western Plus Mosborough Hall Hotel in Sheffield is quite simply superb. With a combination of historic charm and modern luxury, it offers a truly unique place to stay.
Set in the quiet village of Mosborough, this 12th Century manor house hotel has loads of room for conferences, weddings, parties and a whole host of other celebrations. Whether you're here for a business break or a romantic retreat, you'll find everything you need... and more.
Still retaining its stately charm, the hotel boasts a selection of rooms to suit all tastes - from our two main suites to our recently renovated contemporary rooms.
Enjoy the Peak District, shop til you drop with over 270 shops at Meadowhall Shopping Centre, watch the latest artists at the Sheffield Arena, power your imagination at Magna Park in Rotherham, or visit the Crucible and Lyceum Theatres and enjoy the vibrant nightlife of Sheffield afterwards. The huge choice is yours in and around Sheffield!
Darcy's offers freshly prepared, expertly cooked, locally sourced, modern British Cuisine in a tranquil relaxed environment. Darcy's is open for breakfast lunch and dinner seven days a week.
The cocktail bar is open seven days a week and caters for your every need. Be it a nice cold beer outside, a glass of fine wine in the old hall, a cocktail in the contempary new bar or a morning coffee with homemade cakes.
Best Western Plus Mosborough Hall can cater for any ceremony, meal or reception from 2 to 200 people.Set in the 12 century manor house or in the secluded stables, our accommodating wedding co-ordinators can make your dream day a reality.
So, you want a sophisticated conference, but still want to enjoy a relaxed atmosphere? You're in the right place, because the Best Western Plus Mosborough Hall Hotel is as laid-back as it is luxurious!


You know it's been awhile since you've blogged when it takes you 10 minutes to figure out your passwords to log in! But I do continue to record podcasts with some of the smart folks over at Earth & Industry. Here's our latest podcast, talking about the BP oil spill. We taped this hours before it was capped.


text:
StudyCorgi Business
Unitarist and Pluralist Perspectives in Management
Topic: Business Words: 3503 Pages: 13 Apr 19th, 2021
Employee relations and management is an essential aspect of organisations. This cuts across organisations that prevailed in ancient days and the organisations in the modern days (United States, 2011). Different models and perspectives have been adopted by various organisations to manage employees. The employee relations in organisations emerged amidst industrial relations which began in the 1920s in Europe. During this time, 'industry' was the term used to mean 'the manufacturing firm' (Ferner and Hyman, 1998). However, in modern days, the meaning of the word has expanded to include the manufacturing firms and other sectors of the economy that do not deal with manufacturing. The definition of industrial and employee relations covers all forms and kinds of employment (Barry, 2011).
Scholars in the field of industrial and work relations have come up with three management perspectives that differ significantly. These perspectives are different in their explanation, understanding and analysis of relations at places of work. These theories include the unitarist theory or framework; the pluralist perspective; and the radical perspective. Each of these perspectives has specific workplace relations perceptions. Utilising the specificity in perceptions, the theories describe and interpret a number of events which include conflict at the workplace, the function of unions, and the regulations of work (Kaufman, 2008).
In the pluralist perspective, firms are perceived to have been made up of powerful sub-groups that are divergent in roles and goals. In the unitarism framework, the firm is perceived as being an integrated and harmonious whole. The firm works closely whereby the management and employees share common objectives or purpose. The radical perspective is sometimes referred to as the Marxist view. This perspective explores the behaviour of the capitalistic society, which has a division of interests that exists between capital and labour (Bendix, 2000).
This paper analyses the relationship between unitarist perspective and the pluralist perspective as applied in management. It compares these two perspectives in a broader sense, and from the analysis, the most useful view of employee management shall be singled out.
Overview of the Pluralist Perspective
The philosophy underlying this framework is that enterprises or organisations have people with unique interests, objectives and aspirations. Power in this perspective is distributed among major bargaining groups in the organisation so that no party takes advantage or manipulates the other. Pluralism suggests that employment relationships in organisations are open-ended and in a way, indeterminate, which creates structural antagonism. This has the potential of creating conflict in the labour market as well as in the workplace (Farnham and Institute of Personnel and Development, 2000).
The theory cites the state's role as being that of guarding public interests; protection of the weak; and restraining power for the strong. According to this perspective, unions are viewed as legitimate representatives that represent the interests of employees. This perspective sees conflict as something unavoidable and a legitimate impact of the varying interests at the workplace (Lewin, Mitchell, Sherer and Industrial Relations Research Association, 1992).
The pluralistic theory is built on the assumption that the workplace is composed of unique aspects, including different values, attitudes, and beliefs. The theory also holds that organisations have divergent sources of leadership which are opposing in nature. Organisations also have different kinds of attachments. According to pluralism, conflicts must exist in organisations because competing interests are present. Conflicts that come up in organisations can be beneficial to the organisation. This is especially when these conflicts are identified and put under control by using institutional responses. The management acts as a mediator between the perceived competitors. Trade unions have legal backing in the representation of workers as they aid employees in emphasising their power in decision making (Colling and Terry, 2010).
Strengths of Pluralism
The pluralist form of management emphasises the fact that conflict in organisations can be resolved by way of using effective industrial relations. The management uses consultative approaches in reacting and providing solutions to conflicts. This perspective also considers alternative processes that can be used in decision making (Edwards, 2007).
Under this perspective of management, conflict is not overlooked or ignored, but it is managed effectively through the participation of stakeholders of the firm. Therefore, conflict can be used in the understanding of the deep-seated tensions to identify and adequately address them. It is worth noting that this framework utilises conflict management strategies in engaging conflicting groups in the organisation to find solutions which are then implemented (Hills, 1995).
This perspective embraces a wide range of policies related to employee relations. Under this management strategy, companies can adopt non-union policies, especially when there are employee organisations in existence. Other firms can choose to allow trade unions. The level of employee relations in pluralism makes it appropriate for diverse organisations and national cultures. This perspective is also best suited for collective industrial relation systems. This is because it values labour unions and their roles in managing conflicts between employers and employees (Balnave, 2007).
Weakness of Pluralism
A significant shortcoming of this perspective is that it puts a lot of emphasis on guidelines and procedures. In this case, the view disregards the processes which contribute to the resolution of conflicts. For instance, workplace conflict resolution rules or laws can be established through industrial relations (Grady, 1993).
Overview of the Unitarist Perspective
This perspective views the place of work as being integrated and a harmonious entity which exists to serve a common purpose. According to this perspective, the management's role involves the provision of strong leadership and fostering of good communication. Workers have to be loyal to the firm that they work for and the firm's management. The perspective sees unions as being competitors who compete for the loyalty of employees as well as their commitment. Therefore, unions are disliked. The philosophy suggests that conflict is not an inherent factor in the place of work. According to this perspective, conflict is an indicator of faulty communication in the organisation (Collins, 1998).
Towards the end of the 20th century, a shift in the management of worker relations has been experienced. The current focus emphasises the strategic and integrated frameworks based on the commitment of workers and the shared interests at the place of work (Collins, 1998). In the unitarist framework of management, authority in an organisation only emanates from a single source. Management is the source of power. There are no opposing leaders in the organisation. Leaders act to promote the commitment and fidelity of employees to the organisations. Also, firms are seen as composing teams which work together to reach mutual goals. Therefore, conflict appertaining to interests does not exist between employees and management (Hyman and Mason, 1995).
The unitarist framework holds that workers and managers can pull together to achieve common objectives, values and interests. The management has to show strong leadership to meet the goals set by the organisation. The other point that forms the basis of unitarism is that the activities of trade unions are not legitimate. Therefore, trade unions are not seen as essential elements in managing employees and conflicts in the organisation. In this case, conflicts are negatively portrayed as they are regarded to be dysfunctional and a sign that there is a lack of loyalty which is harmful to organisational success. Last but not least, unitarism holds that the state is an autonomous entity and plays a significant role in shaping industrial relations (Giri, 2008).
Strength of the Unitarist Perspective
This perspective tries to integrate the interests of managers and employees to enhance the commitment of employees as well as their loyalty. This can be critical in managing stakeholders in which case employees are regarded as essential aspects of the organisation. Therefore, it is crucial to handle the concerns of workers with a lot of care to ensure the organisation's success. This perspective emphasises the management role, which entails attaining a win-win situation for both workers and the firm in general. Therefore, managers are made to go out of their way and show their management and leadership prowess. If the managers become convincing and influential, the need for trade unions can quickly be done away with (Giri, 2008).
There is an assumption by this perspective that all stakeholders in the organisation are rational and thus confides in finding common interests. Such a belief gives a steady argument for focusing on the commonality of goals to achieve a stable employee relations system. Unitarism is essentially individualistic in the way it approaches employee relations. This can work well for individualistic systems of industrial relations (Martin and Fellenz, 2010).
Weakness of Unitarism
Unitarism fails to realise the existence of power inequalities between managers and workers. This generates different kinds of constraints. Managers have great power, and they exert influence on employees in determining the environment under which the employees work. This mostly works for blue-collar jobs. Under this perspective, workers are denied ownership of power. In this case, workers are forced to accept management decisions. Also, the unitarist perspective regards conflict negatively. Thus, conflicts are not seen as aspects which can be used to bring about a harmonious environment in the workplace. Some conflicts are said to be of value to firms and, therefore, are necessary for organisations (Wilton and Wilton, 2011).
The unitary perspective is normative in nature. It does not have descriptions of how individual employee interests and sentiments can be fully integrated into the objectives of the firm. Unitarism also lacks a descriptive framework of how the firm's common interests can be identified and how they can be shared in different organisations. The perspective fails to give human resource guidelines that would make it more effective. The theory depends on the assumption that organisation members have logic and potential of making rational decisions concerning the combination of their interests and the interests of the organisation (Wilton and Wilton, 2011).
Unitarism and Pluralism as a Form of Soft Human Resource Management
The application of unitarism has been adopted in human resource management. However, it has had constraining factors that undermine it. A central assumption in the application and practice of 'soft' human resource management is that the firm is unitarist. Unitarism lies at the centre of the philosophy of human resource management. This theory regards the place of work as being integrative and harmonious. The pluralist theory is accommodative in nature.
This is because it allows for differing interests of workers and managers. This leads to conflicting interests that human resource management will be required to negotiate and mediate and resolve to meet the goals of firms. On the other hand, the unitarist theories base on the assumption that all stakeholders in organisations, especially workers and managers, have unified interests in meeting the firms' goals and objectives. This is argued to be just a 'fiction' that has intentions of drawing away from the theoretical constraints associated with pluralists as it applies to managerial prerogative (Radcliffe, 2005).
Unitarism has been applied in various models of human resource management in several states that are found in the South East Asia region. It is also claimed that unitarism has been used in management in western countries. This has not been fully proved. Though it is argued that most of human resource management theory has a foundation in unitarism, most of the big and mainstream firms have put minimal emphasis on changing the management style that they use-the pluralistic manner. In a study conducted in organisations within the United Kingdom in the year 1992, it was discovered that both pluralism and unitarist perspectives of industrial relations exist in organisations.
However, it was noted that the perspective that dominates the Japanese and several other Asian firms, is the unitarist perspective. Western firms, particularly the Australian firms, have tiny elements of pluralism. This itself has a significant effect on managers and employees who carry out their work under human resource management practices in their pluralistic organisations. There exists a wide gap in proving that unitarism exists in Western organisations. Nonetheless, the validity of human resource management does exist, putting in mind that human resource management theories are formed basing on unitarism as the core assumption (Radcliffe, 2005).
It can be argued that some firms are putting in place measures to ensure that their employees do not adopt pluralist tendencies. This has been backed by findings of research that was conducted in the year 2003. The results were that a number of entrepreneurs and employers have begun to make attempts to de-unionise their firms. This has been done through different means. One of the means adopted is through strategies that are used in the recruitment exercise where managers look for recruits with unitarist tendencies and leave out those who seem to have union tendencies. The primary malady in this approach is that appropriate employees may be left out, which can, in turn, negatively impact on the productivity and the general performance of organisations (Radcliffe, 2005).
A case study of Human Resource Management in Germany
In a research that was conducted in organisations in Germany, it was found out that some United States firms utilise a unitarist Human Resource Management Strategy. These firms included the United States Pharmaceutical, United States Chemical and the United States Merchant Bank. These firms do not entirely comply with the institutions that govern labour markets in the country. They do follow a non-union labour policy. These organisations have a relatively high priority in human resource management. This example has demonstrated that a unitarist type of human resource management that is prevalent in the United States can be adopted in Germany. However, very few companies operating in Germany apply the unitarist perspective of management (Michael, 1999).
Although there is no significant backing, it can be speculated that Germany has many organisations which follow the unitarist approach of management. However, there is no single company which operates in Germany that has fully modelled itself as a valid user of unitarism in its human resource management. This includes the three United States companies that have been mentioned above.
Even the Hewlett Packard Company, which is broadly acknowledged for pursuing human resource management in an excellent manner, has never been described in the sense of being a model for unitarist management. It is worth to note that the Hewlett Packard Company has not been known to embrace collective bargaining. This is different from firms in the United Kingdom and the United States. Numerous well-known firms have been brought out as having applied the unitarist perspective in human resource management. It has been argued that the reason as to why this is not the case in Germany is that it is costly to apply this perspective within the context of Germany.
However, it is also important to note that some companies in the United States Companies, such as the United States Branch Bank, the United States Consumer Oil, and the United States Chemical, follow a pluralist strategy of human resource management. This is a bit strange as the parent companies back in the United States are known to use the unitarist form of human resource management (MichaeL, 1999).
A majority of small organisations which operate in Germany prefer to use the market-type personnel management instead of the pluralist approach of human resource management. From the research, it was deduced that the administration of Germany gives preference to the pluralist form of human resource management. Medium and large companies that carry out their operations in Germany are forced to apply collective bargaining in their market operation. Although firms in Germany can choose to use practices aligned with human resource management, they are limited when adopting unitarist human resource management values. The Germany system does not give room for using the unitarist framework of human resource management (Michael, 1999).
Several scholars in the field of human resource management have criticised the use of unitarism as a model of management. These scholars have suggested that the pluralist framework of management is better and should be used instead of the unitarist framework. This argument is based on how it has been applied in Germany, where the pluralism framework of management is dominant, particularly in several large companies.
This is an illustration which points to the fact that pluralism is a right approach to management. Despite the high levels of unemployment, firms in Germany have remained relatively competitive. Nonetheless, it should not be assumed that a pluralist form of management can only be applied by organisations when pressured to do so. It is argued that pluralist form of management may become common and most preferred in European firms that follow a market strategy based on high quality to substitute the unitarist form of management common in the United States (Michael, 1999).
General Analysis and Discussion
Pluralism model of management combines economic factors of management together with psychological concepts in labour. Also, it links labour to human rights as applied in a democratic society. Furthermore, it combines all the attributes mentioned above with the complicated vision of relations in employment characterised by conflict (Mabey, Salaman and Storey, 1998).
The pluralist perspective has a strong link with the modern world. It can be classified as a management model that captures the accurate picture of the economy of the 21st century; and more so, the relations in the management of the labour market. The shift from personnel management to human resource management has a conceptual backing in the pluralist model of labour management. The personnel model majorly focused on the management of people as tools that were aimed at propelling the organisation towards the achievement of the stipulated goals of organisations which are geared towards profit-making. The leaders of organisations rarely considered the needs of employees as people were managed unitarily (Mabey, Salaman and Storey, 1998).
Modern human resource management has come to realise that employees are the most critical assets of the organisation. Therefore, the way they are managed determines how the organisation performs. In this case, human resource management, which has been adopted by many organisations these days, addresses the needs of employees in a significant way. Human resource management follows the models of human needs, such as the Maslow hierarchy of needs model, and applies it in the management of employee and their relations in organisations (Wilton and Wilton, 2011).
Pluralism is an inclusive form of management. It is also participatory in nature and acknowledges the prevalence of conflict in firms. The modern human resource management focuses on ensuring that employee and employer conflicts are settled properly. Conflict is an unavoidable aspect of the current economy, characterised by competition coupled with a lot of dynamics. These dynamics put a lot of pressure on labourers as well as the management of firms.
Conflict must be accepted as being part of what defines organisations in this modern economy. Pluralism recognises the existence of conflicts in organisations. This is contrary to the unitarist model of management, which does not identify the presence of a conflict in firms. Furthermore, unitarism ignores employees' needs and treats employees as mere tools that help organisations reach or meet their objectives.
Unitarism further is not a participative style of management and ignores the idea of employees which could be used to alter the course of events in organisations positively. The unitarist is likened to utopic or authoritarian regimes. Therefore, many organisations are shifting from this kind of management and lean towards adopting the pluralistic form of managing employee relations in organisations (Wilkinson, 2008).
Pluralism captures the emerging dynamics in management. Since pluralism realises that conflicts are one of the essential tenets of organisations, it puts in place conflict resolution mechanisms that can be used in the management of conflicts. It acknowledges the use of collective bargaining in the negotiation process to resolve conflicts. When conflicts are effectively managed, the organisation gets a chance to have a new look and create more room for development.
It recognises the existence of groups in organisations as well as the existence of divergent interests. Groups are becoming essential in organisations when it comes to product development and improvement of quality or productivity of firms. The diverse ideas in this innovative world are codified through collective agreements. This leads to new innovations in firms. Modern organisations continue to adopt and use modern forms of management and administration. This means that pluralist approaches of management which form a big part of contemporary human resource management are being embraced in management today (Wilton and Wilton, 2011).
Employee relations emerged from industrial relations in Europe in the early 1900s. Employee relations refer to the patterns of relations in organisations between employers and their employees. There are different perspectives on managing relations in firms. These include the unitarism, pluralism and radicalism. Various organisations and their respective management choose a specific view in the management of employee relations.
However, in modern times characterised by management dynamics, organisations may choose to use more than one style of management though in an integrative way. Due to the dynamism of the modern economy, pluralism perspective is the best management approach as it captures the most needs of employees and managers. This is because it allows for a participatory aspect of management.
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Mabey, C, Salaman, G, and Storey, J, 1998, Human resource management: A strategic introduction. Malden, Mass: Blackwell Business.
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This one we planted in May 2008, and only a year later, it was a respectable little shrub.
Most of the year, we can enjoy just the leaves. Sage green / silvery grey and graceful.
Arranged in alternate pairs, on a square stem. The new leaves come out tightly folded with knife pleats, Bundfalten.
Common name sagewood, for the most obvious of reasons. A sage that has aspirations to TREEdom.
Buddleja's turn today, because that haze of white you can see, doubling the size of the bush – a bouffant beehive – a Fasnachtsperucke – the neon pink or green wig of a circus clown – is not yet flowers, but a MASS of tightly curled buds. The very first flowers are opening.
Bringing the promise of a trail of honey. Follow your nose to the flowers. We once had a self sown Buddleja with gentle mauve flowers and a most wonderful fragrance. Tried to bring cuttings with us, but they didn't make it. Comes in any colour, so long as it ranges from white thru to purple.
I only notice now as I write this, that Buddleja is actually written with a J not an I.
Buddleja and Nuxia share the Loganiaceae family with Strychnos. Curare, nux-vomica and strychnine. But the first two are the White Sheep in the family. Buddleja was named for the Rev. Adam Buddle, an English botanist of the 17th century. 'salviifolia' because the leaves look like Salvia farinacea. Found growing on forest margins, rocky hillsides and stream banks – throughout South Africa and all the way up to tropical Africa. PlantZAfrica says fresh or dried leaves can be used to make tea, but I drink real tea, so haven't tried this one.
Facts from PlantZAfrica buddlsalv and Keith Coates Palgrave – Trees of Southern Africa 1983.
Those stems look as though they would make good fishing rods, but I'm most enchanted by the texture of the leaves. But then again, if I were there, I'm quite certain the fragrance would be most captivating. Thanks for sharing this lovely plant.
Wow, your spread is looking good. I have some B. davidii, like most do, and they all gow from the ground to 7 feet in one year.
Hi Diana, what lovely plants your buddleja are. You can see the resemblance to the Buddleja davidii that grow everywhere. I love the pale green in combination with the white flowers. I don't think I've ever seen B. salviifolia on offer here in Germany, but will keep an eye out.
Frances in Scotland - The other blog is the one I use for trying things out (wonderful idea, instead of befuddling your readers while you tweak ...)That post is here http://elephantseyegarden.blogspot.com/2010/08/verlorenvlei-spring-flowers.html Not sure about your problem with commenting, as your comment is here?
We live at the foot of the mountains, about 80 km from the sea.
I had a purple variety of Buddleja at the last house that we (and the butterflies) really enjoyed. I love the white blooms on yours though, and it looks as though yours is more compact, and dense in habit. Ours got rather leggy by summer's end, and would need to be chopped to the ground each winter, or it would look awful come spring.
Beautiful post! I love the silver foliage.
This is a beautiful shrub, with such lovely flowers, and it is doing a great job of screening that fence. I can imagined it covered in bees and butterflies. I really like the leaves; I can almost smell them!
As someone that's never been able to grow any kind of Buddleia whatever, I really must make an effort to source a hardy one. I don't even ask if yours is hardy: it's fuzzy, big, and grows in S.A. Chances are it's a no go in Alaska. Or give me thrill, EE, and tell me it's a zone 3 plant!
Christine - they say 'well established plants can withstand frost' but perhaps not exactly Alaska?!
Well i did not know this buddleia before. Unlike davidii this one seems to be adaptable to our hot climate. Blooms are very pretty. I guess it attracts as many butterflies as the davidii.
Diana, both the leaves and blooms are really attractive. I like it! Great choice!!!
It's funny that j isn't it? I wonder whether these plants are less or more promiscuous than they are over here? Their seeding capacity makes them a real problem.
This was very informative. I'm not familiar with the plant and thus not sure if we have it in this country. Your macros are fantastic. The details they capture are amazing.
BTW We had two planted in the last garden, and in 20 years of gardening I found one wonderful seedling.
This species has been grown in australia since early settlement..understandably as supply ships from the UK stopped off at the Cape for supplies enroute to this fatal shore! The most common form has quite dark green leaves and strong mauve flowers but i have a form with much greyer leaves and it flowers generally about a month earlier than the green form. An incredible tough plant which can take any amount of abuse and will bounce back from a hack to ground level!


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You'll complete two online modules, attend an orientation class, go on a facility tour, and be given the resources for a solid foundation and quick start to success in your role.


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Home Sports Swansea Stun Arsenal, Liverpool Cruise
Swansea Stun Arsenal, Liverpool Cruise
Petr Cech's howler rocked Arsenal as they crashed to a shock 3-1 defeat at Swansea, while Liverpool cruised to victory over Huddersfield on Tuesday.Arsenal goalkeeper Cech's miscued attempt to clear allowed Jordan Ayew to slot home Swansea's second goal at the Liberty Stadium. It was the killer blow for Arsenal, who had already seen Sam Clucas equalise just one minute after Nacho Monreal put the visitors ahead from Mesut Ozil's pass in the 33rd minute. Clucas claimed his second four minutes from time to finish off Arsenal, who have now won just once in their last five league games. The result leaves Gunners manager Arsene Wenger still searching for his first away win of 2018, despite a second-half debut for substitute Henrikh Mkhitaryan following his move from Manchester United. The Gunners are in sixth place, trailing eight points behind fourth-placed Liverpool in the race to qualify for the Champions League via a top-four finish. The arrival of Borussia Dortmund striker Pierre-Emerick Aubameyang, set to sign on Wednesday's transfer deadline day, can't come soon enough for Wenger. "We will know more about that tomorrow morning," Wenger said of the Aubameyang move. "I felt defensively we were very poor and made big mistakes. It's better not to talk about the second or third goals. "Swansea were sharp, disciplined and hungry. Unfortunately I believe we were not good enough, we were not disciplined enough." The result also completes remarkable back-to-back victories for Swansea over Liverpool and now Arsenal. They are out of the relegation zone and have transformed their season with three wins in five league games under new boss Carlos Carvalhal. At the John Smith's Stadium, Liverpool got back on track in emphatic fashion thanks to goals from Emre Can, Roberto Firmino and Mohamed Salah in a 3-0 win. The Reds had endured frustrating defeats against Swansea in the league and West Brom in the FA Cup. 'Mature performance' But Jurgen Klopp's men dominated possession and from the moment Emre Can rocketed home a long-range opener in the 26th minute the result was never in doubt. Firmino extended Liverpool's lead on the stroke of half-time when he somehow squeezed the ball home from the byline after being played in by a clever Sadio Mane back-heel. Klopp had left Dutch defender Virgil van Dijk on the bench, but the absence of the club-record signing was hardly noticed as the Reds continued in cruise control. Salah completed the scoring from the penalty spot in the 78th minute after Can was tripped up in the box. "We had to keep the ball and score at the right moments. Overall it was absolutely deserved," Klopp said. "It was exactly what we needed. It was not a brilliant performance, but it was very mature and exactly what we needed at the right moment." A Mark Noble penalty helped West Ham shrug off the disappointment of their embarrassing FA Cup fourth round defeat at Wigan with a hard-fought 1-1 draw against Crystal Palace. Roy Hodgson's much-improved Eagles grabbed the lead in the 24th minute when Christian Benteke rose to steer an Andros Townsend cross home from close range. But the Hammers were level just before the break after Javier Hernandez was brought down by James Tomkins in the box. Hernandez came closest to a winner when his 51st-minute effort was]]>
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Since its beginning in 2009, Grounded Theory has grown from a bracing new idea in Berlin techno to an institution of artistic nightlife both at its home and around the continent. Directed with acute vision and unerring judgment, its philosophy extracted from Henning Baer's long years at the front lines of electronic music, it remains diverse and cutting edge. Grounded Theory combines music from different eras and areas, remaining rooted in techno while shedding light on sounds less frequently heard on Berlin dance floors: forward UK music, experimental electronics, and underground techno names from across the globe, both new and established.
Bjarki R. Sigurdarson is an electronic music composer from Iceland whose tracks range from straightforward bangers to ambient and IDM. Bjarki has kept a low profile in releasing his music, until he met the Russian disc jockey Nina Kraviz in 2014 who became a fan of Bjarki's tracks, and began releasing his archive on her label трип (Trip). After a few releases, his debut full-length "Б" appeared in June, with "Lefhanded Fuqs" and "Æ" following shortly afterwards. Bjarki and his childhood friend set up their own outlet in 2017, bbbbbb Records, to introduce Icelandic dance music to an international audience. With his releases Bjarki has placed himself firmly leading the pack of international artists who in the past few years have taken a hauntological approach to re-moulding the scents of breakbeat, rave, jungle and IDM into sounds that are entirely their own. Jorden Hodgetts aka Cleric is a UK-based producer who has established himself not only as a bonafide new talent and key player in the international Techno world, but also as a prolific artist on Figure. His unyielding tracks as Cleric proudly wear their Manchester heritage on the sleeve, and his excellent 2017 EP "Resurrection" makes no exception. Well known for his crisp, deadly club tracks and rich melancholic ambient studies, his addictive, smart and dark 90s-reminiscent synth hooks deliver an array of stomping, percussive weapons primed for expansive spaces and killer sound systems. Grounded Theory artist and co-founder, DJ, producer, promoter and owner of his own Manhigh imprint, Henning Baer also released cutting-edge tracks on K209 and Sonic Groove. A DJ of worldwide renown for ability and tastes, Henning Baer forged his enviable résumé with his own hands. Following on years of closely-synchronized work with fellow resident Milton Bradley, Henning Baer asserted greater independence with innovative production styles on an EP for Taanstaafl Planets. A guest in Tresor for many years, he is profoundly shaping contemporary techno from recent memory into the foreseeable future. Hailing from St. Petersburg, Nastia Reigel is a Russian artist and producer. Nastia received notoriety with her debut release "Figures in Brine" featuring a massive remix from Truncate. Her sophomore EP "Trust, Intimacy" recently came out on Enemy Records. Her obsession with developing a deeper understanding of Techno and Industrial music has given her a unique voice as a DJ. Besides techno, Nastia Reigel is also focused on various experimental audio and visual projects. In the +4Bar, Swedish DJ and producer Nima Khak also records with with Jesper Dahlbäck as Swedish Naan Boys, releasing his own Stockholm-based SAND label. With seven releases to date, this maverick artist is a new techno force to be welcomed to the Tresor Floor. Herrensauna's resident DJ CEM contributes an excellent techno set to enhance this already brilliant Grounded Theory Tresor Floor issue.


text:
KADAITCHA
POLITICS, POETRY & SATIRE
Palestine / Israel
Wikileaks 2010
Original Cartoons
Posted on January 18, 2009 September 25, 2011 by Jinjirrie
Bombing hospitals & schools – what is in Israeli politicians minds?
While the world's attention turns toward the Obama inauguration, despite or because of severe censure at the UN Israel continues to punish collectively the hapless citizens and humanitarian workers in Gaza.
Three hospitals are bombed now – such flagrant violations of the Geneva Convention were not, as far as I know even committed by Stalin.
The medical director of al-Quds hospital has not wept since he helped evacuate several hundred people from the blazing Palestinian Red Crescent (PRC) compound on Thursday night, but he says: "My heart is crying."
He says he is standing next to the smouldering remains of a pharmacy filled with bandages, medicines and other medical supplies, describing the chaos as intensive care patients and premature babies were wheeled onto the street.
The compound was hit twice during heavy fighting between Israeli forces and Hamas militants in the Tel al-Hawa district in the west of Gaza City.
Patients were seen struggling to get out of their hospital beds
In the first incident, in the morning, the administrative building next to the hospital was hit and burst into flames. Patients were evacuated "in panic" to the ground floor, the PRC said.
At about 2200 (2000 GMT), a second building housing offices and a lecture theatre was hit. Fire spread to the roof of the hospital itself, the PRC said.
Staff from the hospital say they do not know exactly what hit the building, but the UN has said Israeli tank shells struck three hospitals, including al-Quds, in Thursday's fighting.
A UN compound and a building housing journalists were also hit.
5 schools which have been acting as shelters for thousands of people have been targeted now.
John Ging, UNRWA operations chief in the Gaza Strip told a news conference held at a school his organization runs in northern Gaza Strip that the world "should consider the international law and Geneva Fourth Convention."
The school, located in the northern Gaza Strip town of Beit Lahia, was shelled by Israeli army tanks earlier on Saturday, killing two children and wounded 14 others, including a woman in critical conditions.
Israel has targeted five UNRWA schools during the military offensive on the Gaza Strip, killing more than 60 civilians, who took refuge to 36 schools run by UNRWA allover the Gaza Strip after they fled their homes.
"Is the killing of civilians, mainly children (who took refuge) into these schools a crime of war or not?" asked Ging as he was speaking to reporters, adding "Civilians, mainly women and children who are paying the price of this war."
He added "today two children were killed in this school, and their mother's limps were cutoff. 14 civilians suffered from awful wounds, the world has to move and protect the Palestinians in the Gaza Strip."
Hundreds of houses were bombarded or shelled by the Israeli army air and ground forces, where 36 thousand Palestinians became homeless after their houses were either destroyed or they fled it due to the Israeli army incursions.
"There is no safe place in Gaza, even my house. Everyone is a subject to the shelling. Those people who are sheltering into these schools are normal people who asked protection and took refuge to these schools."
He added as he was referring to the Israeli shells "these shells are killing civilians and those who fired these shells should be taken to courts and must be sued by the law."
Israeli hasbara in The Australian points to why these civilian facilities are targeted. Whilst confabulating phantom resistance in the civilian targets, Israel's demented terroristic aim is revealed.
Israel was making sure the organisation understood that Hamas had been soundly defeated.
This is Stage Three of Operation Cast Lead, where the Israeli political oligarchy think that they can terrorise and crush their uppity Gazan slaves so completely they will not think of rebelling again. Thus does the fascist mindset miss the mark when assessing the reactions of its victims. Analysis of liberation and resistance movements everywhere shows us that regimes which attempt to defeat populations through terror, as the Israelis are doing by gratuitously targeting civilian infrastructure and homes will inevitably backfire and harden resistance further.
Thus are the avaricious Israeli politicians blinded by the phallic power of their military might – and their vile, inhuman tactics will rebound on them. providing yet another career opportunity to demonise whoever maybe the next leaders and population of an even more radicalised Gaza.
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Australia's Volcanoes will take you on a journey of discovery through Australia's volcanic upheaval. The book explains what happened all those years ago to create the volcanic landforms that you see today. Most of the sites featured are accessible by car or foot and maps are provided to help you find and explore them.


For expert legal advice or immediate representation for a work pay issue or a bonus dispute, call our employment dispute solicitors 24 hours a day, 7 days a week on freephone 0808 175 8000 or contact us online.
Slater and Gordon Lawyers are experts in advising employees in high-value pay and bonus disputes and can offer you valuable legal advice with efficient service. Whether you need assistance with your negotiations or you want to take legal action over any shortfall in pay or bonus, you can rely on our pay and bonus dispute solicitors.
If you believe you've been underpaid for any reason, your first action should be to speak to your employer to find out why this has happened. If there's been a genuine mistake, you can request the money owed to you straight away. You shouldn't have to wait until your next official pay day.
If you can't come to an agreement over how much your employer should have paid you, you can challenge them. If you're in a trade union, this body may be able to negotiate on your behalf to resolve the issue. However, if this doesn't bring the results you want or you're not in a trade union, you could raise a formal grievance. The next step if the dispute isn't resolved is to take your employer to a tribunal. Bear in mind that you'll need to notify the Advisory, Conciliation and Arbitration Service (Acas) before you do this to establish whether your employer will agree to 'early conciliation'. This is a way to resolve disputes before they reach the stage of a tribunal.
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Contractual bonuses are those that are based on formulas specified in your terms of employment. For example, these bonuses can be linked to targets, individual performance or the performance of the company overall. Employers have very little flexibility when it comes to awarding these bonuses and if they fail to adhere to the arrangements set out in their contracts with employees, they could face claims of breach of contract or constructive dismissal.
Also, if your bonus is guaranteed, a claim can sometimes succeed through a debt-recovery action. However, this can be complicated if your employment has been terminated, as it's often dependent on the drafting of your contract and the reason for termination.
Claims involving discretionary bonuses, where the employer determines if anything is payable to you and how much, can be complicated. In some cases it's possible to recover a discretionary bonus through a claim for breach of contract, but this can be hard to prove. However, employers must exercise discretion in good faith. For example, they can't withhold bonuses from employees based on personal dislike.
Because of the potentially complex nature of these claims, it's highly recommended that you seek specialist legal advice before taking action regarding a discretionary bonus. Our employment solicitors have successfully negotiated many settlements while pursuing discretionary payments. Our approach is to look into your precise circumstances and consider if there's any evidence of bad faith or discrimination in your employer's decision to withhold or reduce your bonus.
Problems relating to pay or bonuses can also be at the root of formal grievances with your employer. If you lack a trade union representative and are facing disciplinary or grievance hearings, we can offer you a specialist Executive Reps service.
An Executive Rep will help you through these hearings, asking questions, making representations and summing up your case on your behalf. They'll also be there to provide psychological support during what can be very difficult and critically important proceedings.
As well as helping our clients to make work pay and bonus claims, we provide expert assistance with negotiating new employment contracts. We're alert to the consequences of subtle nuances in drafting, and our experts are skilled in agreeing terms that protect your interests. We'll advise you on any problems you might have with existing or new contracts and help you to negotiate more favourable terms.
Identifying and resolving potential problems with employment contracts can help you to avoid problems regarding your pay and bonuses further down the line.
The laws surrounding pay and bonuses can be difficult to understand. To give you further guidance on this topic, we've created guides on Bonus Pay and Bonus Discrimination. You can download and print these resources to find out more.
Our independently top-ranked employment law solicitors are available to provide immediate legal representation wherever you're based in the UK. We can offer you advice on how to deal with any pay or bonus dispute to achieve the best outcome and will support you through the process. As well as offering the highest levels of skill and experience, we aim to keep costs as manageable as possible for our clients.
To discover more about how we can help you, simply call us on freephone 0808 175 8000 or contact us online.