Numerous approaches to management theory developed that include the universal process approach, the operational approach, the behavioural approach, the systems approach, the contingency approach and others. The main objective of Administrative management is to describe the management process and philosophy of management. Managers cannot be made through formal knowledge and training. Indeed, it is a process of transference of skill from management to worker. In 1911, Taylor published Principles of Scientific Management in 1911. Hawthorne effect, Hawthorne Works, Human behavior 2065 Words 9 Pages Title: Charles Schwab in 2008 Name: Gingco, John Mar N. Charles Babbage was an intellectual man, respected by almost everyone in his mathematical field; however, he had a strange personality to which some people had difficulty relating.
It appreciates conflict in the organisation. Babbage represented his work as largely a result of actual observations in factories, British and abroad. According to size of the organisation: Managers at the same level perform duties of higher skills in a large-sized organisation and lower skills in a small-sized organisation. It further relates to continued experimentation and research in all the processes of production and is concerned with group effort for the achievement of end objectives. Therefore, the human relations approach implies modifications in the structure of the organization itself, in the nature of work, and in the association between manager and assistant. There is no best style of management.
It was in 1494 that the technique of double entry book-keeping was introduced to maintain financial records of the business. Frederick Winslow Taylor was born in 1856 in Philadelphia, U. People strictly followed rules forgetting why these rules were framed. Cybernetics, Leadership, Management 2024 Words 6 Pages Behavioral Management Theory As management research continued in the 20th century, questions began to come up regarding the interactions and motivations of the individual within organizations. Some organisations like iron and steel manufacturing units require expensive technology which cannot be easily changed to meet the changing demands and to that extent, have limited capacity to adapt to the external environment. The theories formulated by Henri Fayol, Max Weber and Frederick. Presently, it is considered that bureaucracies are huge, impersonal organizations that put impersonal competence ahead of human needs.
Frederick Taylor is known as the father of Scientific Management and he published Principals of Scientific Management in which he proposed work methods designed to boost worker productivity. The other half of Babbage's brain is on display in the Science Museum, London. Additionally, Owen hated the modern factory system, so he decided to revolutionize it. With the globalization and technology be used widely, the environment became more competitive. It makes two assumptions: that individuals evaluate social relations just as they do economic transactions; and, individuals compare their own situation with that of others to determine whether exchanges are fair. Workers were notified of the tests in order to attempt to control interference from human factors.
In other words, conventional rules of thumb are substituted by accurate procedures developed after careful study of an individual at work. The behavioural approach has based the numerous principles. This was translated in English in 1929 and then a second English translation was done in 1949 in the United States. This revolution was led by a small group of quality gurus, the most well-known were W. Babbage's plans separated the storehouse holding the numbers from the mill which carried out the operations of addition, subtraction, multiplication and division, using numbers brought from the store. Other theorists who contributed in quantitative approach of early management thought were Robert Owen, Andrew Ure and Charles Dupin, Henry Robinson Towne.
Two contributors to the administrative theory of management are Henri Fayol 1841—1925 and Max Weber 1864—1920. Contingency theorists often implicitly or explicitly disapprove the classical approach as it focuses on the universality of management principles. Human Relations Approach: The human rationalists which is also denotes to neo-classicists, focused as human aspect of business. Evidence of the use of principles of management is to be found in the administration of Mohenjodaro and Harappa Cities of ancient Aryans. Early Management Thought: The period of 1700 to 1800 emphasizes the industrial revolution and the factory system highlights the industrial revolution and the importance of direction as a managerial purpose. The behavioral approach emerged mainly as an outcome of the Hawthorne studies.
Ada Lovelace, Analytical engine, Charles Babbage 2241 Words 6 Pages The Fathers of Modern Computing Charles Baggage and George Boole are, without question, central figures in the history of computer science. They all contributed significantly to the development. It examines experiences so that practice can be improved using research, testing, and teaching management process. According to him, maximum output is achieved through division of labour and specialization. Scientific management emphasized the scientific study of work methods to improve worker efficiency. At the past, efficiency is the most important in the earliest management theories. Pay particular attention to how his ideas were shaped by the cultural context of his time, and to the competing interpretations of his legacy.
This is an improved and more matured description of human relations approach. While some authors may question Taylor's contributions and debate his relevance, we believe that he has earned his title of Father of Scientific Management. Lorico The universe is a gigantic organization. A copy of the original is also available. Deming developed a 14-point plan to summarize his teachings on quality improvement. Boulton, Robert Owen and Charles Babbage. .


I've read people pull a fuse and have actually installed a toggle switch to break the power wire under the fuse.
Open the filler cap on the fuel tank to relieve the pressure in the fuel tank. Start the engine and disconnect the fuel pump fuse in the fuse box.


text:
Pembina Pipeline Corporation to Proceed with $2 Billion Phase III Expansion of its Pipeline System
December 16, 2013 9:11 AM CNW
Long-term agreements underpin new major expansions
(All financial figures are approximate and in Canadian dollars unless otherwise noted.)
CALGARY, Dec. 16, 2013 /CNW/ – Pembina Pipeline Corporation ("Pembina" or the "Company") (TSX: PPL; NYSE: PBA) announced today that it has reached binding commercial agreements to proceed with constructing approximately $2 billion in pipeline expansions (the "Phase III Expansion"). The Phase III Expansion is underpinned by long-term take-or-pay transportation services agreements with 30 customers in Pembina's operating areas and is expected to be in service between late 2016 and mid 2017, subject to environmental and regulatory approvals. The 540 kilometre ("km") Phase III Expansion will follow and expand upon certain segments of the Company's existing pipeline systems from Taylor, British Columbia southeast to Edmonton, Alberta to fulfill capacity needs for Pembina's customers, with priority being placed on areas where debottlenecking is essential.
The core of the Phase III Expansion will entail constructing a new 270 km 24 inch diameter pipeline from Fox Creek, Alberta, to the Edmonton area, which is expected to have an initial capacity of 320,000 barrels per day ("bpd") and an ultimate capacity of over 500,000 bpd with the addition of midpoint pump stations. Once complete, Pembina will have three distinct pipelines in the Fox Creek to Edmonton, Alberta corridor. With the Company's existing pipelines and current expansions, these three pipelines are expected to have the designed capacity to transport up to 885,000 bpd if fully expanded. The Phase III Expansion also contemplates increasing pipeline interconnectivity between Edmonton and Fort Saskatchewan including Pembina's Redwater and Heartland Hub sites as well as third-party delivery points in these areas. This interconnectivity will provide the option for customers to access a broad variety of delivery points including fractionators, refineries, and storage hubs and increased access to pipeline and rail take-away capacity.
"We initiated our previously announced Open Season in March to identify producers' pipeline capacity requirements beyond our expansions that are already underway," said Mick Dilger, Pembina's President and Chief Operating Officer. "The Phase III Expansion, which is the largest expansion of Pembina's systems in the Company's history, is the result of that process. The project provides customers an inclusive solution, as it will increase crude oil, condensate and NGL take-away capacity from northwestern Alberta and northeastern British Columbia to markets in the Edmonton and Fort Saskatchewan areas. When complete, it will also create operational efficiencies and improved customer service by reducing the need for us to batch products throughout our systems."
The contracts underpinning the Phase III Expansion are ten-year transportation services agreements for volumes that average over 230,000 bpd, or approximately 75 percent of the initial capacity, and that provide a steady, long-term EBITDA stream which is expected to be, on average, in the range of approximately $270 million to $300 million per year (see Non-GAAP measures below). The Company anticipates securing further pipeline transportation commitments over the next six to nine months while it refines the project scope. Any additional commitments made before the Company begins to order long-lead equipment would support increasing the design capacity of the Phase III Expansion.
The Phase III Expansion follows a series of growth projects on Pembina's conventional pipeline infrastructure resulting from the ongoing successful development by oil and gas producers of resources plays in the Montney, Duvernay and Deep Basin Cretaceous formations.
With the addition of the Phase III Expansion, Pembina's previously announced 2014 capital spending plan will increase from $1.5 billion to $1.7 billion. Pembina expects the majority of spending associated with this project will occur during the main construction periods from 2015 through 2016.
"This is a watershed event for Pembina," said Bob Michaleski, Chief Executive Officer. "We are about to embark on the largest expansion the Company has ever undertaken – a project which will form the foundation for our Company's growth for years to come. I have always maintained that if we could build our assets again, we would build them in the same location they are today, except we would build them larger. The Phase III Expansion supports this sentiment and demonstrates Pembina's continuing ability to leverage its existing asset footprint to satisfy customer needs and drive long-term shareholder value."
Pembina is committed to achieving excellence in every aspect of its business, from how it designs, constructs and operates its pipelines and facilities to how it interacts with community neighbours, customers and employees. For the Phase III Expansion, Pembina will consult with applicable regulatory authorities, First Nations, landowners and other stakeholders on the project plans. Activities related to obtaining regulatory approvals are underway and Pembina will commence First Nation consultation and its public involvement program for the Phase III Expansion in early 2014.
For further information, please visit Pembina's website at www.pembina.com.
About Pembina
Calgary-based Pembina Pipeline Corporation is a leading transportation and midstream service provider that has been serving North America's energy industry for nearly 60 years. Pembina owns and operates: pipelines that transport conventional and synthetic crude oil, condensate and natural gas liquids produced in western Canada; oil sands, heavy oil and diluent pipelines; gas gathering and processing facilities; and, an oil and natural gas liquids infrastructure and logistics business. With facilities strategically located in western Canada and in natural gas liquids markets in eastern Canada and the U.S., Pembina also offers a full spectrum of midstream and marketing services that span across its operations. Pembina's integrated assets and commercial operations enable it to offer services needed by the energy sector along the hydrocarbon value chain.
Pembina is a trusted member of the communities in which it operates and is committed to generating value for its investors by running its businesses in a safe, environmentally responsible manner that is respectful of community stakeholders.
Non-GAAP Measures
In this news release, Pembina has used the term EBITDA, meaning "Earningsbefore
Pembina Pipeline

redpajama_set_name: RedPajamaCommonCrawl


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CL&P URGED TO IMPROVE PUBLIC ACCOUNTABILITY
KIMBERLY W. MOY; Courant Staff WriterTHE HARTFORD COURANT
State consumer advocates are urging electric utility officials to improve communication with the public to avoid the "mass confusion" that accompanied a power surge in the Pond View Drive area in late August.
Connecticut Light & Power Co. officials have taken steps to prevent the recurrence of a power surge that damaged appliances in as many as 150 homes, Mary J. Healey, the state consumer counsel, wrote in a brief filed this week with the state Department of Public Utility Control. But the utility has not established a policy to prevent the kind of miscommunication with homeowners that occurred on Aug. 25, Healey wrote.
"It is too late to undo the confusion surrounding this surge, but OCC believes there is much CL&P; can do to avoid these types of confusion concerning future events," states says the Office of Consumer Counsel brief, filed Tuesday in the town clerk's office.
During a DPUC hearing in early December, a town council member testified that callers to CL&P; "got one story" the Saturday of the power surge, another story Sunday evening, and yet another story on Monday, the consumer counsel's brief says.
A draft decision by the DPUC is expected later this month on whether additional safety features are necessary on power grids that supply electricity to more than a million users in Connecticut.
CL&P; filed its own brief summarizing the company's response to the power surge, triggered when a squirrel touched a switch. The brief describes CL&P;'s protective devices and its justification for the current system of stringing two different circuits along utility poles.
But after recent review showed that certain circuits are "less reliable than others," the company will eliminate such "overbuilds" over 10 years, at about $2 million a year. In Southington, approximately 800 feet of overhead line will be relocated underground by late January, costing about $152,000, the CL&P; brief says.
In a short discussion of communication issues, CL&P; says employees are instructed to not speculate about the cause of an incident. But in the Aug. 25 incident, "if CL&P; personnel speculated about the cause of the incident, they did so in an attempt to be helpful to the customers, and did not intend to deceive."
Connecticut Light and Power


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Browse: Home » 2021 » May » What Are 'Red Flags of Infringement'? ¯\_(ツ)_/¯ — Capitol v. Vimeo
What Are 'Red Flags of Infringement'? ¯\_(ツ)_/¯ — Capitol v. Vimeo
May 30, 2021 · by Eric Goldman · in Copyright, Derivative Liability
Do you remember this case? It was filed in 2009, back when MySpace was still bigger than Facebook. The copyright owners never sent Vimeo any takedown notices over the videos in question, but they still sued Vimeo for hosting them. The case reached its first two major decisions in 2013, when the court held that Vimeo qualified for the DMCA online safe harbor. Those rulings went up to the Second Circuit, which in 2016 issued an important ruling on the scope of the "red flags" exclusion to the safe harbor. (The Second Circuit then partially walked back that ruling in EMI v. MP3tunes, saying that in some cases the service provider can know that an artist's oeuvre has never been authorized for online release).
Now, in 2021–12 YEARS AFTER THIS LAWSUIT STARTED–the district court applies the Second Circuit's red flags standard. The news is mostly good for Vimeo. If the parties have an interest in settling, the financial value of remaining videos should be small enough to facilitate a meeting of the minds. I expect instead that the Second Circuit will see this case again.
Background on the 2016 Second Circuit's Ruling
In 2016, the Second Circuit said that to have disqualifying "red flags" of infringement,
the service provider must have actually known facts that would make the specific infringement claimed objectively obvious to a reasonable person.
A "reasonable person" isn't a music or legal expert:
The mere fact that an employee of the service provider has viewed a video posted by a user (absent specific information regarding how much of the video the employee saw or the reason for which it was viewed), and that the video contains all or nearly all of a copyrighted song that is "recognizable," would be insufficient for many reasons to make infringement obvious to an ordinary reasonable person, who is not an expert in music or the law of copyright.
This may sound like it largely collapses the distinctions between "actual knowledge" and "red flags," to which the Second Circuit said ¯\_(ツ)_/¯:
If the facts actually known by an employee of the service provider make infringement obvious, the service provider cannot escape liability through the mechanism of the safe harbor on the ground that the person with knowledge of those facts never thought of the obvious significance of what she knew in relation to infringement. Plaintiffs further argue that this understanding of red flag knowledge reduces it to a very small category. Assuming this is so, it is of no significance.
Furthermore, the Second Circuit put the burden of proof on the plaintiffs to establish the disqualifying evidence of red flags. However, to help the plaintiffs, the Second Circuit green-lighted discovery on these matters:
[the] copyright owner is entitled to discovery in order to obtain the specific evidence it needs to sustain its burden of showing that the service provider did in fact know of the infringement or of facts that made infringement obvious
Guess what the plaintiffs did in response to that invitation?
The Latest Ruling
Here we are, 5 years after the Second Circuit ruling, and both sides filed for summary judgment motions after presumably lots of expensive discovery. The court digests the legal standards from the Second Circuit rulings in this case and the EMI v. MP3tunes case as:
to surmount the safe harbor on summary judgment, Plaintiffs must demonstrate that Vimeo employees possessed facts that would enable them to identify the presence of copyrighted material in each of the Videos-in-Suit. They also bear the burden of demonstrating that Vimeo employees knew how to distinguish infringement from fair or authorized use, and that they were able to do so for each Video-in-Suit.
The court says "Plaintiffs have largely failed to satisfy this burden."
Employee Knowledge of Copyright Law. "some employees at the company were broadly familiar with the concept of copyright and that there was some general awareness within the company that copyright infringement was occurring on Vimeo.com. Neither showing is sufficient to raise a triable issue of fact as to red flag knowledge, considering Plaintiffs' failure to impute this knowledge to the employees that screened the Videos-in-Suit…At most, Plaintiffs' evidence permits an inference that some Vimeo employees may have been broadly familiar with concepts such as fair use. Such evidence does not, on its own, permit the Court to infer that this knowledge armed employees with the ability to distinguish infringements from authorized or fair use with respect to any of the Videos-in-Suit."
Employee Interactions with User Uploads. Citing lots "needles-in-haystack" evidence produced through exhaustive discovery, the plaintiffs tried EIGHT different ways of establishing red flags of infringement. None of them worked.
Music Credits. 300 videos contained the artists' names or song titles in the postings' title, description, tags or comments. The court says that permits an inference that the music is copyrighted, but doesn't confirm if the upload was authorized or not.
Likes, Duration, and Start Time. "Even if there was proof that a Vimeo employee watched the entirety of that video—which depicts Christina Aguilera performing 'Genie in a Bottle' live at a concert in Kiev and was tagged as such—that showing does not on its own demonstrate knowledge of facts making infringement objectively obvious under Vimeo III's strict standard. This is so because knowledge of the likelihood that Christina Aguilera would authorize, for distribution on the internet, footage of a live performance from Ukraine cannot automatically be imputed to Vimeo employees. Absent some evidence of Vimeo-employee knowledge on this subject—for example, that Christina Aguilera has not issued any licenses of her concert footage, or even that performing artists generally do not authorize distribution of their concerts—the Court cannot presume that this particular case of infringement would be objectively obvious to the Vimeo employee that watched this video."
Comments. Employee comments on allegedly infringing videos don't confirm that the employees knew the videos were unauthorized or unlicensed.
Whitelisting (not allowing users to flag videos for review because an employee has already determined the video's compliance with the TOS). "There is no evidence that the whitelisting-review process involved any analysis of licensing or fair use."
Burying ("de-emphasizing a video that is 'not exemplary of 'Vimeoesque' content'"). No evidence that this was done because of a belief the video infringed.
Channels and Employee Inducement. Putting a spotlight on videos only shows the employees knew of their content. Encouraging lip-dub videos doesn't confirm awareness of infringement because the videos could be fair use.
Interactions after C&Ds/Complaint Filing. "The fact that an artist's copyright was previously infringed on Vimeo does not suffice to indicate to an employee whether use of that artist's work in a subsequent video is authorized. The situation might differ if Plaintiffs had adduced evidence that Vimeo employees possessed so-called categorical knowledge about the licensing practices of particular artists. Had Plaintiffs' initial complaints indicated that Coldplay had not authorized any of its music for use on Vimeo or similar platforms, for example, then proof that a Vimeo employee recognized a Coldplay song on its platform may suffice to establish red flag knowledge."
Employee Involvement in Video Creation. Employees participated in the creation of 3 videos. The court says Vimeo could have red flags in one of those cases, but Vimeo didn't because of the possibility of fair use.
The court summarizes: "These modes of interaction with infringing videos say nothing about the employee's knowledge as to whether the use of such music was authorized or fair. They therefore do not suffice to show that Vimeo employees were aware of facts that would make infringement 'objectively obvious.'"
This ruling gets at the heart of the issue exposed by the Viacom v. YouTube litigation, which ran in parallel with this case for several years before settling. In that case, Viacom's marketing team uploaded videos–in some cases deliberately making them look like they were "stolen." How was YouTube supposed to know? Viacom's legal department didn't even know, because they keep flagging their co-workers' uploads. And Viacom's team had a secret and ever-changing policy about which "infringing" videos to ignore because those videos were good marketing or not worth the bother. How was Viacom supposed to know? The bottom line is that Internet services can't tell what's uploads are authorized by the labels or not in the absence of proper takedown notices. And recall from UMG v. Veoh how UMG claimed that every song from artists like Britney Spears was presumptively infringing, when in fact UMG only controlled part of the artists' catalogs and thus had no right to speak about how the other catalog owners choose to manage their rights. Thus, while the Capitol v. Vimeo standard for red flags is stringent, it still properly acknowledges the impossible adjudicatory position that Internet services find themselves in.
Employee-Uploaded Videos. Employee-uploaded videos may not qualify as "stored at the direction of a user." There are 26 videos in that category. Assuming those are the only videos left at issue, and assuming a per-video infringement damages amount of $10k, that would leave a total remaining case value of about a quarter-million–a small fraction of how much each party is likely to spend on further proceedings in this case. So that number should be low enough to facilitate a settlement if both sides cooperate.
As many of you already know, lawsuits like this aren't really over the merits of Vimeo's practices. That could have been resolved a decade ago. Instead, this lawsuit is one of several designed to structurally undercut the DMCA's online safe harbor. That's why the plaintiffs never sent takedown notices in the first place. (If they had, Vimeo would have honored them and the case would have never started). This lawsuit's goal has always been to find cracks in the safe harbor so that copyright owners can sue Internet services without ever sending takedown notices. That goal makes settlement impossible.
As an added bonus, the huge defense costs of this lawsuit send a message to all UGC services–they better raise millions of dollars of extra investments to afford the lawfare that's coming for them. That lawfare knocked Veoh out of the marketplace a long time ago, cost YouTube (in the Viacom case) over $100M to file its summary judgment motion, and surely discouraged many other entrepreneurs from entering the market. It's remarkable Vimeo has lasted this long. Copyright owners' determination to get more control over UGC than Congress gave them in the DMCA is a good reason why YouTube has emerged as a dominant player in the UGC video space. Few others can afford the legal fees necessary to compete.
Case citation: Capitol Records LLC v. Vimeo LLC, 2021 WL 2181252 (S.D.N.Y. May 28, 2021)
← Section 230 Preempts Fair Credit Reporting Act (FCRA) Claims–Henderson v. Source for Public Data
YouTuber Doesn't Qualify as a Member of the "News Media"–Green v. Pierce County →


Developed originally at the request of the world's leading UAV manufacturers, all of which now utilize Aveo lighting, the MiniMax Ariel™ is a compact powerhouse of hemispheric light. It is also a great anti-collision light to use on upper and lower fuselage in combination with Aveo DayLite™ wing lights due to its incredibly small footprint.
MiniMax Ariel™ is available in white, amber, red or infrared LED color.
Wire length from base of unit 254mm (10") min.


text:
import React, { Component } from 'react';
import { Redirect } from 'react-router-dom';
import FlashMessage from './FlashMessage';
import ReactCSSTransitionGroup from 'react-addons-css-transition-group';

class Signup extends Component {

  constructor(props){
    super(props);
    this.handleSubmit = this.handleSubmit.bind(this);
    this.clearFormFields = this.clearFormFields.bind(this);
    this.state = {
      error: null,
      loggedIn: false
    }
  }

  clearFormFields(){
    this.refs.email.value = '';
    this.refs.username.value = '';
    this.refs.password.value = '';
    this.refs.confirmPassword.value = '';
  }

  handleSubmit(e){
    e.preventDefault();
    let requestConfig = {
      method: "POST",
      body: JSON.stringify({
        email: this.refs.email.value,
        username: this.refs.username.value,
        password: this.refs.password.value,
        confirmPassword: this.refs.confirmPassword.value
      }),
      headers: { "Content-type":"application/json" }
    }
    //if password === confirmPassword
    if (this.refs.password.value === this.refs.confirmPassword.value){
      fetch("/signup", requestConfig)
        .then((res) => {
            return res.json();
        }).then((res) => {
          if (res.type !== "OK"){
            this.setState({
              error: {type: res.type, message: res.message}
            }, () => {
              window.setTimeout(() => {
                this.setState({
                  error: null
                });
              }, 2000)
            });
            this.clearFormFields();
          } else {
            //redirect here with <Redirect />
            //in setState callback set local storage
            localStorage.setItem("jwt", res.token);
            console.log('set currentUser to', this.refs.username.value);
            localStorage.setItem("currentUser", this.refs.username.value);
            window.location.replace("https://swoodend-pollster.herokuapp.com/dashboard");
            // this.setState({
            //   loggedIn: true
            // });
          }
        })
    } else {
      this.setState({
        error: {type: "Error", message: "Passwords did not match"}
      }, () => {
        window.setTimeout(() => {
          this.setState({
            error: null
          });
        }, 2000)
      });
      this.clearFormFields();
    }
  }

  render(){
    let styles = {
      headerStyle: {
        "color":"deepskyblue",
        "marginLeft":"35px"
      },

      inputStyle: {
        "margin": "0 0 25px 5px",
        "outline": "none",
        "borderStyle": "none",
        "borderBottom": "1px solid black",
        "paddingLeft": "5px",
        "width": "150px"
      },

      fontStyle: {
        "fontFamily": "Asap, Arial"
      },

      labelStyle: {
        "display":"inline-block",
        "width": "100px"
      }
    }

    let error = this.state.error ?
      <FlashMessage type={this.state.error.type} message={this.state.error.message}/> : null;
    return (

        <ReactCSSTransitionGroup transitionName={"flash"} transitionEnterTimeout={0} transitionLeaveTimeout={1000}>
          {error}
        </ReactCSSTransitionGroup>

Signup

            <form onSubmit={this.handleSubmit} style={styles.fontStyle} className="signup-form">

                Email:
                <input ref="email" style={styles.inputStyle} type="text" required="true"/>

                Username:
                <input ref="username" style={styles.inputStyle} type="text" required="true"/>

                Password:
                <input ref="password" style={styles.inputStyle} type="password" required="true"/>

                Confirm:
                <input ref="confirmPassword" style={styles.inputStyle} type="password" required="true"/>

                <input id="signup-submit" type="submit" value="Register"/>

            </form>

    );
  }
}

export default Signup;

redpajama_set_name: RedPajamaGithub


Following multiple successful collaborations with chef Ilan Hall, Dog Haus has made their longstanding relationship official, naming him the Culinary Wingman.
Hall has garnered acclaim as the Top Chef Season Two winner, host of Knife Fight on the Esquire Network, and culinary mind behind Ramen Hood in Downtown Los Angeles. At Dog Haus, Hall will apply his culinary expertise to elevate menu items across the board, including their gourmet hot dogs, sausages and burgers, at all locations across the country.
Joining the Dog Haus team alongside Würstmacher (sausage maker) Adam Gertler, the two will work hand-in-hand to develop inventive menu items, while continuously working to better Dog Haus staples. Hall and Gertler have already proven to be a dynamic duo, creating the Naughty Dog, a limited time offering made to promote Seth Rogen's Sausage Party, and the current offering, the Huli-Huli, a Hawaiian-inspired chicken and pork sausage with sweet ginger glaze, bouillonnaise, pineapple and jalapeño relish, crispy fried onions and scallions. Additionally, Hall has individually demonstrated his culinary prowess with the Bad Mutha Clucka, a beer battered fried chicken sandwich with lettuce, pickles and miso ranch, now a menu fixture and fan-favorite.


text:
Open/Close Menu Connecting Nations. Delivering Quality.
INNOVATION TOURS
FARM CONSULTING
Preston Global focuses on Educational tours which provide value added programs to schools, universities and colleges.
GROUNDBREAKING ITINERARIES:
Exclusive panel discussions with leading visionaries, entrepreneurs and scholars.
Trip to army training camps where new concepts on innovative thinking, team building and leadership can be shared.
Tour of Israel's leading companies and academic institutions.
Visits to Israel's world-renowned modern and historic sites.
Down the ages, the call of India has been compelling. With its mystic blend of spirituality, yoga and meditation, the country is an enigma wrapped in a cocoon. India's tourism trade is growing rapidly and is a major source of the country's economic enrichment. Over the next decade, this will put India in the third place among countries with the fastest growing tourism industries.
Want a rejuvenating experience and feel the years rolling off your listless face? Then India is the place for you. With its ageless medical cures, India is a much sought-after magic spa. The medical is tourism sector is expected to grow at an estimated 30% annually to touch about 95 billion seekers by 2015.
India is a fast-growing market that has registered a substantial rise in tourism to Israel. The potential inherent in this market is yet to be realised fully. Hence, the Tourism Ministry in India is working to expand relations with the relevant government sources In Israel to promote bilateral tourism ties.
EDUCATION SYSTEMS IN INDIA:
India's higher education system has the third largest enrolment in the world, after the U.S. and China. Hence, the voice of Young India is making a visible roar in all tracts of development. Literacy is India's password for progress.
There are over 400 universities and 21,000 colleges of varying quality recognized by the Government of India with the growing private sector making inroads into the field of education. Both the sectors today offer the best courses in Management, Medicine, Science, Art and Literature.
Indian Institutes of Technology (IITs) consistently rank among the world's top universities in global university rankings. India's IIMs (Indian Institute of Management) are open arenas where youngsters challenge themselves and go all out to raise the bar of excellence.
With 700 universities and more than 35,000 affiliated colleges enrolling more than 20 million students, the higher education sector is large and complex where the best brains are churned out. Politics, economics, space science or the fine arts…you name it, our universities have them all.
More than 85% of students are enrolled in bachelor's degree programs with majority enrolling in three-year B.A., B.Com. or B.Sc. degrees. Every second Indian is a graduate.
One-sixth of all Indian students are enrolled in Engineering/Technology degrees. The educated Indian Diaspora has contributed much to the global march towards progress. With its centuries-old tradition of learning and wisdom, India's contribution in the fields of math and science is no mean achievement.
Preston Global is a global services company of repute that came into existence with a simple yet profound motto… " to provide a brighter future by connecting nations, using the best of resources available without compromising on providing quality services for our clients.
Email us: contact@prestonglobal.net
Call us: +91-7025159815 | 91- 9995069330
Facebook Twitter
© 2015 Preston Global


On our electrical learning portal we have posted articles based on comparisons and differences.In this article we are going to discuss differences between squirrel cage and slip ring induction motor.Induction motors are classified based on the type of rotor they use.There are two types of rotors namely squirrel cage rotor and slip ring rotor.Lets have a comparison chart between slip ring and squirrel cage motor with key differences.
Differences Between Lap and Wave Winding.
The squirrel cage induction motor is the most popular type of AC motor. It is very commonly used in industries because it is very cheap, robust, efficient, and reliable. The slip ring motor has very little application in industries. Rarely 5% – 10% slip ring motors are used in industries because it has several disadvantages like it required frequent maintenance, having a high copper loss, etc.
Rotor consists of a three phase winding similar to the stator winding.
Rotor consists of bars which are shorted at ends with help of end rings.
Slip rings and brushes are present to add external resistance.
Slip rings and brushes are absent.
5% of motors in industry use slip ring rotors.
Construction is simple and robust maintenance is necessary.
95% of motors in industry use squirrel cage rotor.
High starting torque can be obtained.Rotor resistance starter can be used.
Low starting torque..Rotor resistance starter can not be used.
Carbon brushes, slip rings etc are provided in the rotor circuit.
No moving contacts in the rotor.
Squirrel cage and slip ring induction motor gives higher efficiency than other.
High starting torque. It can be obtained by adding external resistance in the rotor circuit.
Low starting torque. It has 1.5 time full load torque.
Speed control by rotor resistance is possible.
Speed control by rotor resistance is not possible.
Less starting current compared to squirrel cage Induction Motor.
Starting current is 5 to 7 times the full load current.


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TAGS: exhibit
Glittering symbol of press, Newseum set to close its doors Just steps from the US Capitol, the Newseum's gleaming glass-and-steel structure has for over a decade been a shining symbol for the press and free expression.
Photos of family happiness on display The images displayed are winners of a competition that opened in June to celebrate Vietnamese Family Day (June 28).
Conference underlines importance of education to socio-economic development Education and training are vital to the socio-economic development of countries, including Việt Nam, Văn Kim Hoàng Hà, vice dean of the faculty of oriental studies at the HCM City University of Social Sciences and Humanities, told a conference in HCM City yesterday.
Teledyne e2v showcases its High Reliability Semiconductor and RF/Microwave Solutions to address critical applications at Defence & Security and Crisis Intelligence Teledyne e2v showcases its High Reliability Semiconductor and RF/Microwave Solutions to address critical applications at Defence & Security and Crisis Intelligence
Exhibition on Japanese martial arts opens in HCM City
"The Spirit of Budo: The History of Japan's Martial Arts" exhibit opened yesterday at the Exhibition House of HCM City.
HCM City assistance to start-ups paying off
Many start-ups have brought their technologies and products into the market in 2017-19 thanks to financial and technical assistance for R&D provided by the HCM City Department of Science and Technology's SpeedUp innovation and start-up programme.
Arts exhibition reviews memories of revolutionary era An exhibition on the revolutionary war and the armed forces of Việt Nam, featuring the people's hopes for peace, has opened at the HCM City Fine Arts Museum.
The 46th Tokyo Motor Show 2019: Events and Programs News Update The 46th Tokyo Motor Show 2019: Events and Programs News Update
Ten Poetry POS Machines on Kulangsu Xiamen: Children Are Born Poets Ten Poetry POS Machines on Kulangsu Xiamen: Children Are Born Poets
Exhibition reflects growth in startup sector
More than 150 foreign and Vietnamese startups are exhibiting their products and technologies at HCM City Innovation, Startup and Entrepreneurship Week (WHISE 2019) ending on October 19.


Designed by the architect Jean-Pierre Cluysenaer, the spectacular Galeries Royales project took shape in the 1830s. The work, begun in 1846, was almost completed in time for the official opening on 20 June 1847. Cluysenaer conceived a long gallery similar to those found in Paris, but he endowed it with an architectural grandeur worthy of the great European cities. In order to adapt to the irregularities of the terrain, the gallery is slightly curved at the central portico. The architecture and decoration are inspired by the Italian palazzi of the 16th century and show careful attention to detail. The façade overlooking the Rue du Marché-aux-Herbes/Grasmarkt displays a superposition of the Tuscan, Ionic and Corinthian orders, a combination that can also be found inside. In contrast, the grey-coloured render highlighting the blue stone of the architectural decoration becomes pink within the interior of the gallery. The ingenious glass roof, resting on self-supporting semi-circular arches with its panes laid out in a fish scale pattern, is a remarkable example of zenithal lighting from the second half of the 19th century. A fashionable society venue, the Galeries Royales quickly drew a wide audience, attracted by its luxury brands, elegant cafés and cultural spaces. These included the Théâtre Royal des Galeries, the former Théâtre du Vaudeville and the Taverne du Passage, which was known as the Café des Arts until 1892 and was a meeting place for the painters and writers of the time. (Listed 19/11/1986).
Projects "Behind the scenes" and "Singing the praises of heritage!".


TNA's Advocacy provides a voice for the performing arts, prioritising independents and small to medium companies.
We do this in eight key ways: Policy campaigns; Meetings with agencies (eg. Australia Council); Liaison with politicians and advisors; Representing issues to the Meeting of Cultural Ministers; Collaborating with our Advocacy Partners; Representing the sector in the media; Submissions; and Research.
Head to Advocacy Updates for our recent pursuits, which are guided by our Priorities.
Below are some key examples of TNA's advocacy work.
From The Australian, Matthew Westwood, 18 March 2017.
"The Turnbull government has bowed to pressure from the cultural sector and will scrap a controversial arts "slush fund" that stripped millions of dollars from the independent Australia Council and threw arts companies into turmoil.
…The funding "reset" will see $61 million from the Catalyst fund returned to the Australia Council from next financial year, ending almost two years of upheaval in federal arts subsidies.
Arts Minister Mitch Fifield said the government had listened to concerns of the arts sector. "It's clear that there were lessons to be learnt and we've learnt them," he said yesterday.
The Department of Communications and the Arts, which ran Catalyst, will retain $2m a year for cultural programs but "Catalyst as we know it will be concluded".
The impact of 2014-2015 Federal budget changes, had a huge flow on effect. This timeline details both the Free The Arts and I Stand With The Arts campaigns and their impact.
The four year funding announcements in May 2016 had a devastating impact in the small to medium sector, illustrating exactly what the sector feared when then Minister George Brandis took $104 million from the Australia Council (reduced to $72million when new Minister Fifield returned some of the funding). 62 organisations lost multi-year funding in total in that round, and many others were affected.
The total amount of funding now allocated on a recurrent basis, to small to medium organisations, is less than what used to be available to this sector across a variety of investment streams, not just through the key organisations program.
1. That an additional $21.25 million per year be added to the Australia Council for the Arts' budget to cover unfunded excellence, as recommended in the Angus James and Gabrielle Trainor Review of the Australia Council (2012).
2. That all political parties articulate their policies on arts and culture, and outline how they see the arts contributing to Australia's future.
#freethearts was a campaign in response to Former Federal Arts Minister George Brandis pulling $104.8 million from the Australia Council, over four years, to start a National Program for Excellence in the Arts (NPEA) run by the Ministry for the Arts.
The sector's actions brought about a return of most of the money to the Australia Council, and the essential closing down of the Catalyst program.
TNA Director, Nicole Beyer, and her colleagues across Australia, including Tamara Winikoff (NAVA) and Norm Horton and Sarah Moynihan (Feral Arts), worked tirelessly on the campaign, informing the sector about progress, liaising with MPs and Senators, facilitating media coverage, and continually urging the sector to speak up.
On November 17th, 2017, Theatre Network Australia and Tasmania Performs brought together a group of performing artists and companies, venues and festivals in Hobart to explore the critical factors affecting the performing arts sector in Tasmania.
Lack of recognition of the value of artists' contribution to the State's brand and reputation as a cultural leader and their economic input (including foregone income).
Limited access to funding and other support so as to capitalise on increased opportunities provided by new arts festivals and events around the state– the 'pool' of government funding is relatively small and shrinking, the 'competition' for resources (from government, business, donors, audiences) is increasing.
Little informed criticism of work produced and presented in Tasmania, which inhibits growth and development.
Limited opportunities for creative exchange, especially with colleagues in other states as the costs of travelling are beyond capacity of most artists and companies.
Because of the poor financial return, many artists lack time to devote to their creative work due to other pressures and responsibilities.
The costs of creating, producing and presenting work – venue hire, staff, promotions and marketing, advertising, etc – are considerable impediments and mean that artists' time and energies are often diverted to more practical and administrative than creative tasks.
Inadequate recognition of the mental health issues faced by artists, exacerbated by financial struggles.
To date, there has been no opportunity to include childcare costs for artists in Arts Tasmania grant applications (though Arts Tasmania's new guidelines allow for child care costs to be included in a funding request).
Creative State is the Victorian Government's four-year strategy to grow Victoria's creative industries and the contribution they make to Victoria. Its 40 actions vary in complexity and focus. Some are about getting the foundations right for success, some address longstanding gaps, and others seek to create bold new opportunities.
Read the Progress Report for updates on each of the actions.
Chaired by Creative Industries Minister Martin Foley, CSAB provides advice on aspects of strategy and implementation for Creative State. Nicole provides a voice for our members.
The board will work across Government, with Creative Victoria and with Victoria's creative industries sector to advise on the development and delivery of new priorities. It will debate, prioritise and take a leadership role in implementing government policy to ensure the success of Creative State.
The Creative State Advisory Board will comprise 12 members appointed for an initial three-year period.
Creative State is Victoria's first creative industries strategy. It comes more than $115 million in new funding (a need identified in TNV's submission). Creative State is designed to grow Victoria's $23 billion creative and cultural economy, turbocharge local creative enterprises, create new jobs and employment opportunities, and bring social and cultural benefits to Victorians.
The Taskforce Report is made public, which includes a number of initiatives as proposed in TNV's submission. The next step was to support a budget bid for funding to support the new Creative Industries Strategy.
TNV pursued our strategic priorities through consultation workshops, meetings with Taskforce and Reference Group members, and meetings with Minister Martin Foley. Read our submission.


Misty Grant and Shannon Evans' had no idea their side hustles would lead them to create thriving Nailed It! DIY Studios now in six states (and continuing to grow). With no other studios to emulate, they had no road map so they made their own. Their story will leave you feeling like you can do anything…and you can!


A more common type of resistance was to withdraw one's full cooperation with the Islamic State authorities. After seizing control of Mosul, the Islamic State established a sophisticated bureaucracy and tax system. Public institutions were largely taken over and operated under the Islamic State's control, including schools, universities and courts. Some residents manifested their defiance by not paying taxes, refusing to cooperate with the Islamic State's legal institutions, or withdrawing from schools and universities.
The U.K. organization Conscience ("Taxes for Peace Not War") is hiring campaign, fundraising, and membership campaigners.
The organization was once the war tax resistance group in the U.K. but has since become more involved in peace tax fund legislation promotion and attempts to lobby the government to shift military funding to nonviolent defense programs. It hardly mentions war tax resistance as an option anymore, much less promotes it.
I'd like to see them return to their roots. Maybe you could help?


This two level end-unit townhouse is located in Bushkill, Pa. It is in a private gated community that offers great amenities such as 4 outdoor pools, 2 indoor pools, hot tub, fitness center, Eight Tennis Courts, etc. We are across from lake and within walking distance to outdoor/indoor pools, tennis courts and playground.
Enjoy 2 floors of luxurious living in this spacious end-unit townhouse. The living room has a cathedral ceiling with skylights and with a wood-burning fireplace. Sliding glass door leads you out to a deck with a table, chairs and gas BBQ.
There are 4 televisions (living room has a 32 inch plasma TV), DVD player and VCR. In addition, the kitchen is fully stocked to cook if you don't want to eat out. This home has central A/C, washer and dryer, Dish Network and WI-FI.
This property was perfect for our winter weekend getaway! There were 7 adults and one child with us, which was perfect as one of the bedrooms had a crib. The kitchen had everything we needed for our cooking needs, but I would recommend bringing in plastic plates, spoons, knives, forks and cups just in case. We cooked a lot so most of the time we spent in the kitchen/dining area, which was very nice and intimate. Living room was mostly used at night when we played games, or just sat and talked about things. The barbecue deck was easy to use, and perfect for getting fresh air. If you want to ski, it's about 15-20 minutes from where we were. So are the supermarket, pharmacy, and liquor store if you need to grab something extra. We had an amazing time, and even though it was winter, there was not a dull moment.
We went in a group of 8 and stayed at this property from 08/12 - 08/14 this year.
1. Owner was friendly and promptly answered all the queries.
2. Big property with spacious rooms.
3. Nice Location close to bushkill falls and a good for a quite weekend away from the city.
1. 5 Community passes for using swimming pool and other community facilities was not provided by the owner as per the agreement, it was later mentioned these were kept in the kitchen but it was never mentioned in the contract and we ended up paying for these out of pocket.
First time renting a place in PA, I always worry how clean and comfortable a house would be for my big family. And the townhouse was perfect clean and comfortable I love the furniture and the big Jacuzzi. We went for 2 days and enjoyed the fireplace. I gave it four stars because of the TV in bedrooms and there was no channels, you can only watch TV in the living room. We had a great time it was raining and cold so we stayed inside with the fireplace and play games. The pool was closed but it is walking distance from the place. I would like to go back but this time with my husband. Thank you Yelena she was really helpful and always answer all my questions, and the process to book the place was easy.
Also the community has 2 indoor pools. One of them is always open. I always email amenity hours.
We had an amazing stay at this home. The place is clean, cozy and has a great design. The area is full of amenities. Owner is pleasure to deal with. Thinking of coming again this summer.
The listing, layout,and pictures were very accurate. The property is well-maintained and very clean. I come from a customer service background and I want to say Yelena gives excellent service and was a joy to deal with. She never made you feel you were borthering her and showed concern about our comfort. I would definitely recommend this property to a friend or relative.


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The Sunshine Baskets Program was developed to serve the sick & shut-in of the congregation & the community. Members of the congregation prepare baskets of fruit & other goods for the sick & shut-in to help brighten their day. The baskets are brought to the building on Sunday morning where anyone in the congregation can pick up a basket & deliver it to anyone who is sick or shut in. Mary Nell Flatt oversees this program.
Individuals who are involved in the Sunshine Basket Program include: Frances Anderson, Peggy Anderson, Amanda Birdwell, Ashley Broome, Kendra Burris, Michelle Burris, Lois Burroughs, Brenda Call, Judy Cantrell, Jo Ann Carver, Sandy Jo Collier, Heather Conner, Donna Crabtree, Nellie Crabtree, Malinda Dawson, Mindy Dennis, Lisa Dodson, Rita Dodson, Diane Duke, Ann Flatt, Mary Nell Flatt, Theresa Fox, Rita Gentry, Lorene Haney, Louise Haney, Willene Heady, Elizabeth Howell, Shirley Howell, Crystal Maberry, Barbara Mabery, Elizabeth Mabery, Debbie Martin, Doris Martin, Emogene Mayberry, Amy Holloway, Vilnessa Holloway, Marie Johnson, Bonnie Jones, Pam Peterson, Kayla Pippin, M.B. Ragland, Barbara Scott, Patsy Scott, Grace Sloan, Betty Smallwood, Jerline Stafford, Rita Strong, Tonya Strong, Jennifer Thomas, Kathy Trisdale, Dean Wilson, Frankie Wilson, Donna C. Young, Donna Loftis-Young, Essie Young, & Jo Ann Young.


I'm here in the mountains and it's really fall. I barely need a hoodie but I did wear one once when I was up near the clouds and it was chilly for a Florida girl. (Probably 68ish).
It's pouring now and I'm fine with that because our cabin has a tin roof and it sounds lovely, and maybe it will push in more hoodie weather and make the waterfalls more dramatic.
I really like fall. I've seen fall leaves before but I guess not in a way where I was truly out in nature. I knew the leaves would change colors and mountains and hills would be vibrant but I hadn't counted on how the leaves flutter down and swirl and twirl so gracefully before hitting the ground and how I can be out in the middle of that. That is awesome. I don't even care that it's making my car a mess, my dirty car looks beautiful.
I also LOVE streams. Creeks, streams, small rivers, waterfalls, large puddles, bath tubs -- I guess it's more accurate to say I love water and I am love, love, loving having water sources I don't have at home. The boys immediately went to work creating two dams in the stream in front of the cabin, creating a wide, clear pool and small waterfalls like really cute beavers that don't usually bite.
We hiked up to Long Creek Falls yesterday and spent a long time staring into the clear running water dozens of feet away from the actual attraction, combing through little rocks and flipping over big ones to see if any salamanders were hiding.
We could've done it for hours, we had so much fun.
And as always, the kids have been cracking me up but my phone with its hastily thumb-typed (and therefore barely legible) reminders of things to tell you about is all the way downstairs and like hell if I'm going where I can't hear the rain. So we'll do that later.
But probably not too soon.
Sounds fantastic! I just missed the big fall show when I went to North Carolina. Here in CA we've got mostly just dried and dead looking things.
I'm so glad you get to really taste fall! It's the best season in my opinion because I like nothing more than cool weather, comfy clothes, fires, and colored leaves. Enjoy!
I am so glad yall are enjoying it! It is beautiful here right now, and it makes me happy that people who don't get to see it all the time love it sd much as me. I love the beach and am a little "j" that you live beside it, but I wouldn't trade my east tennessee mountains for the love of money!


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If Michael O. Church is Wrong, Then I'm Probably Going to Kill You
I've been reading Michael O. Church's latest blog series on the Macleod hierarchy of worker types in modern corporations lately, in addition to musing over my own role following a series of ennui and recruiter induced interviews. It's a great read (though lengthy!) and I agree with his analysis for the most part.
The short summary is that he's added a fourth class to Macleod's hierarchy (Losers, Clueless, and Sociopaths); the Technocrat. Losers (only in the sense that they realize corporate grunt work is a losing proposition) put in minimum effort for decent pay, and don't bother striving beyond this as their life is predominantly outside work. The Clueless believe that with dedication they'll be promoted into the upper echelons of the corporation, and take on more work for less reward than a rational approach would suggest. Sociopaths manipulate the system for their own ends rather than those of the corporation. They work hard only on projects likely to result in recognition or reward, and ignore, delegate, or sabotage work that doesn't.
Church's addition is the Technocrat, who operates like the Sociopath on the surface, but whose intent is to generate positive sum rewards for herself and the corporation. Where Losers are strategic, team-players, but not dedicated, the Clueless are dedicated team-players who lack strategy. The Sociopaths are dedicated strategists, but definitely not team-players. Technocrats are somewhat more pragmatic; they're strategic at all times, but only dedicated team-players when they sense their efforts will be positive sum and result in a better workplace for everyone. When this isn't the case, they bugger off somewhere else.
Humans being what they are, most people's first reading of this sees them side instantly with the good guy Technocrat, but I tried to analyse myself a bit more rationally. Bailing out of my robotics role because I didn't think it was teaching me enough or my efforts were improving the organisation may well have been characteristic of a Technocrat, but not enough for a strong classification (after all, a Sociopath would have done the same having realized the chances of promotion were negligible.)
I hope it's clear enough that I'm not Clueless. I'm incredibly lazy when I don't think something is worth doing, and I certainly won't due it just for the brownie points. I turned down a job offer only last week because the manager described the promotion prospects as being "Brilliant! After four or five years you'll have a really good chance of making team lead." (And Adrian, if you're reading this and thinking "I didn't say that?", that'd be because I actually turned down two jobs last week and I'm referring to the other one... #humblebrag)
I think I have some traits of the Loser, and not just my haircut. I generally work 9 to 5 only, and frequently take a pleasantly long lunch break. Whilst this is partly laziness, it's also that I'm well aware management is satisfied with my performance, and I don't see any reason to make them realize I'm capable of more effort or hours unless there's a kicker in it for me. I'm not a fan of delayed gratification, and don't fall for it when people suggest reward will come only after all the hard work is given. So this is strategic laziness then; lazy when the effort required to advance isn't justified by the reward offerred. I'm also not entirely referring to money either - recognition, interesting work, and an opportunity for learning are all alternative forms of persuading me to work harder. (And in my defence, I did stay late the last three nights because I had something interesting to work on!)
So, maybe I'm a Sociopath. Let's see now. I'm clearly strategic. I've clearly made several medium sized organisations think I'm a team-player. I've clearly bailed out on a great bunch of people because dedication to the organisation didn't pay. I've used a very positive sounding history of my startup failure to simultaneously leverage both title and salary inflation, and jumped straight into the most interesting chunk of available work in the organisation without having any experience of it. Seems pretty clear that if Church is wrong and there's no silver lining Technocrat class with which to paint myself, then I'm the number one contender for filling the office nerf guns with live ammunition.
Perhaps it's time to analyse my intent. Am I strategic, manipulative, and successful because I'm an asshole? Or is it because getting myself to the right position leaves me better able to deliver value to the organisation? That's certainly what I'd say in a salary review, but is that because I'm a cynical bastard with an affinity for telling people what they want to hear, or because I actually believe it? To answer this, I think we have to analyse the organisations I've worked in (which is a) simple, because there's only three, and b) fun, so just indulge me, ok?)
Academia (caveat - in Australia! This can be quite different in the USA.) is the home of a moderate number of satisfied Losers who love research for its intellectual freedom and accept the low salaries for this and a flexible lifestyle. There are numerous Clueless post-docs and joint-co-Chief Senior Principal Lecturers who for some strange reason never quite get that final title that'll give them stability and an excuse to slack off. Lording it above them all are the few Sociopaths who played the game well enough to grab tenure or switched tack into the bureaucratic arm instead. It's most definitely a rank culture and Technocrats are the strange bunch who've achieved exit velocity and left the gravitational pull of a satisfying Loser existence in the intellectual bubble of an otherwise parasitic and decaying organisation. Ouch.
My next role was in a fully industry funded research group within the same university, but the situation was unique enough that it can be thought of as an external consultancy simply renting space from the uni. That's certainly how it was sold to me, but proximity breeds homogeny, and the pull of the university hampered the success of what was otherwise a thriving self-executive culture with some guild aspects. Both the technical and academic staff had excellent mentoring from senior colleagues, the work was sufficiently interesting to breed dedication and a strong team spirit, and the pay and lifestyle flexibility were nothing to sneeze at. Its main downside was the division between academics and technical staff, both in monetary terms, and for interesting work and recognition. For a flat organisation with a surprising absence of Sociopaths at the top, it still managed to have a fair share of Clueless hoping for change that could never come. Fortunately it has a large number of happy and content Losers who've accepted the trade-off of increased comfort and interesting (if sometimes ignored) work, for a slower career progression and lower pay. There's a big part of me that wishes I could be happy in that position, but I can't.
Which brings me to my current employer, which for a startup is an absolutely canonical example of a tough culture frantically paddling back towards the guild from which it purports to have come, and truly wants to believe it can return. (Whether it can or not is a question for another day, and my thoughts on the matter have flipped a few times already in my short tenure here. Likewise whether it'll have a billion dollar exit or devolve into a semi-bankrupt zombie corporation. My odds are closer to 50/50 than I'd like, and I sometimes wonder if it's merely that e-commerce itself is growing so fast that's keeping us afloat.)
Without intending disrespect, most of my colleagues are Clueless (remember lads, this is a category label, not a derogatory term. You all know your memes better than any other group I've met). As is typical in many startups, they've been sold a dream, and blinded from any sharp realities by shiny toys and the 'culture club'. It also pays well, which the Clueless think is because they're irreplaceable and important, but in reality is because their output is important and probably a positive return on investment. Too few of my colleagues have considered that we're only recently profitable, and the number of business-destroying risks we face (mainly due to technical debt) is flabbergastingly high. Too many think that working hard and being seen to jump into the triage response when shit hits the fan will result in promotion and reward, without realizing that there isn't anywhere to be promoted to, our engineering spend is already too high to raise salaries any more, and fixing the fan mostly just covers you in crap.
There's a small number of Losers. For the most part, these people have been around the block a few times, recognise the high salary and low expectations available here, and happily meet them. They work hard only on the interesting problems (of which there are fortunately a decent number) and the most strategic of them have found their way into roles that avoid working with the legacy technical debt or too much triage. There are definitely a few strategic lurkers, waiting for more information on what the future holds, and who could morph into Clueless if they predict optimistically and incorrectly, or Sociopaths whatever the future as long as they predict correctly. (If it's a sinking ship, they'll bail. If it's a rocket ship, they'll find a path into upper management.)
There are Sociopaths scattered across the organisation, but due to its rapid growth, most have yet to reach upper management, and are effectively Sociopaths-in-waiting. Fortunately, there a number of truly positive-sum individuals who manage to be strategic (at least somewhat), team-players, and dedicated all in one. Their strategic efforts are aimed at projects that reduce technical debt, open up new areas of interesting work, and enhance the team itself. They don't always succeed, but it's clear that they're trying, and that they're not interested in playing politics like the Sociopaths are. It is largely due to these people that I'm still here.
And, it is because of these people that I think O'Church is right, and that Technocrats do exist. Which is lucky for me because otherwise I'd have to call myself a Sociopath, and I like to think I'm not quite that mercenary. If my trajectory looks like that of a Sociopath, I claim it's only because I haven't succeeded yet. I would love to be in a situation where I'm making my own life better at the same time as the corporation lots of money and a better place to be. I believe the best place for me to do this is in a guild culture, but in the absence of them in my field, in this city, at this point of time, I'm pretty happy in an organisation that's at least trying to be one.
So after a long and roundabout trip, I can now declare that I am actually a Technocrat. Relax. I'm not going to kill you after all.
Michael O. Church link
First of all, O is my middle initial (O'Connor) so it's not "O'Church".
I've put a lot of thought into the Technocrat / Psychopath distinction, and I think the alignment aspect (Part 6) explains it well: why two distinct categories are lumped together. Good and neutral moral alignments are socially acceptable; evil is not. Lawful and neutral civil alignments are socially acceptable; chaos is not. [Lawful, Neutral] X [Good, Neutral] is the Box of Social Acceptability. Chaotic Good, Chaotic Neutral, and the Evil alignments are the L of Social Unacceptability. There's one wrinkle: Evil is relatively easy to hide; Chaos is harder.
Losers tend to come from civilly neutral alignments. Clueless tend to be lawful. MacLeod Sociopaths come from the L of Social Unacceptability-- this means they're either chaotic or evil. That's why society calls them "sociopaths".
The "good Sociopaths" (chaotic good) are Technocrats. So are chaotic neutral. As I define moral neutrality (10th to 90th percentile) it doesn't mean amorality so much as "weakly good", which the moral middle classes are: genuinely decent people, but with more of a tendency toward compromise than one might like. These are the "good guy" transgressives. It's worth noting that "technocrat" here pertains more to "techne" or "technique" than "technology", so you don't have to be a technologist to be a Technocrat (although that's a common confluence).
Lawful evil is organizationally dangerous because they are most able to conform and ascend. Neutral evil often tends toward organizationally apathetic sadism and hurts people in the organization, but such people aren't as likely to rise. Lawful evil tend to seek the validation of a high position in an organization; neutral evil are less interested in that kind of affirmation. These are the Psychopaths.
Chaotic evil (black-hat Technocrats?) could be considered both Technocrats and Psychopaths, but that's such a socially and organizationally dysfunctional alignment as not to have a major organizational effect. They rarely rise. An example of CE is Kefka in Final Fantasy 6. In a functioning world (World of Balance) he's a peon and idiot. In a damaged world (World of Ruin) he's a god. If Chaotic Evil has a chance, your organization's deeply screwed. CE is like an opportunistic infection; can kill you if you have an immune system problem, but otherwise harmless.
Technocrats are defined more by *chaos* than by *good*. In fact, Losers, Clueless, and Technocrats correspond neatly with civil neutrality, law, and chaos. Psychopaths are evil, with lawful evil tending to seek power, neutral evil not refusing it, and chaotic evil rarely being a threat to a functioning organization. Those four distinctions seem to have organizational types and rank destinies. There doesn't seem to be such a thing for good and moral neutrality, however, doesn't seem to have a consistent organizational effect. Morally neutral people are "good enough" for most organizations. To the extent that good people have different behavior, few organizations care.
The ideal organizational person is neutral, because that's what most organizations are. (More specifically, it wants them to be lawful with respect to its laws and neutral with respect to everyone else's, including the external society's.) However, organizations don't get what they "want". They get what they get. Chaotic good drive most of the world's real progress; lawful evil tends to infiltrate over time due to its confluence of organizational ambition and moral flexibility.
Sorry about the name stuff-up - now fixed! I'll respond in more detail when I'm not at work. :-)


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RED BANK: POOL LAWSUIT CLAIMS NEGLIGENCE
Work to replace the Riverview Towers pool was underway last week, as seen from a balcony. The deck of the Atrium at Navesink Harbor is visible at left. (Photo by John T. Ward. Click to enlarge.)
Sixteen months after their swimming pool mysteriously popped out of the ground, residents of the Riverside Towers high-rise in Red Bank are rebuilding their treasured riverfront amenity.
Meantime, they're also in court against a number of vendors, offering an unusual explanation for the, um, floating pool.
An architect's drawings of the proposed replacement pool and new poolhouse. (Renderings by SOME Architects. Click to enlarge.)
Borough officials condemned the pool in May, 2018, after it abruptly rose several feet, upheaving the surrounding concrete deck.
Early attention focused on an imbalance in hydrostatic pressure between the pool and the Navesink River, which surrounds it on three sides, as a possible cause.
But a lawsuit filed in Superior Court in Freehold by the building's owners alleges human error for leaving open a valve that poured millions of gallons of water into the bulkhead surrounding the pool.
According to the suit, filed last October, the pool was nearly empty in preparation for its annual cleaning when, on May 15, "it suddenly lifted by several feet," buoyed up by water contained within the bulkhead that surrounded it.
The water level within the bulkhead "was many feet above the level of the nearby Navesink River," the lawsuit claims.
The next day, an employee of the building management firm First Service Residential turned off a freshwater valve inside the building that he suspected was the culprit, according to the lawsuit. Soon after, the pool began to settle as the water level in the bulkhead subsided, it says.
The lawsuit alleges the incident occurred after First Service hired two contractors who made changes to improve water pressure within the 12-story, 150-unit co-op building.
It also occurred about two weeks after residents notified the First Service that "a large volume of water was being discharged from a pipe near the bulkhead, located next to the pool," and that "the sound of rushing water could be heard when standing next to the pool."
The suit claims that over a 24-day period starting May 1, the building consumed nearly 5.8 million gallons of municipal water, or 10 times the daily average seen over the prior four years.
Though residents sent emails and videos to the firm about the situation, First Service "dismissed the residents' concerns and took no action," the suit alleges.
A spokeswoman for First Service told redbankgreen that the company had no comment on the lawsuit, which also names the contractors and an insurance company as defendants.
While the case proceeds, the bulkhead has been rebuilt and reconstruction of the pool has begun, with plans for a new poolhouse, said Michael Collins, secretary to the building owners' board of trustees.
The poolhouse will replace a 50-year-old structure that offered little more than a restroom and showers with a gathering space that can be utilized year-round, plus a second-story viewing area that the old one didn't have, said architect Mike Simpson, of some Architects.
The co-op also has a marina at the end of the bulkhead for lease by both residents and non-residents that's been inaccessible since the incident, Collins said. It's expected to open with the pool and poolhouse next year, he said.
Posted on September 18, 2019 at 7:45 am, filed under Featured, Fire, RED BANK, Seasonal, Utilities and tagged first service residential, litigation, marina, michael collins, michael simpson, navesink river, nj, pool, poolhouse, red bank, riverside towers, some architects. Bookmark the permalink. Follow any comments here with the RSS feed for this post. Trackbacks are closed, but you can post a comment. Email this story.
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Klipsch RF-7 III Floorstanding Speaker That includes an all-new titanium compression driving force, 90×90 compressed molded-rubber Tractrix horn, redesigned bifurcated cupboard, solid basket Cerametallic woofers and completed in a top rate, furnishings-grade picket veneer – the RF-7 III floorstanding speaker champions the mythical, top-efficiency Klipsch sound.
Klipsch RC-sixty four III Middle Speaker Get the mythical, top-efficiency Klipsch sound with the RC-sixty four III Middle channel speaker. That includes an all-new titanium compression driving force, 90×90 compressed molded-rubber Tractrix horn, redesigned bifurcated cupboard, solid basket Cerametallic woofers and completed in a top rate, furnishings-grade picket veneer – the RC-sixty four III Middle channel speaker can provide actual-to-lifestyles, entrance row, cinema-high quality acoustics.


Without the right resources and information, selling a home can be stressful and time-consuming. Due to the numerous complexities of modern Real Estate transactions, most home sellers find it advantageous to team up with a Realtor. Desrochers Realty Group can help. From preparing and pricing your home to showing it on the market, our qualified professionals will guide you through the entire process—simplifying your experience.
What prices are similar homes in your area selling for?
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When selling your home, you will want effective advertising and marketing. Our Realtors utilize a wide range of marketing tools to attract potential buyers. Promotional campaigns work best in a seller's market when the home is priced right and properly prepared.
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Whether you're up-sizing, down-sizing or making a cross-country move, selling your home is often the exciting start of a new adventure. We're here to help ensure your selling process brings both financial and emotional reward.


text:
← Walz continues to receive national media attention
Iran president suggests West ain't seen nothing yet in high oil prices →
Kyrgyz Leader Threatens to Expel US Troops
Posted on April 19, 2006 by Team VCS
The president of Kyrgyzstan threatened on Wednesday to expel American troops from the strategically located Central Asian nation unless the United States agrees to pay more for its military presence.
About 1,000 troops are stationed at an air base set up in December 2001 at Kyrgyzstan's main civilian airport near the capital, Bishkek. Most are American but there are also small French and Spanish contingents.
The facility is used as a transit point for troops going to or coming from Afghanistan and is a base for tanker planes that refuel military craft in Afghanistan.
Kyrgyzstan "reserves the right" to reconsider its agreement to host the U.S. troops, President Kurmanbek Bakiyev said on state television.
Bakiyev said the government could terminate the agreement if talks on new financial terms do not end successfully before June.
The U.S. Embassy had no immediate comment.
The threat comes amid Russian concern about the U.S. presence in Central Asia. Kyrgyzstan also hosts a Russian air base just east of Bishkek. Last summer a regional security body led by Russia and China called for the United States and its allies to set a date for the withdrawal of their forces from Kyrgyzstan, Uzbekistan and Tajikistan.
Uzbekistan has since expelled its U.S. troops, angered by Western criticism of the government's bloody crackdown on demonstrators last year.
Bakiyev came to power after a March 2005 uprising drove out President Askar Akayev, who had led Kyrgyzstan since the latter days of the Soviet Union.
The U.S. Embassy has been critical of Bakiyev's government for holding up promised democratic reforms and failing to fight organized crime.


Ocean Ambassadors is a small organisation working towards real-time solutions and achievable best practice towards waste plastics in our oceans.
We work directly with local communities empowering them to stop plastic entering the ocean, and offer local processing solutions.
We specialize in developing island nations throughout the pacific ocean. This area is primarily safe, with little civil unrest, small amounts of dengue fever and other tropical illness are there.
From day one we aimed to follow Eco Souls green Island Model "to create jobs, close landfills and anchor renewable energy systems"
We are interested in an achievable plastics framework that endorses a vision of materials reentering the economy; collate waste recovery solutions; and spread these concepts throughout the pacific region.
We are looking for individuals and groups that would like to assist these beautiful nations keep their natural wonders pristine for many generations to come.
When choosing to work with us, you are with a small yet effective team that works on the topic they know. We have many years in the field and an extended network of amazing partners.
Through our time working on marine debris, we have assisted with large community campaigns in Australia with the Talking Trash Tour alongside Take 3. Documenting leading scientists and offering solutions throughout the pacific region. We have spent the past 3 and half years in Fiji working on our Fast Track Fiji program. Which has seen positive change, in best practice from the tourism sector, local legislation with single use plastic bag levy, data collection programs and multiple outer island systems adapted.
The impact of this sees communities minimize their plastic footprint and waste plastics entering the ocean. As well work towards local processing of the plastics collected.
With the ever growing consciousness of the problems surrounding marine debris, this program takes a direct hands on approach focusing on solutions.


text:
package com.github.rand0m86.filters.hop_by_hop;

import javax.servlet.http.HttpServletResponse;
import javax.servlet.http.HttpServletResponseWrapper;
import java.util.Collection;
import java.util.Collections;
import java.util.stream.Collectors;

import static com.github.rand0m86.filters.hop_by_hop.HopByHopHeaderUtil.isHopByHopHeader;

class ResponseWithoutHopByHopHeaders extends HttpServletResponseWrapper {

    ResponseWithoutHopByHopHeaders(HttpServletResponse response) {
        super(response);
    }

    @Override
    public String getHeader(String name) {
        if (isHopByHopHeader(name)) {
            return null;
        }
        return super.getHeader(name);
    }

    @Override
    public Collection<String> getHeaderNames() {
        return super.getHeaderNames().stream()
                .filter(header -> !isHopByHopHeader(header))
                .collect(Collectors.toList());
    }

    @Override
    public Collection<String> getHeaders(String name) {
        if (isHopByHopHeader(name)) {
            return Collections.emptyList();
        }
        return super.getHeaders(name);
    }

    @Override
    public void addHeader(String name, String value) {
        if (!isHopByHopHeader(name)) {
            super.addHeader(name, value);
        }
    }

    @Override
    public void setHeader(String name, String value) {
        if (!isHopByHopHeader(name)) {
            super.setHeader(name, value);
        }
    }

    @Override
    public void addDateHeader(String name, long date) {
        if (!isHopByHopHeader(name)) {
            super.addDateHeader(name, date);
        }
    }

    @Override
    public void setDateHeader(String name, long date) {
        if (!isHopByHopHeader(name)) {
            super.setDateHeader(name, date);
        }
    }

    @Override
    public void addIntHeader(String name, int value) {
        if (!isHopByHopHeader(name)) {
            super.addIntHeader(name, value);
        }
    }

    @Override
    public void setIntHeader(String name, int value) {
        if (!isHopByHopHeader(name)) {
            super.setIntHeader(name, value);
        }
    }
}


text:
<?php
namespace Burrow;

interface QueueConsumer
{
    /**
     * Consumes a message
     *
     * @param mixed $message
     */
    public function consume($message);
}


text:
Professional Children's Theatre
Monday's Child – Autumn 2014
A play for children aged 4+, their families and teachers. In a dream-like garden an old woman and a little girl sing and dance and dress up as they explore a treasure trove of memories.
The Ice Child – Spring 2014
This is a tale of growing up different. It's a fairy story, a story told by fairies about people. And it's a love story – a story about love. World premiere Watergate Theatre, Kilkenny . Feb- March 2014.
The Bockety World of Henry & Bucket – 2013 Autumn Tour
Henry and Bucket are taking to the road again! BOOKING NOW. Some venues have sold out! Plan your school or family visit to a venue near you now.
The Bockety World of Henry & Bucket – 2013 Spring Tour
National tour of Barnstorm's new play about friendship for children aged 4 and older. Responses from Kilkenny include: 'Pure theatre'…'visually imaginative…' and ..'they haven't stopped talking about it since.'
The Bockety World of Henry & Bucket – 2013 March, The Barn
A brand new play that looks at friendship through a day in the life of Henry & Bucket, two friends who live in a bockety world of discarded objects. For children aged 4+. School and family performances in March 2013.
The Song from the Sea – 2012 Autumn Festivals Tour
Our captivating show The Song from the Sea, by Mike Kenny, focuses on a young boy's struggle to find his place in his family, and in the wider world. Blending storytelling, performance, puppets, music and a beautiful song from the sea, this show is a sensory treat.
A Murder of Crows – 2012 Spring National Tour
The national tour for A Murder of Crows begins at Draíocht on 27th February and takes in nine venues. A Murder of Crows is a gothic story of two children's journey from abandonment and fear to ultimate survival. Music by Pól Brennan (Clannad).
The Song from the Sea – 2011 National Tour
Now a firm favourite with Barnstorm audiences, this uplifting and encouraging play for children aged 4 and up, tells the story of a young child's struggle to find his place in his family, and in the wider world.
A Murder of Crows – 2011 Watergate, Kilkenny
World Première. A gothic story of two children's journey from fear and abandonment to ultimate survival, seen from the perspective of a chorus of raucous and garrulous crows.
The Song from the Sea – 2011 The Barn, Kilkenny
An uplifting and encouraging play for children aged 4 and up, The Song from the Sea tells the story of a young child's struggle to find his place in his family, and in the wider world.


"Captain Ann A. Bernatitus, Nurse Corps, United States Navy, Retired [biography dated, 8 August 1968] in Modern Officer Biographies Collection, Naval History and Heritage Command Archives, Washington Navy Yard.
Canacas, Philippine Islands. Front Row; T. Metcalf, Ruth Anthony, Katherine Yarnell, Martha Smith. Back: A. Bernatitus, Peggy Nash, Jamie Taylor, Goldie O'Haver, Dorothy Still, Taken between 01/03/1940 and 10/10/1941.
Ann Agnes Bernatitus was born in Exeter, Pennsylvania, on January 21, 1912, daughter of Alexander Bernatitus and Mrs. (Margaret Adamits) Bernatitus. She received her education in the Exeter public schools, graduating from high school in 1928. In 1931, she entered nurses' training at the Wyoming Valley Homeopathic Hospital Training School, Wilkes-Barre, Pennsylvania, with an affiliation at the Pennsylvania General Hospital, from which she graduated in 1934. The following year she took a postgraduate course in operating-room technique at the University of Pennsylvania Graduate Hospital at Philadelphia, and continued duty there as Staff Nurse from February to May 1935. She was next Staff Nurse-Operating Room at the New Rochelle (New York) Hospital until July 1935, then had similar employment at the Nanticoke (Pennsylvania) State Hospital.
Appointed Ensign in the Navy Nurse Corpse on September 25, 1936, she progressed in grade to that of Commander, to date from January 1, 1950. On April 1, 1959 she was transferred to the Retired List of the U. S. Navy and was advanced to the rank of Captain on the basis of a combat award.
After receiving her appointment in the Nurse Corpse in 1936, she reported as a Staff Nurse at the Naval Hospital, Chelsea, Massachusetts, and in September 1937 was transferred, in a similar capacity, to the Naval Hospital, Annapolis, Maryland. She remained there until March 1940, after which she had duty as a Nurse in the USS Chaumont (AP-5). Assigned in July 1940 to the U. S. Naval Hospital, Canacao, Philippine Islands, she was so serving when the news of the Japanese attack on Pearl Harbor, Territory of Hawaii, came. Because of the location of the hospital it soon became necessary to evacuate the patients and newly arrived wounded to Manila. During the work, she was a member of an emergency operating team working under Army orders.
On the morning of December 24, this team was suddenly ordered to Bataan, where again they worked under the Army. There she saw the entire heroic drama of the American-Filipino stand. In one eight-hour day, she saw two hundred and eighty five patients brought into the operating room, waiting their turn. She treated her own countrymen and Japanese prisoners from dawn to midnight.
Returning to the United States, she was promoted to Chief Nurse, and in July 1942 was assigned to the Naval Medical Center, Bethesda, Maryland. In August 1943 she became Chief Nurse at the Naval Dispensary, Eighth Naval District, headquartered in New Orleans, Louisiana. From June to November 1944 she served at the Naval Hospital, Great Lakes, Illinois, after which she had temporary duty of Assistant Chief of Nursing Service at the Naval Hospital, Treasure Island, San Francisco, California. In February 1945 she joined the USS Relief (AH-1) as Chief of Nursing Service and in that capacity participated in the Okinawa Invasion. Detached from that hospital ship in November 1945, she was next Assistant Chief of Nursing Service at the Naval Hospital, Brooklyn, New York.
In September 1946 she reported for instruction in occupational therapy at the Philadelphia School of Occupational Therapy at Philadelphia and completing the course there in April 1948, reported as Chief of Occupational Therapy at the Naval Hospital, Houston, Texas. She was transferred to similar duty at the Naval Hospital, Long Beach, California, in May 1949 and during the period April 1950 to July 1953 was Chief of Nursing Service at the Naval Hospital, Newport, Rhode Island. Following Assignment as Chief of Nursing Service at the Hospital, Camp Pendleton, California, she was transferred in October 1954 in a similar capacity to the Naval Hospital, Philadelphia, Pennsylvania. She was so serving when relieved of active duty pending her retirement, effective April 1, 1959.
In addition to the Legion of Merit with Combat "V," Nurse Bernatitus has the American Defense Service Medal, Base Clasp; Asiatic-Pacific Campaign Medal with two stars; World War II Victory Medal; Navy Occupation Service Medal; China Service Medal; Philippine Defense Ribbon; Philippine Liberation Ribbon and the Philippine Independence Ribbon. She is also entitled to the Army Distinguished Unit Badge, which was awarded all personnel who served in defense of the Philippines.


Kotak Savings Fund Direct-Dividend Weekly is a Debt mutual fund scheme from Kotak Mahindra Mutual Fund. This scheme was launched on 01 Jan 2013 and is currently managed by its fund manager Deepak Agrawal. It has an AUM of ₹11,491.84 Crores and the latest NAV decalared is ₹10.164 as on 18 Apr 2019 at 9:30 pm.
Kotak Savings Fund Direct-Dividend Weekly scheme return performance in last 1 year is 8.18%, in last 3 years is 25.30% and 67.65% since scheme launch. The min. SIP amount to invest in this scheme is ₹1000.


Composed by Vince Guaraldi. For piano. From the television special" A Charlie Brown Christmas". Format: easy piano solo songbook. With chord names and color illustrations. " Easy" in this case is not for your average first or second year pianist but if you love" A Charlie Brown Christmas" you will be able to master it one song at a time. Also, a simple version of" Fur Elise" is included and very playable. Find helpful customer reviews and review ratings for A Charlie Brown Christmas(TM)(Easy Piano) at Amazon.
com. Read honest and unbiased product reviews from our users. A Charlie Brown Christmas - Easy Piano sheet music - Piano/Keyboard sheet music by Vince Guaraldi: Hal Leonard. Shop the World's Largest Sheet Music Selection today at Sheet Music Plus.
Print and Download 'A Charlie Brown Christmas Piano Lesson Book. ' Beginner and Easy Piano Sheet Music for Easy Selection. MakingMusicFun. net Edition Includes Unlimited Prints. Format: PDF Pages: 18 Play music with the Peanuts gang! This collection of 10 Peanuts Christmas favorites is arranged for easy piano playing.
This book also includes full-color pages of Peanuts characters. The easy piano format is great for beginners to intermediate players. A Charlie Brown Christmas Sheet Music Download sheet music and print it instantly, and sync your digital sheet music to the FREE Musicnotes PC, web and mobile apps. Buy A Charlie Brown Christmas (Easy Piano ) by V at jwpepper. com. Piano Sheet Music.
These deluxe collections feature piano solo arrangements of all Print and download sheet music for Christmas Time Is Here from A Charlie Brown Christmas. Sheet music arranged for Big Note, and Easy Piano in C Major. SKU: MN A Charlie Brown Christmas - Easy Piano" By Vince Guaraldi. For easy solo piano. Easy Piano Songbook. TV, Children's and Christmas. SMP Level 4 (Intermediate). Songbook. This deluxe collection features easy piano arrangements of all ten Vince Guaraldi arrangements from this annually anticipated holiday classic: Christmas Is Coming - The Christmas Song (Chestnuts Roasting on an Open Fire) - Christmas Time Is Here - Fur Elise - Hark, The Herald Angels Sing - Linus and Lucy - My Little Drum - O Tannenbaum - Skating - What Child Is This.
Though not nearly as essential as A Boy Named Charlie Brown, A Charlie Brown Christmas does give you the flavor of the mordant jazz touch that Guaraldi made an indispensible part of the.
I was looking for something other than 'easy piano If you like the CD you will appreciate these arrangments. Anonymous: More than 1 year ago: I like the. A Charlie Brown Christmas is a 1965 animated television special based on the comic strip. rendition of" Jingle Bells; " after two failed attempts, Schroeder tersely pecks the keys on his toy piano, which is exactly what Lucy seeks. . " He can do anything – move and dance – and he's very easy to animate, " said Melendez.
This deluxe collection features easy piano arrangements of all ten Vince Guaraldi arrangements from this annually anticipated holiday classic: Christmas Is. Buy A Charlie Brown Christmas (Easy Piano ) by V at jwpepper. com. Piano Sheet Music. These deluxe collections feature piano solo arrangements of all. A Charlie Brown Christmas - Easy Piano sheet music - Piano/Keyboard sheet music by Vince Guaraldi: Hal Leonard. Shop the World's Largest Sheet Music.
This deluxe collection features easy piano arrangements of all ten Vince Guaraldi arrangements from this annually anticipated holiday classic: Christmas Is. Choose from A Charlie Brown Christmas sheet music for such popular songs as Für Elise, Christmas Time Is Here, and O Tannenbaum.
Big Note, Easy Piano. A Charlie Brown Christmas - Easy Piano Songbook [Hal Leonard] on Amazon. com. *FREE* shipping on qualifying offers. This deluxe collection features easy piano arrangements of all ten Vince Guaraldi arrangements from this annually anticipated holiday classic: Christmas Is Coming • The Christmas Song (Chestnuts Roasting on an Open Fire) • Christmas Time Is Here • Für Elise • Hark Print and Download 'A Charlie Brown Christmas Piano Lesson Book.
' Beginner and Easy Piano A charlie brown christmas easy piano Music for Easy Selection. MakingMusicFun. net Edition Includes Unlimited Prints.


Customizing solutions to to serve complex operational needs.
UAS Professional Pilots has independently confirmed through the FAA that this member is certified for commercial drone operations, and holds a remote pilot certification (UAS Pilot License). UAS Professional Pilots strongly recommends only using drone pilots that are FAA certified.