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Organizational chart
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The organizational chart (also called organization chart, org chart, organigram, or organogram) is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. The term is also used for similar diagrams, for example ones showing the different elements of a field of knowledge or a group of languages.
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- Quotes are arranged alphabetically per author
- An organization chart is merely an administrative device which enables an executive to see the men who are responsible for performing the activities of the company.
- American Management Association (1928) Annual Convention Series. Nr. 12-77. p. 247.
- It is not surprising that the organization chart is a frustrating instrument when used for other purposes, or when the chart is drawn to conform to some executive's ideal rather than to the observable facts of organizational life.
- Frank Baker (1969) Industrial Organizations and Health: Selected readings. Vol 1. p. 50.
- One reason the informal organization chart is never drawn and printed is that it's doubtful every one knows all parts of it.
- Loren B. Belker (1997) The First-time Manager. p. 41.
- The organization chart will initially reflect the first system design, which is almost surely not the right one […] as one learns, he changes the design... Management structures also need to be changed as the system changes…
- Fred Brooks (1975) The Mythical Man-Month: Essays on Software Engineering.
- Since the concentric organization chart has neither top nor bottom, the interpretations of the relationships existing within the organization are not dependent upon the position of the diagram which represents them. Any organization chart is designed to present certain facts about a given organization at given time. These facts or relationships do not depend on viewing the organization from any particular angle or any specific position, which is also the case for the concentric organization chart. However, with the traditional organization chart, the relationships which it intends to portray can be interpreted properly only when the chart is presented to the viewer in a certain position, that is, with the top at the top and the bottom at the bottom. Should this not be done, the organization should be upside down Should this not be done, the organization would be upside down, with relationships existing inversely to the facts of the organizational structure.
- Edward Franz Leopold Brech (1965) Organisation, the framework of management, p. 438 (published earlier in: Journal of applied psychology. Vol 34. p. 377).
- Because any arrangement of squares, circles, and connecting lines has limitations in what it may portray, the organization chart is best regarded as an illustration accompanying a description of the departments, boards, bureaus...
- Bureau of Municipal Research (Philadelphia, Pa.) (1932) Philadelphia's government, 1932, an organization chart and description. p. 1.
- An organization chart is, in fact, a type of flowchart. Some flowcharts that contain significantly more narrative than others are referred to as narrative flowcharts.
- Nancy J. Campbell (1998) Writing Effective Policies and Procedures. p. 143.
- The Erie's general superintendent (Daniel McCallum) stressed the value of adhering to explicit lines of authority and communication. "All subordinates should be accountable to and be directed by their immediate superiors only; as obedience cannot be enforced where the foreman in immediate charge is interfered with by a superior officer giving orders directly to his subordinates."
McCallum, nevertheless, failed to define precisely the relationship between the geographical division superintendent and the other functional managers of the division who reported to the general superintendent. He saw the problem clearly enough, pointing out that there were "some exceptions" to the rule that subordinates can communicate only through their senior officers. For example, "Conductors and station agents report, daily, their operations directly to the General Superintendent," and not to their division superintendents. He thought that the general superintendent would have the time and information needed to coordinate these activities. To illustrate more clearly these lines of authority, McCallum drew up a detailed chart-certainly one of the earliest organization charts in an American business enterprise.
- The organization chart is important for several reasons. It shows each individual's position within the organization. It shows the line responsibilities within the organization and who reports to whom. It shows how the organization is structured and how the various administrative functions within the organization are grouped.
- Newby Chris (1998) Sales Strategies. p. 79
- An organization chart is a graphic presentation of the arrangement and interrelationships of the subdivisions and functions of an organization as it exists.
- Civil Service Commission, Division of Training (1943) Guide To Municipal Functional Organization Charts. New York City, p. 1; Cited in: John J. Unterkofler (1954) The functions of organization charts and manuals as tools of management. p. 15
- The purposes of functional charts is
- 1. to get an overall picture of the existing organizational structure
- 2. discover organizational weaknesses such as:
- a. confused lines of authority and responsibility
- b. duplication of functions
- c. inefficient allocation of personnel
- d. too extended a span of control
- e. lack of intermediate supervisory levels
- 3. discover organizational strengths which may be used in setting standards of good structure
- 4. provide a basis for planning
- 5. provide a basis for reorganization
- Civil Service Commission, Division of Training (1943) Guide To Municipal Functional Organization Charts. New York City, p. 10 ; Cited in: John J. Unterkofler (1954; p. 19).
- In preparing organization charts of an established concern, care should be exercised to see that the charts portray conditions exactly as they are, and not merely as the author thinks they should be. One of the greatest values of organization charts and write-ups is the knowledge gained through the study of conditions made necessary in compiling the data.
The thorough analysis of organization conditions, the impartial study of personnel, and the actual putting down in black and white bring out forcefully loose ends and weaknesses in the organization structure that otherwise might never be recognized and would continue an ever fruitful source of waste and an unsuspected obstacle in the path of the growth and development of the company. Only too frequently some of the following conditions are found in the course of the thorough, unbiased study, which is a necessary part of the charting process.
- William Bouck Cornell (1928) Industrial organization and management. p. 120 ; Cited in: John J. Unterkofler (1954; p. 17).
- The organization chart is a distortion of how people actually relate to each other. Each line does not represent the same process.
- Ian Cunningham (1999) The Wisdom of Strategic Learning: the self managed learning solution. p. 154.
- An organization chart is a drawing depicting how the responsibilities and functions of the organization are divided up among its workers. It usually shows who reports to whom.
- A. Leslie Derbyshire (1981) Mastering Management p. 230.
- No organization chart is likely ever to be displayed in a major art museum. What matters is not the chart but the organization. A chart is nothing but an oversimplification which enables people to make sure that they talk about the same things in discussing organization. One never makes.
- Peter Drucker (1973) Management. p. 547-8.
- The organization chart is a sort of map, an aerial photograph if you like, in which all linkages between the individuals listed are complete and no disagreements or omissions occur.
- Adrian F. Furnham, Barrie Gunter (1993) Corporate assessment: auditing a company's personality. p. 180.
- Organization charts. — A chart showing clearly the line of authority and of responsibility of each individual in an organization will go far toward removing many inter-departmental jealousies. The chart should be so simple that it is self-explanatory upon inspection. Each man's position is thus made perfectly clear and he easily informs himself as to what course to take when transacting business with other departments. If applied to a factory, each workman will know to what particular gang boss or job boss he is directly responsible; each gang boss or job boss will know to what foreman he must report; and each foreman will know to what superintendent he is responsible; and each superintendent will know where his authority begins and ends with respect to other departmental heads. Further-more, the chart should show who is responsible for machines and equipment. To be most effective the chart should be hung in a conspicuous place. Each of the manufacturing departments should have one as well as the office; 24x36 inches is a suitable size. When made in the form of blue-prints charts are inexpensive, but they should be framed and protected by glass, to shield them from pencil markings and other injuries.
- Lee Galloway (1914) Organization and management: Part I: Business organization. p. 278.
- What may be termed the anatomy of an industrial body, is most graphically shown by means of charts. Free use of charts will be made throughout these papers. With properly designed charts the logical divisions of authority or expense can be clearly shown.
Fig. 1 furnishes a graphic illustration of the principal components of the organization under discussion. In the first group we find the owners (stockholders) whose line of communication with the business is through the board of directors. Subordinate to the board of directors are its own executive officers, the executive committee, and general manager.
The connecting lines show the executive committee to be in direct communication with the board of directors, while the general manager is in direct communication with both the executive committee and the board of directors.
Under the general manager are the commercial and manufacturing divisions, over both of which he has direct supervision.
- James Bray Griffith, Administrative and industrial organization. American school of correspondence, 1909. p. 6: About charting the organization
- Use of Organization Charts - Much has to be done to promote the popularity of these charts by industrial engineers, altho at the present time they are not common among ordinary business concerns. Tho they are beginning to find their way into administrative and business enterprises, considering their demonstrated value the use of these charts is comparatively slight.
- Alexander Hamilton institute (1923) Organization charts p. 6.
- In 1918 an inquiry was made by Dr. L. P. Ayres of the Division of Statistics for organization charts from as many as 105 different business enterprises. Of the 58 replies received, 30 showed that no organization charts were available tho in a number of instances it was stated that organization charts made sometime before had not been kept up to date and did not, therefore, represent the conditions then prevailing in the business. From 28 concerns the actual charts were received.
- Alexander Hamilton institute (1923) Organization charts p. 7.
- To the student of business structure the organization chart is what the anatomical chart is to the student of the human body. It is a device by means of which relations of the different parts of the organization can be brought out more clearly than by a verbal description. The student of business derives from them the same sort of aid that the student of medicine does from the anatomical chart, which enables him to visualize the organs of the human body. While the analogy is helpful, it is like every other analogy, in being only partial.
- Alexander Hamilton institute (1923) Organization charts p. 7; About the general purpose of the organization chart.
- Organization charts are diagrams that show how people, operations, functions, equipment, activities, etc., are organized, arranged, structured, and/or interrelated. They are applicable with any size of organization. A typical organization chart consists of text enclosed in geometric shapes (sometimes referred to as boxes, enclosures, box enclosures, or symbols) that are connected with lines (sometimes referred to as links) or arrows. Charts of this type generally progress from top to bottom or left to right. Organization charts are sometime considered a variation of flow chart or flow diagram.
- Robert L. Harris (1999) Information Graphics: A Comprehensive Illustrated Reference. p. 260.
- The organization chart is a diagram showing graphically the relation of one official to another, or others, of a company. It is also used to show the relation of one department to another, or others, or of one function of an organization to another, or others.
This chart is valuable in that it enables one to visualize a complete organization, by means of the picture it presents.
There is no accepted form for making organization charts other than putting the principal official, department or function first, or at the head of the sheet, and the others below, in the order of their rank.
The titles of officials and sometimes their names are enclosed in "boxes" or circles. Lines are generally drawn from one "box" or circle to another to show the relation of one official or department to the others.
- Allan Cecil Haskell, Joseph G. Breaznell (1922) Graphic charts in business: how to make and use them. p. 78.
- An organization chart is not the organization itself. Nevertheless, as in the case of the road map and the road system it represents, we can better understand and communicate many aspects of the organization with the benefit of a chart or diagram showing its important components and some relationships among these components.
- Herbert G. Hicks (1971) The management of organizations: a systems and human resources. p. 259.
- This organization chart is also the point of reference for all Job Descriptions.
- Diane M. Hoffmann (1999) Contextual Communication Organization and Training. p. 134.
- Comparatively few of the companies surveyed have comprehensive company organization charts, graphically portraying their plans of organization. Even some of the largest companies, with world-wide operations and many subsidiaries, have no organization charts to facilitate proper understanding and study of their organization arrangements. This condition is apparently due to lack of appreciation of the need and value of such charts, reluctance to indicate relative ranking of executive positions which might give rise to dissention, or lack of staff assistants experienced in making simple, effective charts.
The companies which do have comprehensive organization charts appear to have the soundest organization plans/ Furthermore, in the course of preparing charts for the companies that did not have them, many obvious organization weaknesses were brought to light which would not be readily apparent except through the charting process. It is therefore felt that a good organization chart for the company as a whole, with a break-down chart for each major division, is an essential first step in the analysis, clarification, and understanding of any organization plan.
In some companies organization charts are held very closely, only a few top executives being permitted to see them. In other companies all staff and supervisory employees are given copies of the general organization charts and a comprehensive explanation of the whole plan of organization...
- Paul Eugene Holden, Lounsbury Spaight Fish, Hubert L. Smith (1941) Top-management Organization and Control: A Research Study of the Management Policies and Practices of Thirty-one Leading Industrial Corporations. p. 93.
- It is sometimes stated that the typical organization chart is undemocratic in that it emphasizes the superiority and inferiority of people and positions.
- Christine M. Koontz (1990) Essentials Of Management. p. 205.
- Organization charts are subject to important limitations. A chart shows only formal authority relationships and omits the many significant informal and informational relationships.
- Harold Koontz and Heinz Weihrich (2006) Essentials Of Management. p. 198.
- It may come as a surprise to the T-oriented analyst that the typical organization chart is a poor guide regarding the locus of power in organizations: Real power does not lie in documents and memos outlining your terms of reference and area of jurisdiction: it lies in what you can achieve in practice.
- Harold A. Linstone (1994) The Challenge of the 21st Century. p. 99.
- In practice, the organization chart is a poor way to describe the happenings in an organization and almost worthless as a way in which to prescribe the actions of managers at the various hierarchical levels. One of the weaknesses is that the organization chart is purely hierarchical; it may defer to conventional management techniques such as matrix management or 'group working' but its only proper point of reference is that of organizational hierarchy. For a complex and changing organization form... the main purpose of the traditional organization chart seems to be to decide who to blame when something goes wrong.
- Clifford Matthews (1999) Managing International Joint Ventures: The Route to Globalizing. p. 43.
- It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual "reporting" relationships.
- Douglas McGregor (1960), The Human Side of Enterprise, p. 175
- An organization chart is a convenient place to begin building planning models. A Note that as an organization is an object, so are the organization units. An organization chart depicts an object aggregation hierarchy
- Stephen Montgomery (1994) Object-Oriented Information Engineering. p. 62.
- The work of all those listed in the organization chart is impossible to acknowledge adequately.
- Ch Petit-Jean-Genaz (1992) EPAC 92: Third European Particle Accelerator Conference : Berlin. Vol 1. p. v.
- One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organization charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person is then limited only by his own ability.
- Hyman G. Rickover (1992) The Rickover Effect.
- McCallum quickly moved to install a management system to replace the overloaded manager. He broke his railroad into geographical divisions of manageable size. Each was headed by a superintendent responsible for the operations within his division, Each divisional superintendent was required to submit detailed reports to central headquarters, from where McCallum and his aides coordinated and gave general direction to the operations of the separate divisions. Lines of authority between each superintendent and his subordinates and between each superintendent and headquarters were clearly laid out. In sketching these lines of authority on paper, McCallum created what might have been the first organizational chart for an American business.
- Rodney Stark (1998) "The cases of Daniel McCallum and Gustavus Swift" in: Sociology. p. 561.
- The organization chart is a graphic representation of the departmentalization process. Most organization charts are positional; that is, they are organized by title and rank
- Barbara J. Stevens Barnum, Karlene M. Kerfoot (1995) The Nurse as Executive. p. 64.
- An organization chart is an example of a graph: the nodes are interpreted as positions in the organization, and the links, the reporting and authority lines.
- James Robert Taylor, Elizabeth J. Van Every (1993) The vulnerable fortress: bureaucratic organization and management. p. 202.
- How many people, if asked, could tell you exactly where they fit in, and exactly what their duties, authority, and relationships are with every other member in their organization? If an answer could be given at all, it would require much thought and debate. So, it is difficult to visualize an organization in its entirety, and to clearly picture just where an individual stands in it. Because such difficulties exist for an individual, consider the situation in which top level management finds itself when confronted with the same question. And because necessity is the mother of invention, a tool for management has been invented to enable the manager to quickly locate who is responsible for what, and why. This tool we call the organization chart. It is but one of the tools of management.
- John J. Unterkofler (1954) The functions of organization charts and manuals as tools of management. p. 15.
- An organization chart is a visual display of an organization's structural skeleton. Such charts show how departments are tied together along the principal lines of authority. They show reporting relationships, not lines of communication. Organization charts are tools of management to deploy human resources and are common in both profit and nonprofit organizations.
- S. Rao Vallabhaneni (2012) Wiley CIA Exam Review, Internal Audit Activity's Role in Governance, Risk, and Control. p. 189.
- Organization aims to unite individuals into a body which shall work together for a common end. Specifically, organization prepares for the transaction of business by electing and appointing officers and committees, delegating authorities and bringing into systematic connection and cooperation, each and every part of the industrial body. Right organization, in short, puts vitality into the entire factory, secures the efficient working-together of all employees, from the manager's office to the mechanic's bench, routes materials, sub-divides work, inspects output and delivers the right goods, fully processed, at the shipping room door on the correct delivery date.
In analyzing organization work, a single chart can frequently express more than any amount of detailed written explanation. First of all, clearly define authorities within your establishment ; then chart those authorities simply and graphically, so that every workman knows to whom he is responsible, and every executive knows who is responsible to him. Place this chart conspicuously in every department where each employee can see it. In case of disputed authority, final proof is immediately at hand. There is then no loop-hole through which a neglectful workman, foreman or executive can crawl no longer does he have the excuse that he "thought somebody else was going to do it." In clean-cut form, his duties and relations to other men of the organization are laid down once and for all, and responsibility rests on the right man. Failure so to specify responsibilities inevitably means confusion all down the line.
- Clinton E. Woods (1914) "Charting authorities in the industrial body" in: Industrial organization. A.W. Shaw Company. p. 24-25.
- Asked to state the reasons that led them to develop organization charts, the 118 firms gave answers that may be grouped in two classes... One group of responses deals with charting for the purpose of informing employees and outsiders on the nature of an organization structure. The second class of reasons for charting concerns the discovery and cure of organization defects. Many companies, naturally, find themselves using the charting process for both kinds of activity, even though they may have started out with communication as the primary objective. The author found, in many interviews with company executives..., that a firm may start out solely with the idea of developing a graphic representation of the organization for purposes of communication. Before long, however—in the process of setting the organization down on paper—conflicts, duplications, and burdensome spans of control become apparent. The first penciled sketch of the organization may cause astonishment in top management circles. The reaction is often surprise that so many previously undetected weaknesses exist.
- Karol White (1963) Understanding the company organization chart. p. 73: About the uses of organization charts
- We have already seen that rank in business is, at best, a shaky thing and that the organization chart is a poor device for showing it.
- Karol White (1963) Understanding the company organization chart. p. 73.


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modern dance
Introductionmodern dance, serious theatrical dance forms that are distinct from both ballet and the show dancing of the musical comedy or variety stage.
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|Posted by Jeff in NY on January 14, 2004 at 11:16:26:
I purchased my home in May 2003, and the house is 12 years old. The house was vacant for more than a year when I bought it so I assumed the dirty water was due to lack of use. However, I am replacing the water filters every 3 weeks because the water will suddenly become filthy. Also, I have to run all the faucets in the house right after I replace the filters to totally cleanout the pipes. When I do this, the water is absolutly filthy, nearly black, then it will clear up completly. Is all of this normal? If not, what should I do? THANKS!!
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(November 19, 2013 – Yuma, AZ) As part of its commitment to provide the latest treatment options to its patients, Yuma Regional Medical Center (YRMC) has launched a clinical trial program that will enable patients to participate in cutting-edge research studies without having to travel to another city. The first clinical trials to be offered will be in the fields of cardiology, oncology and diabetes.
Clinical trials are designed to test the effectiveness of new treatments and medical devices. They are the final step in a long process that begins with laboratory research. Many medical treatments used today are the result of past clinical trials. Patients who participate in these trials do so voluntarily to fulfill their desire to seek the most advanced treatment options possible.
YRMC's first cardiology clinical trial will begin this week when cardiologist Dr. Joseph Cardenas performs a balloon angioplasty procedure on a patient in an attempt to relieve leg pain caused by a narrowing of the blood vessels in the patient's leg. The medical device Dr. Cardenas will use is identical to regular angioplasty balloons, but it is coated with a special medication. YRMC is the only medical facility in Arizona that was selected to participate in this clinical trial.
YRMC has launched clinical trials in the field of oncology as part of its national accreditation as a cancer center. YRMC has a collaborative partnership with Mayo Clinic and will be conducting some of the same clinical trials as the Mayo Clinic. The first two clinical trials offered by YRMC in the field of oncology are (1) an advanced breast cancer trial using genetic information to determine treatment and (2) a supportive care trial designed to test the effectiveness of a new treatment for depression in cancer patients.
Clinical trials in the study of diabetes are now ongoing at YRMC. Preventing type 1 diabetes begins by identifying people who are at risk to develop the disease. Yuma Regional Medical Center now has the ability to offer free risk screenings for relatives of people with type 1 diabetes.
"These are the first trials of many more to come," states Pat Walz, President and CEO of Yuma Regional Medical Center. "This is an exciting time for YRMC. Our new clinical trial program will enable Yuma area residents to pursue additional treatment options that are on the cutting edge of medical research without having to travel outside of the area."


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It's out.
It's out.
This is almost what i had in mind for kumamura... if he goes down he goes down with honor..... at least he was able to beat bambietta.... even if he turns into a mindless beast and die later..... he gave it his all... he won and for the right reasons imo..... job well done kumamura...
So what happens to bambietta now? will the other girls kill her, absorb her? or help her.... its vague.... guess we have to see in future chapter.... + rukia and renji went ahead of ichigo and there arriving at vanderiech... i expect them to fight against ishida who will intercept them after they defeated a few SR's and finally get defeated by a more powerful ishida
So Sajin lost, against himself... well that's that. Looks like wolf will always be a wolf at heart.
So, the girls squad had absorbed Bambiette and raised their own powers ?
Snow Princess Rukia, Jungle King Renji, Desert Lord Ichigo, Sakura Woods Noble Byakuya... it seems that those are the themes of their clothes (seeing as Ichigo have desert, it probably means that he can use fire now and seeing as Rukia has ski goggles and a warm fluffy winter hat/ear-muffs; as Renji has the tiger overcoat...).
Oh right, it seems that as long as Komamura's will still holds strong to his rancor/anger/revenge, he will survive as a wolf (just like his grandfather, that finally died after seeing that his grandson took the baton kukuku).
Well, I saw this coming (somewhat) as in I knew he would go back to his original form, but not THAT form! wow... that kinda sucks in a way, but still, didnt expect him to go all wolfy, like a real wolf. Too bad he didnt kill someone else xDD But besides that, I loved this chapter, with the emphasis on his grandpas thoughts on him, being worthy of the wolf clan and all. And Tetsuzaemon in the end ^^ Great chapter. Also did I mention I loved to see Bambietta get her ass handed to her? XD I wonder if they will finish her off, absorb her or somethin´ .
Also am I imagining this or was Komamuras heart eaten by gramps ? o3o
well at least he didn't fail to defeat the quincy,
at this point i'm more excited to see zaraki than ichigo and co
@Dabbido, I wouldn't really use the word "worthy" here, but rather "weak" or "pathetic" enough to give out to revenge and his own anger, just as his grandfather (and seemingly most of the clan) did (looks like we can now guess for what they had been punished). Komamura had been upgraded from "Wolf-man Shinigami" to "Undead Lord", then degraded to a wolf form of "Vengeful Spirit". He betrayed his own believes and principles, had thrown aways his heart for the sake of vengeance, so it's no surprise that he has to repent and atone for it now. He will only live as long as his hatred is strong and will find peace only when he lets go of it (his grandfather found peace after finding out that he wasn't the only one fullish enough to throw away his heart and humanity for the sake of vengeance, it seems).
No, his grandfather had not eaten the heart.
Also I thought of the heart thing cause at this page
On the top "row" the left most panel has a fang (though its probably Komamuras)
and then in the same page on the middle panel, his grandpa seems to have something on his mouth.
^ Actually, the thing in the top left corner, is his Grandfather's tongue coming out :p. The tongue coming out and the eyes becoming white, while the dog leans down, is usually used as the indicator that the dog is dead (the sfx/sound effect in the middle panel probably indicates the same, but since it's in Japanes, I can't be so sure about that ).
Of course, it might also be that the Grandfather reaches out with his tongue for Komamura's heart... it's not so easy to tell, but since he mentions that the reason he lived so long was thanks to his rancor still burning strong, I don't see why he would eat the heart (unless eating it allows him to die even while his hatred burns strong).
@Zero, ok I first thought that the old wolf ate the heart, but if what you said is true, the panel that shows a tongue(If it is a tongue), what is the meaning behind it. Did he bite it off to kill himself. I honestly never saw when the old wolf died. So damn confusing.
I believe Bambi will be absorbed. Its a nice twist to make each foe stronger than the last. Also, Sajin is now a wolf, so I wonder if he will still fight but will be purely animalistic. Does that mean that his bankai will be more animalistic as well............assuming he can go into bankai again. I'm sure Urahara will fix him up. He must've figured some stuff out with regards to animal transformations after spending so much time with Yoruichi.
@Zero, I like the idea of the Old wolf eating Sajin's heart to break the curse on himself. Reverting him back to his human form, curse broken. If so I guess that means that Sajin will also have to wait until he gets a heart of another clansmen to break his prison, but I suspect that bu the time that happens he will be to lost to rage to be saved.
Also, if it plays out this why, and the old wolf does become human, I wonder who enraged him. Was it someone from SS and if so, does that mean that there's another antagonist to deal with in this arc? Hmm the potential.


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text:
Browsing Honors Theses (Planning, Public Policy and Management) by Issue Date
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Examining Oregon's Intergovernmental Structures for Natural Disaster Planning: Their Influence on Tsunami Response and RecoveryLenzser, Kate Thompson (June , 2006)[more][less]Lenzser, Kate Thompson 2006-06-13T14:59:46Z 2006-06-13T14:59:46Z 2006-06 http://hdl.handle.net/1794/2834 A print copy of this title is available through the UO Libraries under the call number: SCA Archiv Storage Lenzser 2006 vi, 84 pages. A THESIS Presented to the Department of Planning, Public Policy and Management and the Clark Honors College of the University of Oregon in partial fulfillment of the requirements for degree of Bachelor of Arts, Spring 2006. Natural disaster events have the potential to cause damage to people, property, and resources in communities around the world, and in the State of Oregon. The ways that people and communities can plan for natural disasters can be described by the four-phase disaster cycle as: preparedness, response, recovery, and mitigation. In the United States, most of the resources, such as technical expertise and funding, for natural disaster planning are held by governments. These resources, however, are held by different levels of government including federal, state, county, and city levels of government. State laws and statutes create an intergovernmental structure for how levels of government interact for natural disaster planning. However, overlapping jurisdictional boundaries, responsibilities, and resources for natural disaster planning often create issues of â shared governanceâ which also influence how governments interact. How the relationships within the intergovernmental structure work affects how natural disaster planning occurs. This thesis describes the intergovernmental structure within the State of Oregon for natural disaster response and recovery, and describes the roles of local jurisdictions in responding to, and recovering from a large-scale catastrophic event, such as a Cascadia Subduction Zone earthquake and resulting tsunami. To describe the intergovernmental structure itself, a document review was conducted of applicable state laws and administrative rules, and local plans and policies that shape how the intergovernmental structure is formed and operates. To describe the roles from the perspective of local jurisdictions for large-scale natural disaster response and recovery, interviews were conducted. Telephone interviews were conducted with two counties, and a city within each county, that are representative of the county and city jurisdictions that must plan for tsunami response and recovery along the Oregon coast. 431616 bytes application/msword en_US Response Tsunamis Oregon Disasters Intergovernmental cooperation Recovery Natural disasters -- Oregon Examining Oregon's Intergovernmental Structures for Natural Disaster Planning: Their Influence on Tsunami Response and Recovery Thesis
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The Blame Game
May 30 2012 08:57AM
Until recently, I was a card carrying member of the "Blame Ken King" camp. I was thoroughly invested in the idea that the reason the Flames consistently failed to build a good team was team president Ken King and owner Murray Edwards interfering too much with the administration of the team. The idea that King and Edwards were basically doing the job of the GMs and both Sutter and Feaster with left with less capabilities because of it.
How accurate is that assumption though? How fair is it?
There have been occasional reports of ownership and administrative interference, to be sure. Elliotte Friedman reported a while back that several other executives believe Feaster is being prevented from entering into a full rebuild by King and Edwards.
A few other execs believe that if Jay Feaster had his way, he'd already have begun an aggressive rebuild of the Flames -- but hasn't had support of upper management/ownership. (Feaster denied that when I asked, and, as Oilers fans know, he's denied it quite famously in public.) You have to believe, after the incredible disappointment of the last two weeks, things are going to change now.
In fact, even without the reports of interference, the assumption is hardly a poor one. A hockey team isn't a small investment for Edwards and King is a very intelligent businessman, so of course they'll both want input on the direction of the team. Anyone intelligent manger wiould. The question then becomes "How much is too much?"
When you consider the amount of money Jarome Iginla makes for the Flames organization- even as a player whose abilities are much diminished from his prime, it's hard to be shocked at King and Edwards having fingers in the pizza dough. So why, if we can assume Iginla and King are involved in the hockey operations of the Flames, do I question the amount of blame the higher ups deserve for Sutter's failures and now Feaster's failures?
1. You Don't Become the 14th Richest Canadian By Meddling
It's Management 101- if you are in a supervisory position of any sort, you know to let the qualified people to do their jobs. To equate this to something else- if you're a foreman of a construction team, you're not a welder, you don't weld, and you don't stand over the welders shoulder and tell them how to weld (especially not literally- that could be very poor for your fancy foreman clothes).
Edwards - and by reputation, King - has gotten to where he is for a good reason. He knows smart investments, he knows management, he knows how to run businesses. Smart management is letting the people on the ground make the day to day decisions. That said, the overall direction is up to him, and it's hard to blame him for not wanting a rebuild. A rebuild is no fun and frequently painful.
2. A Lack of Consistency
If King and Edwards were basically running hockey operations and dictating all the moves, things wouldn't have changed between the Sutter and Feaster years. If Sutter and Feaster were merely figureholdersm there would have been no change when Feaster became the GM.
But that's not the case. Things have changed.
It is, admittedly, a sea change. There has been no overnight rebuild, no tearing down of walls, no setting afire of multiple players' jerseys. But things have and are being altered. The club has indicated a willingness to go to untapped wells for new talent (Cervenka), to trade potentially risky vets for younger more offensive players (Langkow for Stempniak), and likely to say goodbye to Olli Jokinen. Two years ago under the Sutter reign, these concepts were entirely foreign. Two years ago, the rumors of King and Edwards interfering with the team were minimal. Two years ago Sutter would have been unlikely to draft Sven Baertschi, the small European with one year in the WHL.
Today it's almost expected Feaster will draft for skill above all else.
3. Feaster Once Quit Because of Meddling By Management
What people often forget is Jay Feaster wasn't fired by Tampa. His contract didn't expire. No, instead Jay Feaster got pissed off at management running the show regardless of his input and thoughts and walked right out on a nice easy three year ride of not actually having to manage a hockey team.
"For the past two weeks I have watched from the sidelines as Brian Lawton, Len Barrie and Oren Koules executed to perfection the gameplan they shared with us prior to the NHL draft in Ottawa...During that time it became apparent to me that this new ownership group did not need my advice or expertise, and I came to the conclusion that it was time to move on." [CBC.ca]
If he was willing to do that in the offseason of 2008 after drafting one of the best players in the league in Stamkos, why would he stick with a Calgary team going nowhere that treats him the same way?
4. Occam's Razor
At the end of the day, Bertrand Russel's summarization of Occam's Razor should be remembered: "Whenever possible, substitute constructions out of known entities for inferences to unknown entities"
Darryl Sutter being a poor GM is a known entity. Ken King and Murray Edwards whispering in his and Feaster's ears is an unknown entity. King and Edwards whispering in their ears and changing how they run things when the GM position changed is even more of an unknown entity.
In reality it's far more likely that Darryl Sutter simply failed as a GM. It makes far more sense that the mess Sutter left is too big to be cleaned up immediately by Jay Feaster. Ken King and Murray Edwards share some of the blame, to be certain, but sitting and thinking "Ken King is really the one running the Flames. Feaster is a puppet" strikes me as foolish.
May 30 2012, 09:07AM
Much of this speculation is sound, although I take issue with your first point - there is a long, storied history of very rich men who were meddlesome owners. Harrold Ballard and Bill Wirtz spring to mind. In fact, your third point on this list contradicts your first.
Anyways, interesting contrarian position though. Expect Domebeers to comment in 3, 2, 1....
That said, the overall direction is up to him
isn't that just as bad as active meddling?
jay feaster should be the one deciding the direction of the team, no?
Well we know 100% that King meddled in the Glenncross contract, King took GlennX out to his ranch and they rode hores and discussed the contract and pretty well put it all together and told the GM to write it up and sign it. And if that was discussed publicly who could imagine what goes on that isn't talked about.
I think there is ALWAYS meddling of some sort or another by ownership/upper management, however it's the degree of that meddling that Feaster probably had an issue with. In Tampa Bay he was probably completely over run with zero input. Here`s its probably closer to his team, but he knows he doesn`t own the team and still has to take into considerations his bosses wishes.
I'm a little torn on this subject. The direction should come from collaboration between President and leader of Hockey Ops... but, it doesn't really, or at least judging by what Feaster leaks to the media is doesn't.
I only have to partly disagree with one thing, Arik.
Making a couple trades to get younger and taking a chance on a kid like Cervenka is all well and good and certainly different than Darryl Sutter's approach. But, I still don't see any real change in the organization stemming from Jay Feaster's hiring.
The goal of 8th place remains, which is a theory instilled in Flames brass from Darryl Sutter - to which he still reiterates at every opportunity. He always says something to the extent of "every team is equal once the post-season starts". I even heard him say that this morning on the radio. This theory remains and Feaster is managing to that end... even though sometimes he says differently in public.
"Well we know 100% that King meddled in the Glenncross contract, King took GlennX out to his ranch and they rode hores and discussed the contract and pretty well put it all together and told the GM to write it up and sign it."
Haha... yep... people love to bring up the GlenX contract in their defense of Feaster when it was all King.
May 30 2012, 09:57AM
We all know that King helped get Glencross signed to a sweet hometown discount last summer. What the hell is wrong with that? Great signing, and if King has some kind of rapport with GlenX and helped get the deal completed, I have no problem with that. Though he probably should have kept his mouth shut about how it all went down.
Other then that, I have seen no hard evidence that he is meddling. That is what I require before I will go off on a rant, some kind of proof. Only thing that I think is going on is ownership's resistance to parting with Iggy (and possibly Kipper), but I have no proof here. If that is the case, I hope that ownership is coming around on this rebuild idea. If not, it will be a longer and more painful process then it need be.
More troubling would be the thought that Feaster is responsible for not offering Iggy up as trade bait. I hope that is not the case. It is clear to a lot of us amateurs that this is what needs to happen, if our GM can't see it, we are in trouble.
We all know what assuming does and this post has allot of assumptions. People in the oilpatch know Edwards is a very hands on boss at CNRL. They have an in unusual management structure that concentrates allot of power in his hands. He is no Harley Hotchkiss and the team is suffering as a result.
The owners want to succeed; they want to make a profit every year, grow the value of their business, make the playoffs, win the cup, and enjoy the perks, benefits and prestige of owing a sports franchise. I doubt that the owners meddle in day to day operations in the traditional sense , but I do suspect that business decisions, largely financial decision, reign supreme and trump hockey decisions. The need to meet the annual financial targets , goals and bonus levels tend to lead to shorter term decision making. Make your targets this year, start to set yourself up for next year targets, and let the longer term look after itself.(by then you might not have the job).
The concept of keeping the team 'competitive' year in year out is a business decision, keep the stands full and the revenue flowing. After all, you might just sneak into the playoffs and like LA who knows. Sutter clearly had a mandate to be 'competitive', and it appears that Feaster's mandate is the same. Keeping the team competitive makes sense from a shorter term business point of view, but its implementation does not make sense from a longer term hockey point of view. The current status quo leads to constant middle of the pack performance, and no long term hockey goals. Keeping Iggy until he either retires or drop's dead is a business decision. Trading away the future for current help, is a business decision. Not to rebuild is a business decision.
Do the owners meddle, maybe not, but their directives are tying the hands of our hockey group, and leading to poor long term hockey decisions.
I don't have an opinion either way in this debate. I think there is not enough evidence to make a conclusion and that most people's opinions are the product of fitting whatever miniscule evidence there is into their pre-constructed narrative of how much change Feaster actually represents from Sutter. A judgment that is probably too early to make anyways.
That being said, the unfortunate part of this whole discussion is that if the blame King/Edwards side of the debate is right then the Flames are perpetually screwed. Neither of those figures is likely to be gone anytime soon and if they are "meddlers" and that meddling has been to the detriment of the team then the meddling will just continue for the foreseeable future, regardless of who the GM is.
We can hold out hope that with all the acquisitions maybe King steps back a bit and a new hockey ops guy is brought in but if he meddled once whats to say another layer will stop him.
Similarly, Edwards is not likely to sell the team and like many successful people probably believes wholeheartedly in his methods.
These two figures are going nowhere and if the blame King/Edwards people are right then the Flames are going nowhere as well.
I hope they aren't right.
We all know that King helped get Glencross signed to a sweet hometown discount last summer. What the hell is wrong with that? Great signing, and if King has some kind of rapport with GlenX and helped get the deal completed, I have no problem with that. Though he probably should have kept his mouth shut about how it all went down.
Other then that, I have seen no hard evidence that he is meddling. That is what I require before I will go off on a rant, some kind of proof. Only thing that I think is going on is ownership's resistance to parting with Iggy (and possibly Kipper), but I have no proof here. If that is the case, I hope that ownership is coming around on this rebuild idea. If not, it will be a longer and more painful process then it need be.
More troubling would be the thought that Feaster is responsible for not offering Iggy up as trade bait. I hope that is not the case. It is clear to a lot of us amateurs that this is what needs to happen, if our GM can't see it, we are in trouble.
There are two paths to take on the GlennX signing, so lets look at both.
Feaster was brand new to the full time GM position just having the interm tag taken off. A lot of people were speculating that it could be the sign of an impending rebuild. Maybe King and Feaster came up with a plan that would appease GlennX that if he signed here he would get a garaunteed NTC so he won`t be traded if that path ever came up. And the contract was negotiated with someone GlennX could trust. And King wasn`t so much `meddling` as he was assisting the GM.
Let`s look at option two.
Feaster was having preliminary discussions with GlennX that were not exactly moving to a stage of a brand new contract. King decideds that GlennX is a integral part of this team and decides to take over contract negotiations so as to sign GlennX without first asking Feaster. As Feaster was just having the 'interm' tag taken off, Feaster lets that slide as not meddling. So what happens if King thought that Babchuk was an integral part of our PP and was the one that signed him to a stupid contract?(Not saying it was king, using the contract as an exmple). So what if King and Sarich are good buddies? King gonna meddle again to re-sign Sarich?
Just because King had success with ONE contract doesn't mean he should invest himself with other players he may have a rapport with or with players he feels contribute to this team.
If Feaster and King came up with option 1, thats great management and use of resources, if it's option two, things only get worse before it gets better.
May 30 2012, 10:49AM
Could have gone either way, I guess. I'm just assuming that since these are smart and successful people, that they both followed appropriate protocol and were both involved and knew what each other were doing. But like Kenta points out, assuming won't always get you to the proper conclusion.
Also like to restress, hopefully King will use his smarts and won't make the mistake of grabing the spotlight again, if this type of interaction goes on in the future.
May 30 2012, 10:51AM
Murray and King are not "hockey people" - never been NHLers or scouts or GM. That is why they hired Feaster to be the "hockey guy" (which is saying something about the future success of the team, I'm sure). The same goes for pretty much every owner and his GM. The owner has money and the GM has knowledge.
The GM is supposed to come up with a plan for the short and long term future of the team, how it can be executed, and why it should be done. If the owner doesn't like the plan, he tells the GM to make a new one. Since the GM is the one with the most hockey knowledge, the owner will most often accept the GMs plan. Would you put up $70M every year in salaries without this level of control?
If Murray and King have more than this amount of input, then it is meddling. If they are making decisions like "sign this guy" or "trade that guy" then that is likely not a good thing since they are not knowledgable hockey people - they're business men.
I don't think the GlenX signing is necassarily and example of meddling. All we know is that King took him on a horsie ride to seal the deal. Maybe Feast asked for his help. Maybe Feast didn't want to sign him at all. We don't know.
May 30 2012, 10:54AM
We all know what assuming does and this post has allot of assumptions. People in the oilpatch know Edwards is a very hands on boss at CNRL. They have an in unusual management structure that concentrates allot of power in his hands. He is no Harley Hotchkiss and the team is suffering as a result.
A lot.
@supra steve
I think in every hockey relationship that there is a degree in which owners/presidents step in and make decisions. Just like any other company. Usually in other companies CEOs/CFO's and whoever usually have a lot more of a background knowledge into their operations. However King and all have been around long enough that they should have a good idea of whats going on.
However there should always be a clear line of who is doing what and when.
Which is why the Trading of Kipper or Iggy isn't strictly Feasters decision, nor should it be. This isn't Lance Bouma or Derreck Smith we are talking about. Iggy/Kipper are two huge ticket moving players that people come to watch. As much as Feaster can say "well we will get some much of these assests if we trade these two" it still up to the Owners/upper management if they are willing to trade those big money making assests. And I wouldn't call that meddling, it's a business and if Kipper/Iggy are making money for the owners regardless of the on-ice success, that has to be balanced with what trading those two would mean. If King starts signing and trading for 3rd/4th liners, investing himself in the draft or whatever, thats huge meddling, but if King and Edwards have a say in trading the two biggest superstars for the Flames that is not meddling, thats also a huge business decision and those two are the business side of Flames.
It's interesting to look at the history to get a bit of an understanding of the current dynamic. I think piggy backing Beekers comments leads to an interesting less speculative analysis. I think D Sutter had that plan that was embraced by upper management and ownership. The run in 2004 literally solidified all the "In Sutter We Trust" mentality & gave Darryl a lot of get of jail free cards. King knew Darryl had the complete trust of ownership & relaxed doing his job of keeping the accountabilty of the GM to the goal & plan mandated for the team the owners approved. I know from excellent sources that when King asked Darryl for formal written updates in meetings, DS rarely complied. It was such a bizarre dynamic it was comical. After the Phaneuf deal, that was the beginning of the end & it was rumoured Darryl was prepared to deal Iggy the following summer & after the Phaneuf & Jokinen fiascos, Feaster was brought in & the rest is history.
So fast forward now, like what Beeker says, if it appears King & Edwards meddle, well you dont get that kind of money by being stupid a second time around. Feaster had to submit his plan for the current & future before the interim GM was changed to GM. I think King & Edwards are just in the process of implementing a corporate structure to hopefully prevent this "Sutter We Trust" mentality never happens again on the first success we may have since 2004, whenever that will be. Ironically, that magical 2004 run that the City embraced might have been the worst thing that happened for the future of the club. If we had lost to San Jose, it may have dampered the holy aura DS had & maybe better decisions would have been made & forced DS to be accountable instead of having ultimate power to catch lightening in a bottle for a 2nd time. There is a lot to do after 7 years of dysfunction that just doesnt happen over night. If it were me writing the 70million in cheques every year, I probably wouldnt do things much different than what Edwards is doing now. You have to wonder if Feasters proposal for present & future of the hockey club, that landed him the full time GM job, will ever be public knowledge. I'm sure it would answer a lot of the questions many ask on this site.
May 30 2012, 02:16PM
IDK. First off, I'd be curious to know how you think Edwards made his money. I mean, if you are seriously under the impression he is hands off in his core businesses...I don't know what to say. It's wrong, though, I can tell you that.
You don't become rich by meddling? You ever run a business? It's actually the opposite.
Point two, lack of consistency? This is just wish casting. The team Darryl Sutter got fired for assembling was brought back last year. I know people like to point to the a splash of paint as a new direction. But it isn't. The club, in fact, actively gave up assets for the future to trade for a veteran for a desperate grab at eighth place. Entirely consistent with the 'win now' mandate of the Sutter regime.
(And should I even mention the NTC's given out after Feaster said he wouldn't give out NTC's?)
In fact, Jay Feaster went on TV and embarrassed himself with that rant about how he was going to trade the vets if they didn't improve their play in two games (seriously, so embarrassing), the vets didn't, and nobody got traded. Certainly looked like he was vetoed by ownership.
Point three is even a little silly. Sure, he eventually quit Tampa. But the owners were meddling for a while before he quit. So he has proven he is able to work under meddlesome owners to a point. And while he did eventually quit, I think he might have found the life of a blogger for the hockey news (a poor one at that) to not be quite as glamorous as a job as a GM in the NHL. I'd be totally unsurprised to find out his appetite for meddling increased during his unemployment.
In fact, not only was he willing to work under a lame duck Darryl Sutter, he actually has a guy under him, Weisbrod, that has seen his responsibilities increase since he has been here. So Feaster has shown he is willing to cede power and responsibility so long as he draws a paycheque.
Finally, your fourth point is just wrong. We know Murray Edwards and Ken King meddle because the TSN insiders went on camera and said as much. Besides that, Macfarlane wrote as much when he tried to excuse the behavior with the line of 'so what?' Not only that, but if you call King, he will tell you pretty much point black he runs hockey operations. He (King) thinks it's part of his duties as President.
So, I mean, I'm going to go with the guys who put their reputation on the line when they report something. No offense, but I think Dreger and Mackenzie are better informed than you are, or I am. And they have said that Murray Edwards and King (who in fact may hold a 5% stake in the club, making him an owner) are the most meddlesome of meddlesome owners in the NHL.
So, in that light, pretending that Feaster has full autonomy over hockey operations seems extremely foolish.
Honestly, informed opinion has already moved on from this. King is running hockey ops. Poorly. Adjust expectations accordingly.
Not sure I can say that any better than Domebeers just did.....but, here's my take:
IMO, King/Edwards let the Feaster run the details his own way. You want to go scout Europe? Fine. You want to go scout college ranks heavily? Fine. You want to bring in advanced stats? Fine.
No different than Sutter saying he wants character as the primary factor in drafting. You want character, fine...
I mean, it's not like King/Edwards are out there sitting is some @$$-cold arena doing scouting evaluations or working the phone swith oth erleague GMs.
However.....they enforce the 'win now' mandate, they won't allow Iginla to be traded for a very swell package of Schenn & company because it may hurt jersey sales and they basically choose who stays and goes.
Did Darryl want to trade Phaneuf or did King/Edwards? Listen to Keenan's comments and you know who he would've rather moved. Maybe Darryl overrode Keenan, maybe King/Edwards overrode Darryl/Keenan.
I can say that using other businesses as any sort of argument just doesn't work. Many very smart business people are idiots when it comes to running a sports team. They get caught up in the idea of winning and their business acumen goes straight out the window.
And ask the employees of the Sun and Herald what they think of King. Staff revolts and all that. IMO, it's why the Flames hired King, his influence over the media.
Also, the arguments that they have the right to interfere because of money issues (ie. Iginla) are also weak. Fact is, there are far better ways to make way more money than a sports franchise. When you get into sports it should be to win.
Either disregarding the advice or dictating the direction of the team to 'the hockey guy' is unacceptable meddling IMO.
I'm always up for a bit of constructive (some say iconoclastic) reflection.
I like Arik's article on King. Like Kent I'll disagree a bit, but my agreement is neither here nor there.
Arik's article is presenting to fans an alternate side of the story and providing some context to a very complicated and public role in the community. One where almost everything that happens is behind closed doors and left up to interpretation and assumption.
The standard refrain exists here in Edmonton about Kevin Lowe and Steve Tambellini, despite any concrete evidence to support it.
What I will say, though, is that I agree with Kent in that it is surprising how men who make millions upon millions of dollars in the business world can suddenly become devoid of reason and sanity in running a sports franchise.
The Glazer family have taken the many hundreds of millions of dollars that Manchester United earns on a yearly basis and managed to spend that and more, putting the club into nearly $1 billion in debt.
What has always puzzled me is, how does someone make enough money to buy a team, only to make such poor decisions with it that they must then sell that team?
Perhaps there should be a new bumper sticker: "Lord send me another sports franchise and I promise not to piddle this one away"
Much of this speculation is sound, although I take issue with your first point - there is a long, storied history of very rich men who were meddlesome owners. Harrold Ballard and Bill Wirtz spring to mind. In fact, your third point on this list contradicts your first.
Anyways, interesting contrarian position though. Expect Domebeers to comment in 3, 2, 1....
His second argument disputes his first as well. Poor all around IMO.
Whether you consider Feaster & Edwards meddlesom or not, there are some facts to consider.
Darryl Sutter, at least in the short term, is a great coach. In 2004, he took a team of pluggers with Iginla and Kipper to the finals. Now he is taking the Kings to the finals again. D Sutter know how to coach a winner.
Based on this run and the Kipper trade, Ken King et all promoted D Sutter to GM only position. This is the reason Ken King should be fired. D Sutter should never have been given carte blanche to do anything he wanted, based on a run in the playoffs, with a goalie he stole with a 2nd round pick. He should have been forced to coach they players he was moving in and out of the lineup after the lockout.
The Run in 2004 was because of D Sutter's coaching, not because of his GM abilities. This is how he saved the Flames financialy. Flames should have rewarded him with more coaching.


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Aerosoles Benefit Pump
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Item # 271510
Aerosoles will have you feel like you are walking on air with all the technology in the Benifit. This pump requires no break in and will provide maximum comfort all day long.
- Woven raffiia upper
- Peep toe
- Soft fabric lining allows for breathability and comfort
- Comfort foam insole
- Heel rest design reduces pressure from the ball of your foot
- 3" covered heel
- Diamond flex soles to absorb impact and disperse pressure
- Imported
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By: ElsaM
July 09, 2013
By: sallen49
Location: Stafford, VA
May 21, 2013
"Love this style and have several colors!"
By: CKN0805
Location: NJ
May 10, 2013
"Beautiful classic pump. Looks great. Feels great."
By: jlyk06
Location: Seattle
April 19, 2013
Wanted to love these shoes
"The toe box was so narrow, and they just felt tight from the very beginning. I wanted to love them, and bought them in my regular size, but I am not sure if sizing up would resolve it or not, since it was really just the toe box that was so tight, the rest felt like it fit. I was sad to return these, I really wanted to like them, but not enough to squish my toes like that."
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Daycare for your children may be a fact of life if both parents work. But not all daycare options are good for your child. If you're just starting to look, first, decide which type of childcare is best for your situation.
Hiring a babysitter in your home or taking your child to the home of someone who watches a few children may be convenient or less expensive, but your best bet may be a group or center setting.
Before you make a decision on a daycare center (or another daycare situation), here are a few things to consider:
Be sure the center has a state license, and ask about accreditation. Make sure they are CPR certified.
Look for a ratio of 1 adult per 3 children under 1 year old, 1 adult per 7 children 3 years old, and 1 adult per 8 children 4 and 5 years old. Ask if caregivers are certified.
Be sure discipline doesn't involve isolation, humiliation, or intimidation. Make sure the center's policies agree with yours.
Be certain the center has a specific diaper-changing area, with a sink, separated from the rest of the facility. Watch to see that staff members wash their hands at the right times like after diaper changes and before snacks or meals.
Be sure the center was planned with children's safety in mind. Outdoor play areas should be protected with materials that can take impact.
Make sure the center's food and drink meet your child's dietary needs. Snacks and naps should be on a schedule. If your child has any food allergies, make sure the staff members know how to keep your child's snacks separate and free from contamination with foods that could make your child sick.
Ask about policies for special situations like when your child is sick or when you're stuck at work late.
Ask if they have current parent references you can contact.
Make sure the center follows guidelines to reduce the risk for sudden infant death syndrome (SIDS) and sleep-related deaths.
Reviewed Date: 02-03-2015


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New Balance 80 Retro Sneaker - Womens
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Item # 249845
Based off of the classic Comp 80 this New Balance® W80 Retro sneaker is a blast from the past and stylish for everyday wear.
- Suede and nylon upper
- Reflective logo
- EVA (Ethyl Vinyl Acetate) foam midsole for cushioning
- Solid rubber outsole provides long-wearing durability
- Imported
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- Online Exclusive!
By: Jansky
Location: New York, NY
June 21, 2012
Light and Comfy
"I just got these retro snealers and my first New Balance purchase.......so lightweight and very comfy on the feet. I have always heard that NB sneakers are the best for walking and running.....am glad I got them now."
By: Katie713
March 28, 2012
By: CMKCO
Location: CO
March 17, 2012
Cute and comfy
"Loved the look of this shoe when it came. Love it even more now that I've worn it. Fit is true to size. It's a lightweight sneaker perfect for spring/fall."
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At Staten Island University Hospital, our physicians have earned a reputation
for excellence and innovation in education,
research and patient care. Our doctors are
renowned in their fields and lead
exceptional teams of nurses, technicians,
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Staten Island University Hospital provides complete medical
and surgical services in inpatient and outpatient
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Read on to learn more about the full range of
services offered at SIUH, including
locations, contact information
and descriptions of programs.
At Staten Island University Hospital, we strive to provide
the best health care for our patients. We also seek
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That's why we provide many helpful
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Would you like to visit someone who is a patient at Staten Island University Hospital? If so, we welcome you. Family and friends
can play a key role in the healing process
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Staten Island University Hospital is part of the Staten Island community. In addition to providing state-of-the-art healthcare services, we educate our
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Providing quality health care for our patients is our greatest priority.
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We provide accredited training and
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allied health professionals and technicians.
The treatment choices for each woman depend on the size and location of the tumor in her breast, the results of lab tests (such as hormone receptor tests), and the stage or extent of the disease. A doctor also considers the woman's age, general health, the size of her breasts, and whether or not she is in menopause when making recommendations about a treatment plan for her. A woman considers these recommendations based on a range of personal factors as well.
TNM Staging of Breast Cancer
Many women want to learn all they can about their disease and their treatment choices so that they can take an active part in decisions about their care. They are likely to have many questions and concerns about their treatment options. Most patients also want to know how they will look after treatment and whether they will have to change their normal activities. The doctor is the best person to answer such questions as what treatment choices are, how successful it is expected to be, what the risks and side effects may be, and how much it is likely to cost. Many times treatments are given in a sequential fashion.
Types of Breast Cancer Treatment
Treatments for breast cancer are either local or systemic. Local treatments remove, destroy, or control the cancer cells in one certain area. Surgery and radiation therapy are local treatments. Systemic treatments are used to destroy or control cancer cells throughout the entire body. Chemotherapy and hormonal therapy are systemic treatments. A patient may have one treatment or a combination of different treatments.
Different types of treatments have different goals. Below is a list of various treatments and how they may be used.
Lumpectomy: Surgeons remove only the tumor and a bit of the normal surrounding tissue. This is ideal for patients who have small tumors and/or early-stage breast cancer. With this option you will be able to maintain the appearance of your breast. You may experience some pain and numbness after the procedure. Radiation almost always follows a lumpectomy to ensure that cancer cells don't return.
Sentinel Lymph Node Biopsy: This type of biopsy is done to determine if breast cancer has spread into your lymphatic system. The sentinel lymph node is the first lymph node where a tumor will drain and it will be removed during this biopsy. Sentinel lymph node biopsy is also used in detecting melanoma.
If the biopsy shows that this lymph node is cancer free that means the cancer hasn't spread and surgeons won't have to remove additional lymph nodes. But if cancer is found in the sentinel lymph node then surgeons will need to remove other lymph nodes to see how far the cancer has spread.
Axillary Node Dissection: Axillary nodes are the lymph nodes found under the arm. Surgeons may have to remove these axillary nodes if cancer is present in the sentinel lymph node, which is the first lymph node where a tumor will drain.
A traditional axillary node dissection involves removing up to approximately 30 lymph nodes. This is done through an incision in the arm and can accompany a mastectomy or lumpectomy.
Patients who opt for this preventative mastectomy are at a higher risk for developing breast cancer. This means they either have a strong family history or test positively for the BRCA gene mutation. If you test positive for the BRCA1 or BRCA2 gene mutation you have a 35 to 85 percent chance of developing breast cancer. Some patients who have breast cancer in only one breast also opt to have a prophylactic mastectomy in the other breast.
The goal of radiation therapy is to kill cancer cells using x-rays and other types of radiation. This treatment can be used to shrink a tumor before surgery, to kill cancer cells that may remain in the breast or chest area after surgery, or to treat tumors in other areas of the body. Radiation therapy is usually given daily, Monday through Friday, for several weeks. Accelerated techniques are also used.
Chemotherapy is used to kill cancer cells with medicines that can go throughout the body. It may be used to shrink a tumor before surgery, to kill cancer cells that may remain in the body after local treatments, or to treat tumors that have already developed in other areas of the body. Chemotherapy is usually given in cycles, with treatments given every two to four weeks over several months. Treatment of breast cancer that has spread will usually involve hormone therapy and/or chemotherapy with or without trastuzumab (Herceptin), depending on whether or not the cancer cells over express the HER-2 protein.
Hormonal therapy is used to stop the growth of cancer cells that rely on hormones. Hormonal therapy may be used to decrease the chances of cancer returning or a new cancer developing after surgery. It can also be used to treat cancer that has spread. Hormonal therapy may include the use of any of the following agents: anastrozole (Arimidex®), fulvestrant (Faslodex®), letrozole (Femara®), exemestane (Aromasin®), and tamoxifen (Nolvadex®). These maybe given as a daily pill or as an injection with treatment continuing for several years or as long as it appears to be working, if it is being given for active disease.
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G by GUESS Nadia Sandal
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Item # 294921
Dazzle at your next special event in the Nadia dress sandals from G by Guess. With a snake embossed platform and stiletto, these rhinestone studded strappy sandals will be a stunning addition to your evening attire.
- Shimmer fabric upper
- Criss cross straps with adjustable buckle
- Inside elastic insert for comfort fit
- Assorted rhinestone embellishments
- 1¼" platform, 5" snake embossed stiletto
- Synthetic sole
- Imported
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