text:
Tools and methods
To develop internationally harmonized tools and methods to support country vaccine safety activities
Vaccines are among the safest and most effective medical interventions. Yet, on very rare occasions, they may cause severe adverse events. Such events are extremely uncommon and may occur anywhere in the world.
It is important that vaccine safety monitoring methods, investigation procedures and public health responses are harmonized. Only then can safety data from one situation be used to help prevent problems in another.
Tools and methods for vaccine safety are rapidly evolving thanks to modern information technologies. WHO works with leading global experts with a range of expertise and from different backgrounds to develop standard procedures and methods.
International standardization of data records will facilitate the exchange of information and the global identification of vaccine safety signals.
NEW!!! The AEFI causality assessment software
Standard procedures and methodologies
AEFI core variables
pdf, 14kb
AEFI reporting form
pdf, 137kb
Aide-memoire on AEFI investigation
pdf, 563kb
Revised aide-memoire on assessing causality after AEFI
pdf, 882kb
WHO guidance for vaccine safety presentations to GACVS
pdf, 151kb
- Causality assessment of an adverse event following immunization - User manual for the revised WHO AEFI causality assessment classification
- Information sheets on observed rates of vaccine reactions
- Safety of mass immunization campaigns - 2002 (pdf, 378kb)
- Safety of immunization during pregnancy - a review of the evidence by the GACVS
- Post-marketing surveillance of rotavirus vaccine safety
National and International institutions
Definition and Application of Terms for Vaccine Pharmacovigilance: Report of CIOMS/WHO Working Group on Vaccine Pharmacovigilance, 2012
pdf, 1.02Mb
- Brighton Collaboration - Case definitions
- Uppsala Monitoring Centre - Tools
February 2018


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Graduation Central will be held from 3 to 6 p.m. on Wednesday, April 17th, in the Mukaiyama University Room of the Frame-Westerberg Commons.
You are able to:
You will also get important information from
Career Services and the Pitt-Bradford Alumni Association.
Plus we provided snacks and door prizes.
The event was brought to you by:

subset: commoncrawl


text:
I've been receiving a lot of emails and messages about the exclusion of RPing from these forums, and I would like to take this time to explain the Academy's decision. I enjoy role-playing time to time, but these forums are not the place for this. This is a forum for discussing Montrose Academy's works. RPing is currently not allowed in this forum because RPing drives many posters away because it is either annoying to them or causes them to feel left out. In the previous incarnations of the forums, we tried to separate the RPing from the rest of the forum by offering a separate RP section in hopes of keeping everyone, both RPers and non-RPers, happy. However, the RPing managed to seep into all sections of the forum again causing many newbies and non-RPers to not post or even read the forums. So in order to be more diverse and more inclusive of all posters in this incarnation of the forums, Tom_Swan and I have decided to disallow RPing at this time.
I agree that RPing is not something to be discouraged. There are many boards out there designed for RPing, and I encourage you and your friends to join these boards in order to play out your fantasies. Just please do not bring them onto these forums.
Tom_Swan and I are considering creating a way to allow RPing on future incarnations of the forums. We wish to keep everyone happy in the Montrose Academy forums. Please be patient with us and continue the good conversation.
Kittyhawk (Montrose Academy)


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text:
I'm searching for resources on the creation of undead and on undead in general, as I want to develop a new realm for my homebrew setting in which necromancy and magical-alchemical research on undead, diseases, death, decay, ghosts, etc. is the main cultural aspect. These necromancers would create undead monsters by magical devices, alchemical potions, dark rituals, simply stitching several corpses together, or conjuring demons to animate the corpses (which would be in different states of decay). (As an example of my inspirations, take a look at the Scourge / Undead faction of World of Warcraft.)
So far I've found some references in Open Grave: Secrets of the Undead by WotC. But I'm not limited to D&D—I only need the fluff, not really the rules.
My question then is: Do you know any other material on this topic? Which books can you recommend?


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About half of the 4.8 million Syrians who fled their homeland are children, and some of the most vulnerable live in dozens of makeshift tent camps, including in Jordan, which has taken in close to 640,000 refugees.
The U.N. agency for children said in a report this week that close to 3 million Syrian children are not in school as a result of the conflict, including some 700,000 refugee children.
The conflict, which entered its sixth year this week, has killed more than 250,000 people in Syria and displaced close to half the pre-war population of 23 million.
"We were forced to leave Syria, fearing for our children's lives," said Bandar al-Humaidy, 42, a father of 13 from Hama. Al-Humaidy now works on a farm near his makeshift tent camp.
"I dream of the day that all this bloodshed will stop and we will go back to our homeland and be able to protect our children and offer them peace and education," he said.
Here is a series of portraits and quotes from children in the tent settlements by Muhammed Muheisen, The Associated Press' chief photographer for the Middle East, Afghanistan and Pakistan.


text:
Eric Kahnert will succeed Mike Landess at 7News
Eric Kahnert, a former 9News weekend anchor most recently a primary anchor at KSTP in Minneapolis, has been named to succeed the retiring Mike Landess as 7News anchor. Kahnert joins KMGH on June 30; Landess is set to retire in late August.
Kahnert, who worked at KUSA from 2009-12, will serve as field anchor as well as holding down the anchor desk with Anne Trujillo and, at times during the next two months, Landess.
In making the announcement, KMGH News Director Jeff Harris cited Kahnert's record as a "hard news journalist" with investigative reporting instincts and a history of breaking big stories.
"7News is the kind of news organization I've always wanted to be part of. They don't spend a lot of time on the fluff," Kahnert said by phone.
Before joining ABC affiliate KSTP in Minneapolis, Kahnert was an anchor and investigative reporter at NBC affiliate KOB in Albuquerque. While at 9News in Denver, he won an Emmy for a two-part series, "Unemployment Fraudsters," exposing problems within the Colorado Department of Labor and Employment.


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An elderly couple and their two adult children were found shot to death Saturday in a home in west suburban Elmhurst, police said.
Joan Stack and Francis Stack, both 82, as well as Francis Stack Jr., 48, and Mary Stack, 57, were killed, officials said. A longtime neighbor described the children as disabled and their mother as ailing.
All four were shot in the head, the DuPage County Coroner's office said Sunday, citing preliminary information. Officials said Francis Stack had committed suicide and the other three were killed, and a death investigation is ongoing.
All four victims had visible gunshot wounds, and a weapon was recovered from the scene, police said.
Few details were released surrounding the deaths, but police at a news conference Saturday said officers were conducting a well-being check at a home in the 600 block of Chatam just before 7 p.m. when they discovered the victims dead inside the home.
Longtime neighbor Pete Sterchele described the victims were an elderly couple and their two disabled children.
"[Frank] was in a very difficult situation," said Sterchele. "Two severely handicapped children, his wife with cancer and rheumatoid arthritis. She was bed-ridden, the children had to be looked over 24 hours a day and Frank was losing mobility."
Police do not believe there is any immediate threat to the community, according to Elmhurst Police Chief Michael Ruth.
Neighbors told NBC Chicago they saw armed police officers approaching the home Saturday evening.
Many in the community were shocked by the incident.
"They were great people," said neighbor Al Watson. "I mean, if you had a problem, you come over ,talk to [Frank], he could help you with about anything."
The Detective Section of the Elmhurst Police Department is investigating the incident, police said.


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Abusive Supervision
Ann Peng, Rebecca Mitchell, and John M. Schaubroeck
In recent years scholars of abusive supervision have expanded the scope of outcomes examined and have advanced new psychological and social processes to account for these and other outcomes. Besides the commonly used relational theories such as justice theory and social exchange theory, recent studies have more frequently drawn from theories about emotion to describe how abusive supervision influences the behavior, attitudes, and well-being of both the victims and the perpetrators. In addition, an increasing number of studies have examined the antecedents of abusive supervision. The studied antecedents include personality, behavioral, and situational characteristics of the supervisors and/or the subordinates. Studies have reported how characteristics of the supervisor and that of the focal victim interact to determining abuse frequency. Formerly postulated outcomes of abusive supervision (e.g., subordinate performance) have also been identified as antecedents of abusive supervision. This points to a need to model dynamic and mutually reciprocal processes between leader abusive behavior and follower responses with longitudinal data. Moreover, extending prior research that has exclusively focused on the victim's perspective, scholars have started to take the supervisor's perspective and the lens of third-parties, such as victims' coworkers, to understand the broad impact of abusive supervision. Finally, a small number of studies have started to model abusive supervision as a multilevel phenomenon. These studies have examined a group aggregated measure of abusive supervision, examining its influence as an antecedent of individual level outcomes and as a moderator of relationships between individuals' experiences of abusive supervision and personal outcomes. More research could be devoted to establishing the causal effects of abusive supervision and to developing organizational interventions to reduce abusive supervision.
Academic Integrity
Tracey Bretag
Academic integrity is an interdisciplinary concept that provides the foundation for every aspect and all levels of education. The term evokes strong emotions in teachers, researchers, and students—not least because it is usually associated with negative behaviors. When considering academic integrity, the discussion tends to revolve around cheating, plagiarism, dishonesty, fraud, and other academic malpractice and how best to prevent these behaviors. A more productive approach entails a focus on promoting the positive values of honesty, trust, fairness, respect, responsibility, and courage (International Center for Academic Integrity, 2013) as the intrinsically motivated drivers for ethical academic practice. Academic integrity is much more than "a student issue" and requires commitment from all stakeholders in the academic community, including undergraduate and postgraduate students, teachers, established researchers, senior managers, policymakers, support staff, and administrators.
Accounting Narratives
Tracey J. Riley and Alex C. Yen
Although accounting is typically seen as a numbers-oriented discipline, with an emphasis on quantifying economic events and activity, the nexus of language and accounting, specifically the role of language in communicating corporate accounting results, has received an increasing amount of attention in recent years. This is because quantified accounting results (e.g., earnings per share, sales revenue) are rarely communicated in isolation. Rather, they are usually accompanied by a non-quantitative narrative, such as an earnings press release, a corporate annual report, or the president's letter, which, along with conference calls and content at corporate websites, we collectively refer to as "accounting narratives." These narratives allow management to elaborate on and contextualize the financial performance of the company. However, because they are not as extensively regulated as the financial statements and are not standardized, these narratives can also be used by companies for impression-management purposes, to obfuscate (poor) performance and to "spin" the financial results to the companies' favor.
Research into accounting narratives dates back to 1952 and has focused on a wide variety of features of narratives and on how those features affect financial statement readers' (most notably, investors') reactions. The earliest studies focused on accounting narratives' readability by performing a syntactic analysis to assess the cognitive difficulty of written passages. This line of research has found that accounting narratives are syntactically complex and difficult to read and that management intentionally makes bad news less readable in order to strain the readers' cognitive processes and lead to lower comprehension of the bad news. In addition to this evidence of obfuscation, researchers have found support for managers engaging in attributional framing, which is the tendency to attribute positive outcomes to actions within the company and negative outcomes to actions external to the company (e.g., the government or the weather) in an effort to influence readers' perception of good versus bad news. More recently, researchers have found that managers use syntactic (sentence structure), semantic (word meaning), and metasemantic (abstract versus concrete construal) manipulation and make broad stylistic choices such as emphasis, length, and scenario form. In terms of how those features affect the readers of the narratives, readers (most notably, investors) have been shown to respond to length and readability; level of negativity; words pertaining to risk, uncertainty, credibility, commitment, and responsibility; justifications of excuses of poor performance; optimistic and pessimistic tone; vivid versus pallid language; internal versus external attributions; and use of self-references.
The Adaptive Organization and Fast-Slow Systems
Torben Juul Andersen and Carina Antonia Hallin
Contemporary organizations operate under turbulent business conditions and must adapt their strategies to ongoing changes. Sustainable performance can be achieved when the organization engages in interactive processes that link emerging opportunities to forward-looking analytics. But few organizations are able to practice this consistently. Fast processes performed by managers at the frontline respond to ongoing environmental stimuli and slow processes initiated by managers at the center interpret events and reasons about updated strategic actions. Current experiential insights from the fast processes can be aggregated systematically to inform the slow processes of reasoning. When the fast and slow processes interact they can form a dynamic system that adapts organizational activities to changing conditions.
Agency Theory in Business and Management Research
G. Tyge Payne and Oleg V. Petrenko
Agency theory is one the most prominent theoretical perspectives utilized in business and management research. Agency theory argues—using fundamental assumptions that agents are: (a) self-interested, (b) boundedly rational, and (c) different from principals in their goals and risk-taking preferences—that a problem occurs when one party (a principal) employs another (an agent) to make decisions and act in their stead. Essentially, the value of a principal-agent relationship is not optimized because the two contracted parties may have different interests and information is asymmetric (not equal). Agency costs are the result of principal and agent conflicts of interest and disagreements regarding actions that are taken. As such, monitoring and incentive-alignment systems are used to curb costs associated with opportunist behavior.
Agency theory is commonly utilized to understand and explain corporate governance phenomena, including executive incentive alignment, board monitoring, and control of top managers; this strand of the literature is founded in economics and represents the bulk of the research in business and management. However, other important principal-agent relationships are commonly seen in business and society, such as with politicians/voters, brokers/investors, and lawyers/clients, and have benefited from the vast stream of research that has explored the principal-agent relationship in various forms and contexts. Also, alternative theoretical perspectives have emerged to accommodate variations of the principal-agent relationship. Namely, principal-principal agency, behavioral agency, and stewardship theories are prominent alternative theories that challenge, expand, or relax the basic assumptions of the classic theory to extend our understanding of important relationships and mechanisms in business and management.
Appropriation of Value from Competitive Advantages
Andy El-Zayaty and Russell Coff
Many discussions of the creation and appropriation of value stop at the firm level. Imperfections in the market allow for a firm to gain competitive advantage, thereby appropriating rents from the market. What has often been overlooked is the continued process of appropriation within firms by parties ranging from shareholders to managers to employees. Porter's "five forces" model and the resource-based view of the firm laid out the determinants of value creation at the firm level, but it was left to others to explore the onward distribution of that value. Many strategic management and strategic human capital scholars have explored the manner in which employees and managers use their bargaining power vis-à-vis the firm to appropriate value—sometimes in a manner that may not align with the interests of shareholders. In addition, cooperative game theorists provided unique insights into the way in which parties divide firm surplus among each other. Ultimately, the creation of value is merely the beginning of a complex, multiparty process of bargaining and competition for the rights to claim rents.
Assessing the State of Top Management Teams Research
Steven A. Stewart and Allen C. Amason
Since the earliest days of strategic management research, scholars have sought to measure and model the effects of top managers on organizational performance. A watershed moment in this effort came with the 1984 introduction of Hambrick and Mason's upper echelon view and their contention that firms are a reflection of their top management teams (TMT). An explosion of research followed and hundreds, if not thousands, of manuscripts have since been published on the subject. While a number of excellent reviews of this extensive literature exist, a relative few have asked questions about the overall state and future of the field. We undertook this assessment in an effort to answer some key questions. Are we still making progress on the big questions that gave rise to the upper echelon view, or have we reached a point of diminishing returns with this stream of research? If we are at an inflection point, what are the issues that should drive future inquiry about top management teams?
Assessment for Learning in Management Education: A Practical Perspective
Sally Brown
Good assessment and feedback are essential for high student achievement, retention, and satisfaction in contemporary higher education, and adopting a fit-for-purpose approach that emphasizes assessment for learning can have a significant impact, but it is a complex and highly nuanced process so needs careful and research-informed design principles. Here the crucial importance of assessment in contemporary higher education pedagogy is considered, the key principles of good assessment are reviewed, and some suggestions are made for a framework to effectively interrogate individual practice with a view to continuous improvement.
Additionally, different means of offering feedback can help students to get the measure of their learning and point them toward future enhancement strategies but must be achieved in ways that are manageable for all stakeholders. Taxing questions are provided here for use by curriculum designers and all those who deliver and assess it enabling them to draw together key issues into a workable framework for assessment enhancement.
Bureaucracy to Postbureaucracy: The Consequences of Political Failures
Mallory E. Compton and Kenneth J. Meier
Pathologies inherent in democratic political systems have consequences for bureaucracy, and they need to be examined. Limited in time, resources, and expertise, elected officials turn to bureaucratic institutions to carry out policy goals but all too often give public agencies too little support or too few resources to implement them effectively. In response to the challenges imposed by politics, public agencies have sought organizational solutions. Bureaucracies facing shortages of material resources, clear goals, representation of minority interests, or public trust have in recent decades adopted less hierarchical structures, exploited networks and privatization, and taken a representative role. In other words, the evolution of postbureaucratic governance institutions is in part a consequence of political incentives. Efforts to diagnose and resolve many of the shortcomings attributed to bureaucracy therefore require an accounting of the political processes shaping the context in which public managers and bureaucrats operate.
Business Groups as an Organizational Model
Asli M. Colpan and Alvaro Cuervo-Cazurra
Business groups are an organizational model in which collections of legally independent firms bounded together with formal and informal ties use collaborative arrangements to enhance their collective welfare. Among the different varieties of business groups, diversified business groups that exhibit unrelated product diversification under central control, and often containing chains of publicly listed firms, are the most-studied type in the management literature. The reason is that they challenge two traditionally held assumptions. First, broad and especially unrelated diversification have a negative impact on performance, and thus business groups should focus on a narrow scope of related businesses. Second, such diversification is only sustainable in emerging economies in which market and institutional underdevelopment are more common and where business groups can provide a solution to such imperfections. However, a historical perspective indicates that diversified business groups are a long-lived organizational model and are present in emerging and advanced economies, illustrating how business groups adapt to different market and institutional settings. This evolutionary approach also highlights the importance of going beyond diversification when studying business groups and redirecting studies toward the evolution of the group structure, their internal administrative mechanisms, and other strategic actions beyond diversification such as internationalization.
Career Development and Organizational Support
Melinde Coetzee
The complexity of modern careers requires personal agency in managing career development and employability capital as personal resources for career success. Individuals' employability capital also serves as a valuable resource for the sustainable performance of organizations. Individuals' ability to proactively engage in career self-management behaviors through the use of a comprehensive range of self-regulatory capabilities, known as career metacapacities, contributes to their employability capital. Organizational career development supports initiatives that consider individuals' proactivity in light of conditions that influence their motivational states, and availability of personal resources helps organizations benefit from individuals who bring information, knowledge, capacities, and relationship networks (i.e., employability capital) into their work that ultimately contribute to the organization's capability to sustain performance in uncertain, highly competitive business markets. Career development support practices should embrace the individualization of modern-day careers, the need for whole-life management, and the multiple meanings that career success has for individuals.
Cluster Evolution
Nydia MacGregor and Tammy L. Madsen
A substantial volume of research in economic geography, organization theory, and strategy examines the geographic concentration of interconnected firms, industries, and institutions. Theoretical and empirical work has named a host of agglomeration advantages (and disadvantages) with much agreement on the significance of clusters for firms, innovation, and regional growth. The core assertion of this vein of research is that geographically concentrated factors of production create self-reinforcing benefits, yielding increasing returns over time. The types of externalities (or agglomeration economies) generally fall into four categories: specialized labor or inputs, knowledge spillovers, diversity of actors and activity, and localized competition. Arising from multiple sources, each of these externalities attracts new and established firms and skilled workers.
Along with recent advancements in evolution economics, newer research embraces the idea that the agglomeration mechanisms that benefit clusters may evolve over time. While some have considered industry and cluster life-cycle approaches, the complex adaptive systems (CAS) theory provides a well-founded framework for developing a theory of cluster evolution for several reasons. In particular, the content and stages of complex adaptive systems directly connect with those of a cluster, comprising its multiple, evolving dimensions and their interplay over time. Importantly, this view emphasizes that the externalities associated with agglomeration may not have stable effects, and thus, what fosters advantage in a cluster will change as the cluster evolves. Furthermore, by including a cluster's degree of resilience and ability for renewal, the CAS lens addresses two significant attributes absent from cyclical approaches.
Related research in various disciplines may further contribute to our understanding of cluster evolution. Studies of regional resilience (usually focused on a specific spatial unit rather than its industrial sectors) may correspond to the reorganization phase associated with clusters viewed as complex adaptive systems. In a similar vein, examining the shifting temporal dynamics and development trajectories resulting from discontinuous shocks may explain a cluster's emergence and ultimate long-term renewal. Finally, the strain of research examining the relationship between policy initiatives and cluster development remains sparse. To offer the greatest theoretical and empirical traction, future research should examine policy outcomes aligned with specific stages of cluster evolution and include the relevant levels and scope of analysis. In sum, there is ample opportunity to further explore the complexities and interactions among firms, industries, networks, and institutions evident across the whole of a cluster's evolution.
Corporate Boards and Performance
Jill Brown
In a new era of corporate governance defined by increasing shareholder empowerment, scrutiny from external stakeholders, and governance failures, there has been a movement toward redefining corporate governance models and the roles of boards. As a result, researchers and practitioners are left wondering what it means to be an effective board, and how a board can operate in the best interests of a firm's stakeholders in this current environment. Exploring the expanded roles and demands of directors grounded in shareholder and director primacy debates, as well as reviewing theories and contingencies that link corporate boards to task, group, firm, and enterprise-level outcomes, a research agenda is identified that might better identify the parameters of board effectiveness.
Corporate Governance in Business and Management
Erik E. Lehmann
Corporate governance is a recent concept that encompasses the costs caused by managerial misbehavior. It is concerned with how organizations in general, and corporations in particular, produce value and how that value is distributed among the members of the corporation, its stakeholders. The interrelation of value production and value distribution links the ubiquitous technological aspect (the production of value) with the moral and ethical dimension (the distribution of value). Corporate governance is concerned with this link in general, but more specifically with the moral and ethical dimensions of distributing the generated value among the stakeholders. Value in firms is created by firm-specific investments, and the motivation and coordination of value-enhancing activities and investment is protected by the power concentrated at the pyramidal top of the organization. In modern companies, it is the CEO and the top management who decide how to create value and how to distribute it among the relevant stakeholders. Due to asymmetric information and the imperfect nature of markets and contracts, adverse selection and moral hazard problems occur, where delegated (selected) managers could act in their own interest at the costs of other relevant stakeholders.
Corporate governance can be understood as a two-tailed concept. The first aspect is about identifying the (most) relevant stakeholder(s), separating theory and practice into two different and conflicting streams: the stakeholder value approach and the shareholder value approach. The second aspect of the concept is about providing and analyzing different mechanisms, reducing the costs induced by moral hazard and adverse selection effects, and balancing out the motivation and coordination problems of the relevant stakeholders. Corporate governance is an interdisciplinary concept encompassing academic fields such as finance, economics, accounting, law, taxation, and psychology, among others.
As countries differ according to their institutions (i.e., legal and political systems, norms, and rules), firms differ according to their size, age, dominant shareholders, or industries. Thus, concepts in corporate governance differ along these dimensions as well. And while the underlying characteristics vary in time, continuously or as a result of an exogenous shock, concepts in corporate governance are dynamic and static, offering a challenging field of interest for academics, policymakers, and firm managers.
Corporate or Product Diversification
Margarethe F. Wiersema and Joseph B. Beck
Corporate or product diversification represents a strategic decision. Specifically, it addresses the strategic question regarding in which businesses the firm will compete. A single-business company that expands its strategic scope by adding new businesses becomes a diversified, multibusiness company. The means by which a company expands its strategic scope is by acquiring businesses, investing in the development of new businesses, or both. Similarly, an already diversified firm can reduce its strategic scope by divesting from or closing businesses.
There are two fundamentally different types of corporate diversification strategy, depending on the interrelatedness of the businesses in the company's portfolio: related diversification and unrelated diversification. Related diversification occurs when the businesses in the company's portfolio share strategic assets or resources, such as technology, a brand name, or distribution channels. Unrelated diversification occurs when a company's businesses do not share strategic assets or resources and do not have interrelationships of strategic importance. Companies can pursue both types of diversification simultaneously, and thus have a portfolio of businesses both related and unrelated. In addition to variations in the type of diversification, companies can vary in the extent of their diversification, ranging from business portfolios with very limited diversification to highly diversified portfolios.
Decisions regarding the diversification strategy of a firm represent major strategic scope decisions since they impact the markets and industries in which the company will compete. Companies can increase or reduce their level of diversification for a variety of reasons. Economic motives, for example, include the pursuit of economies of multiproduct scale and scope, whereby per-unit costs may be lowered through the increase in sales volume or other fixed-cost reducing benefits associated with growth through diversification. In addition, companies may diversify for strategic reasons, such as enhancement of capabilities or superior competitive positioning through entry into new product markets. Similarly, economic and strategic reasons can motivate the firm to refocus and reduce its level of diversification when the strategic and economic rationales for being in a particular business are no longer justified.
The performance consequences of corporate diversification can vary, depending on both the extent of the firm's diversification and the type of diversification. In general, research indicates that high levels of diversification are value-destroying due to the integrative and complexity-associated costs that administering an extremely diversified portfolio imposes on management. Nevertheless, related diversification, where the company shares underlying resources across its business portfolio (e.g., brand, technology, and distribution channels), can lead to higher levels of performance than can unrelated diversification, due to the potential for enhanced profitability from leveraging shared resources. Corporate diversification was a major U.S. business trend in the 1960s. During the 1980s, however, pressure from the capital market for shareholder wealth maximization led to the adoption of strategies whereby many companies refocused their business portfolios and thus reduced their levels of corporate diversification by divesting unrelated businesses in order to concentrate on their predominant or core business.
Creative Thinking Processes: Managing Innovative Efforts
Michael D. Mumford, Robert Martin, and Samantha N. Elliott
Creative thinking is the basis for innovation in firms. And the need for strategy-relevant innovations has generated a new concern with how people go about solving the kinds of problems that call for creative thought. Although many variables influence people's ability to provide creative problem solutions, it is assumed the ways in which people work with or process knowledge provides the basis for successful creative problem-solving efforts. Additionally, there has been evidence bearing on the processing activities that contribute to creative problem solving. It is noted that at least eight distinct processing activities are involved in most incidents of creative problem solving: (1) problem definition, (2) information gathering, (3) concept selection, (4) conceptual combination, (5) idea generation, (6) idea evaluation, (7) implementation planning, and (8) adaptive monitoring. There are strategies people employ in effective execution of each of these processes, along with contextual variables that contribute to, or inhibit, effective process execution. Subsequently, there are key variables that operate in the workplace that contribute to, or inhibit, effective execution of these processing operations. These observations, of course, lead to implications for management of innovative efforts in firms.
Dynamic Managerial Capabilities
Véronique Ambrosini and Gulsun Altintas
Dynamic managerial capabilities are a form of dynamic capabilities. They are concerned with the role of managers in refreshing and transforming the resource base of the firm so that it maintains and develops its competitive advantage and performance. To do so, managers must develop entrepreneurial activities. These activities consist of sensing and seizing opportunities and transforming the resource base. While most studies focus on the role of top managers and CEOs, entrepreneurial activities can occur throughout the organization. Mid- and lower-level managers can also sense opportunities emanating from the market. Managerial human capital, managerial social capital, and managerial cognition are the three main antecedents to dynamic managerial capabilities.
E-Learning, Information Technology, and Student Success in Higher Education
Kim Cliett Long
E-learning expands options for teaching and learning using technology. This nomenclature has been solidly in use for the last ten years. The expansive and ever fertile frontier of e-learning—a term used interchangeably with distance and online learning—has become standard fare as an educational delivery solution designed to enhance knowledge and performance. Many educational institutions, corporate enterprises and other entities are utilizing web-based teaching and learning methodologies to deliver education either partially or wholly online using electronic platforms. The learning value chain, including management and delivery, has created multimodal systems, content, and processes to increase accessibility, measurability, and cost effectiveness by infusing advanced learning techniques, such as adaptive learning or communities of practice, among students, employee groups, and lifelong learners. It is interesting to note that e-learning encapsulates internet based courseware and all other asynchronous and synchronous learning, as well as other capabilities for supporting learning experiences.
Student success and advancements in technology are now inextricably linked as a result of higher education institutions embracing and offering e-learning options. The absence of direct instructor guidance makes distance learning particularly difficult for some students. Certain students struggle with the lack of guidance inherent in online learning and the requisite need to work independently. In particular, the lack of high touch strategies in e-learning often leads students to drop or fail courses. While some students struggle to remain engaged in technology-enabled learning, technology is often the vehicle for keeping these same students on task. There are a variety of electronic tools designed to augment online learning and keep online learners on task. Podcasts, for example, can be easily downloaded, then played back on a student's media player or mobile device at a later date. The student is not tied to a computer, which results in a more comprehensive learning experience.
In many cases, e-learning has become a very lucrative and desirable marketplace for higher education institutions. The business case for e-learning is a clarion call for tight integration among business, human resources, and knowledge and performance management. Hence, it is incumbent upon educational institutions to instill approaches that focus on the learner, learning, and improved performance, more so than the tools and technology. Of further importance is the need for higher education institutions to provide stratagems for developing and supporting caring online relationships, individualized student environments, collaboration, communication, and e-learning culture. Ultimately, institutions should measure not only improved business and performance, but also improved student online learning aptitudes (more self-motivated, self-directed, and self-assessed learning).
Emotional Intelligence and Its Measurement
Richard E. Boyatzis
Emotional intelligence (EI) is used in organizational training, coaching, and graduate schools. Despite its acceptance in practical applications, researchers continue to argue about its validity. EI can be defined "as a constellation of components from within a person that enable self-awareness of and management of his/her emotions, and to be aware of and manage the emotions of others." EI seems to exist at the performance trait or ability, self-schema and trait, and behavioral levels. Based on this multilevel view, all the conceptualizations of EI and the different measures that result are EI. Research on the behavioral level of EI—its assessment, strengths, psychometric validity, and challenges—complements that on other approaches, which have already been the subject of many academic papers.
Emotions in Organizations
Cynthia Fisher
There has been an "affective revolution" in organizational behavior since the mid-1990s, focusing initially on moods and affective dispositions. The past decade has seen a further shift toward investigating the complex roles played by discrete emotions in the workplace. Discrete emotions such as fear, anger, boredom, love, gratitude, and pride have their own appraisal antecedents, subjective experiences, and action tendencies that prepare people to respond to their current situation. Emotions have intrapersonal effects on the person experiencing them in terms of attention, motivation, creativity, information processing and judgment, and well-being. Some emotions have characteristic voice tones or facial expressions that serve the interpersonal function of communicating one's state to interaction partners. For this reason, emotions are integral to social processes in organizations such as leadership, teamwork, negotiation, and customer service. The effects of emotions on behavior can be complex and context-dependent rather than straightforwardly mechanistic. Individuals may regulate the emotions they experience, the extent to which they display what they feel, and the actions they choose in response to how they feel.
Research has tended to focus on negative emotions (e.g., anger or anxiety) and their potential negative effects (e.g., aggression or avoidance), but negative emotions can sometimes have positive consequences. Discrete positive emotions have been relatively ignored in organizational research but feeling and expressing positive emotions often have positive consequences. There is considerable scope for investigating the ways in which specific discrete emotions are experienced, regulated, expressed, and acted upon in organizational life. There may also be a case for intentional efforts by organizations and employees to increase the occurrence of positive emotions at work.
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The Atrium Cafe
Cristy Houghton
Cristy's unique career has taken her from country NSW to the city lights of Clarendon Street South Melbourne and back again. With an early career in radio as a copywriter and creative strategist, she is now a Jill of all trades as a graphic designer, website builder, blog writer, video editor, social media manager, marketing strategist and more.
In fact, give her any task and this chick will figure out how to do it! Go on, we dare you!
No, really, we DARE you!!
Cristy has won two Australian Commercial Radio Awards (ACRAs) for Best Ad and Best Sales Promotion, and even has an 'Employee of the Year' certificate with her name on it.
Cristy and her husband James have traveled extensively through Russia, China and South East Asia, and have two fur-babies, Sooty (cat) and Panda (puppy). Cristy loves drinking coffee, meeting people to drink coffee, coffee tasting and coffee flavoured cocktails. She also enjoys road trips, TED Talks and watching cat videos on youtube.


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Trayvon Martin's parents to be honored in Detroit
DETROIT (AP) -- Sybrina Fulton and Tracy Martin will be honored in Detroit for establishing a foundation named after their 17-year-old son, Trayvon Martin, who was shot to death by a neighborhood watch volunteer in Florida.
The award is to be given Sunday during Central United Methodist Church's 8th Annual Peace and Justice Banquet at the Detroit Marriott inside the Renaissance Center downtown.
George Zimmerman faces trial in the February 2012 slaying of Trayvon Martin in Sanford, Fla. Zimmerman has pleaded not guilty and said the shooting was in self-defense.
Leadership Conference of Women Religious president Florence Deacon and deceased labor activist Ethel Schwartz also will be honored at the banquet in Detroit. "The New Jim Crow" author Michelle Alexander will speak at the banquet.


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CRESTVIEW � A Florida International University physician assistant program could be welcoming its first batch of students as early as August 2015, the school's founding chair says.
CRESTVIEW � A Florida International University physician assistant program could be welcoming its first batch of students as early as August 2015, the school's founding chair says.
Dr. Peter Gutierrez � who has lauded the opportunities that the north county offers to rural medicine students �said the FIU Herbert Wertheim College of Medicine is eager to "form relationships as early as we can" with Crestview, such as offering its students practical training at North Okaloosa Medical Center.
Physician assistant training programs are expanding throughout the country as demand for PAs increases, Gutierrez says. PAs can do many of the things a doctor can do, except issue prescriptions for narcotic medicines.
"The jobs are out there, and this area will have plenty of jobs that need to be filled," he says.
There are already "tremendous needs" in medical specialties including surgery, cardiology, OB/GYN and family practice, he says. Plus, "Insurance companies like PAs because they're cheaper."
The FIU program, which Gutierrez hopes will be accredited by March 2015, leads to a master�s degree. PAs can continue their training and receive an MD afterward.
Opportunities and needs
Former state senator Dr. Durrell Peaden, who has been working to bring the FIU program to Crestview for four years, says the program will provide certification for military medics separating from the service and wanting to become physician assistants.
"In bridging that gap, I think we have tremendous potential to give those kids from Eglin, Hurlburt and Whiting a chance to go into training right here, and make sure our local kids have an opportunity, too," Peaden said Sept. 15 during the Crestview Area Chamber of Commerce's Leadership Development Series.
The Affordable Healthcare Act will increase the need for PAs, NOMC CEO David Fuller said, citing the 50 million Americans currently without health coverage who will be insured under the act.
"Right now there's not enough providers to take care of those people," Fuller said.
"This program (the Affordable Healthcare Act) is coming," Fuller said. "There's not enough providers. Being able to participate, we've got the experience. We can certainly partner together."
Asked by chamber President Dennis Mitchell what the community can do to facilitate bringing the FIU program to town, Gutierrez cited "a safe area for our students to be in and affordable housing," plus a medical facility to partner with.
"For what you describe, we sound like an ideal community," Mitchell said. "We fit all the criteria you just described."
Contact News Bulletin Staff Writer Brian Hughes at 850-682-6524 or email@example.com. Follow him on Twitter @cnbBrian.


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New 2020 KiaSoul GT-Line 2.0L Hatchback
- Stock: K200082
- Fuel Economy
- 27.0/33.0 mpg City/Hwy
- Color
- Gravity Gray
- Interior Color
- Black
- Body/Seating
- Hatchback/5 seats
- Transmission
- continuously variable automatic
- Drivetrain
- front-wheel
- Engine
- 2.0L I-4 cyl
Highlighted Features
- Lane departure
- Wireless phone connectivity
- Exterior parking camera rear
- Split folding rear seat
- Remote keyless entry
- Steering wheel mounted audio controls
- Rear window wiper
- Fully automatic headlights
Detailed Specifications
Dealer Notes
Ask about our free vehicle delivery, up to 250 miles! We can meet at your home of business and save you the trip!
All New Vehicles have discounts available and vary based on what each buyer qualifies for. Vehicles with Discount(s) include available rebates and incentives in discount amount. Prices subject to change, all prices expire at end of the day. Price includes: $400 - Military Program $2,000 Kia Motors Finance Cash, must finance with Kia to receive discount.
KBB.com Consumer Reviews
- 5.0
Hey, it's YELLOW
By Diana on Sunday, June 30, 2019Purchased late June 2019. At the time I was driving a 2013 Soul and had taken it in for an oil change. Noticed the new Souls were available in solar yellow. The color of car I had been wanting for the past 30 years. Also the newer models had so much more bells and whistles that I have yet to figure out completely as there is no CD player and getting music to my sad phone is a bother. All in all I love the car. Seems bigger (though it's not) Has enough power to trust. Only drawback is that the AC doesn't seem as powerful as my last one. I'm only guessing that perhaps it's due to the vents for the rear passengers that are located under the seats. Don't often have rear passengers so I wish I could shut those vents and have more up where I need it. Oh, and you think you closed the doors but the dash says otherwise so you have to get out and re-close them.
- 5.0
Love it!!
By Don on Saturday, June 01, 2019Bought a Kia Soul April 1st. I didn't think I would like a Soul, thought it was too small. Was I wrong. It has more than enough room and the comfort level was very surprising. The more we drive the Soul, the more we like it. Excellent gas milleage, the styling is eye catching, and comfort level is great.
- 5.0
By Olbull on Thursday, September 26, 2019Just a good car..35 mpg average. Not a screw loose!
All vehicle specifications, prices and equipment are subject to change without notice. See above for information on purchase financing and lease program expiration dates. Prices and payments (including the amount down payment) do not include tax, titles, tags, documentation charges, emissions testing charges, or other fees required by law or lending organizations. The estimated payments may not include upfront finance charges that must be paid to be eligible for the purchase financing program used to estimate the APR and payments. Listed Annual Percentage Rates are provided for the selected purchase financing or lease programs available on the current date. Program expiration dates reflect currently announced program end dates, but these programs are subject to change at any time.
Lessees will be financially responsible for mileage beyond the elected quantity and for vehicle maintenance and repairs and excessive vehicle wear. Option to purchase at lease end for an amount may be determined at lease signing. Payments may be higher in some states. You may not be able to combine other incentives with the purchase financing or leasing programs presented above. Residency restrictions may apply. See dealer for details.
Listed APR, down payment, payments, incentives and other terms are estimates for example purposes only. Information provided is based on very well-qualified buyers or lessees. The payment information provided here is not a commitment by any organization to provide credit, leases or other programs. Some customers may not qualify for listed programs. Your terms may vary. Lessor must approve lease. Credit approval required.
New 2020 Kia Soul GT-Line 2.0LBack to Details
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We are excited offer free shipping offer on orders over $25.00 that are in stock. All items are securely shipped in packaging and the jewelry has been placed in a gift pouch ready for gift giving. Please read our returns policy for further details on packaging.Read more...
Live Chat
Jewelry Megastore is the ultimate superstore of high-quality jewelry at extremely affordable prices. With its strong relationships with industry designers, manufacturers and distributors, Jewelry Megastore is able to provide outstanding deals on the best jewelry and accessories to customers nationwide. With all that it offers, Jewelry Megastore is dedicated to providing the ultimate jewelry shopping experience for its customers.
Quality Product
Brand names such as Bon, Little Bon, Bon Sports, East2West, Moog, Invicta and merchandise licensed by the Major League Baseball, National Hockey League and National Football League, enable Jewelry Megastore to provide fine jewelry that appeals to both men and women. How else could you find sports jewelry such as Yankees, NY Giants or Dodgers jewelry all in one place at such great prices. The diverse selection of jewelry available at Jewelry Megastore is absolutely stunning. From hundreds of gold chains for women and men to an array of styles in sterling silver chains. The online jewelry store even has more than 1,000 earrings to choose from. Want to show your loyalty to your favorite team? We've got you covered. Are you a Disney fan? You're all set. Want to complete your charm bracelet? You've got a wide selection of choices. Want to show off your trendy style? Whatever jewelry you might be shopping for, Jewelry Megastore can provide an extensive selection at unmatched prices.
The hot products that Jewelry Megastore has incredible values on include the East2West Sideways Cross available in Sterling Silver and 14k white, yellow and pink gold. The gold Sideways Cross necklace and bracelet is one of the hottest products in the marketplace today. Our customers absolutely adore them with diamonds as well in both the necklace and bracelet versions. The Bon Macrame and Crystal Bead style jewelry have become extremely popular as well. These are the Shamballa style bracelets that many of the Hollywood celebrities have started a popular trend with over the last year. Another extremely popular item is the Evil Eye bracelet and necklace in 14k gold, which everyone loves to wear. The latest of hot merchandise is the line of Infinity necklaces and rings in both Sterling Silver and 14k white, yellow and pink gold. The Infinity jewelry has a timeless appeal and the meaning is symbolic of being together forever.
While carrying high quality jewelry, Jewelry Megastore is able to offer deep discounts because it operates on such a high volume. It's not unusual to pay 65 percent less at Jewelry Megastore than you would at any other jewelry retailer. That is a great way to get amazing values on fine jewelry purchases!
Special Deals
In addition to the exceptional values at Jewelry Megastore, the company provides a number of specials throughout the year, including Deals of the Day. Seasonal deals and monthly giveaways also enhance the bargains to be found at Jewelry Megastore.
The hallmark of a good store is that it will help customers learn more about the products available. Jewelry Megastore's website offers education on a variety of jewelry-related topics such as gold content, diamond facts and how to determine your ring size. We believe that if you understand what you're shopping for, you are better prepared to find the perfect jewelry creation for you!
Shopping Made Easy
Jewelry Megastore makes it easy to shop. Sort your options by type of jewelry, price range, brand name or metal. Jewelry Megastore offers a price match guarantee, 30-day satisfaction guarantee and is a member of the Better Business Bureau along with being listed with The Jewelers Board of Trade. These guarantees and the company's commitment to personal service make shopping at Jewelry Megastore safe and easy.
© Copyright 2011-2013 Jewelry Megastore. All rights reserved.


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Lilli 4 Drawer High Chest
Reference – LL503
With all tops constructed from hand selected Grade A European Oak, all the pieces in this collection show the same high degree of craftsmanship, design and attention to detail.
With its robust framework and solid wood joinery, smooth-running drawers with dovetail construction and well fitted doors, this outstanding collection offers a wide choice of Beds, Cabinets and Wardrobes – all built to give years of reliable service.
Make it your own -
Hand finished in the UK, our exciting selection of paints are available in two distinctive palettes - the classic 'Timeless' collection and the more contemporary 'Bright Ideas' collection- and our deep, lustrous wood finishes come in a complimentary range of colours that enhance the natural look and feel of the wood.
And you don't have to choose just one colour!
For all options and further details on our simple 3 step customisation service please click the "make it your own" link
SPECIFICATIONS • Height: 119cm • Width: 56cm • Depth: 46cm • Weight: 33kg • Wood Type: Painted with Solid Oak top


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One aspect of your running which can quite readily be quickly and vastly improved is downhill running.
If you wish to improve your running performance, it is vital to carry out some fast work in training. There is often some confusion about the meaning of the terminology used by distance runners and coaches when describing types of training involving fast work.
In order to maximise the benefit you get from training it is vital to plan ahead.
The English coach Frank Horwill has been coaching endurance athletes for some 45 years. His best known protegee was Tim Hutchings who finished second in the World Cross Country Championships.
We are able to move because of the action of skeletal muscle in our bodies.
1. Plan your training using the '6 week planner' in order to ensure frequency and balance of workouts. (See Mel's Monthly training tips on the Running The Highlands website)
The speed reserve test is a useful tool. It indicates how well you can maintain a pace that is significantly faster than your 10k race pace.
In the late 1950's and in the 1960's the legendary New Zealand coach Arthur Lydiard espoused his training principles, as a result of his experiments on himself as a highly competent distance runner.
Runners with a busy working and home life schedule often find it challenging to fit in sufficient sessions in a week to meet their fitness or competitive aims.
Some research has been carried out on this topic and it has been found that with regard to short, high intensity efforts the afternoon is the preferred time of day to attain optimal performance.


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Precision Air & Heating is truly a reputable company and certainly number one for service in my book. Shawn, the repair manager was extremely helpful and professional. I would recommend them for both installation of a new system as well as repairs on your existing AC.
We were visiting our Arizona home from New York, when on one of the hottest days in August the air conditioning was not working. We called Precision & James Shelton worked to get the air up & running in no time. He was courteous & sympathetic, working hard to repair our central air…we have a warranty & Precision stands behind their work, they are available 24/7… Thank you!
Service was completed in a timely manner and my technician was extremely knowledgeable. All services were explained to me prior to being completed as far as the need and cost are concerned. My air conditioning unit has been problem-free all year and I believe it's because of the professional maintenance that I get yearly from Precision Air.


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Crysis developers Crytek (or, at least, their Korean satellite studio) have been working on Warface, a multiplayer shooter for the PC that while looking entirely unremarkable also boasts visuals that look bloody amazing.
The game's actually playable right now, and what's more it's free! But there's a catch: it's only live in Russia, and the Cyrillic alphabet is a nightmare to try and decipher if it's not your native script.
Thankfully, PC Gamer have released this trusty guide to getting into the game, which thankfully includes the option to switch to English after the game's installed.
If you're wondering "why Russia?", remember: 14% of Steam users speak Russian, so they make up a pretty damn significant percentage of the world's PC market.
Also: the trailer above. Is that the Team Fortress 2 announcer?
How to install Warface, Crytek's upcoming F2P shooter, and play right now [PC Gamer]


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Online auction of big game permit will raise money for conservation
CONCORDIA – The Cloud County Chapter of Ducks Unlimited, one of seven lucky applicants to draw a 2014 Kansas Commissioner's Big Game Permit, will hold an online auction for their statewide, any deer, any-season permit. The auction will begin March 2 at 8 a.m. and end at 7 p.m. on March 8. The any-season, either-species permit may be used by residents and nonresidents and is valid during the muzzleloader, archery and firearm seasons, with equipment valid for that season. Those interested in bidding may register online at www.proxibid.com, or contact Steve Williams, at(785) 243-5772 or email@example.com for more information.
Each January, the Kansas Department of Wildlife, Parks and Tourism (KDWPT) offers seven select big game permits to Kansas non-profit conservation organizations. The winning applicants receive the permit in the form of a voucher. Typically these vouchers are sold to the highest bidder, who can then exchange the voucher for their designated big game permit through the KDWPT licensing section. Once a voucher is sold, the price of the permit and 85 percent of the total is returned to KDWPT. The conservation group keeps 15 percent to spend at its discretion. After a conservation project is approved, the 85 percent is returned to the group to fund the project.
Past projects include Pass It On activities, hunter education courses, habitat development and restoration, as well as archery and shooting clinics for youth and adults.
For more information on the Commission Big Game Permit program, or instructions on how to apply for 2015, contact commission secretary Sheila Kemmis at (620) 672-0702.


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Used 2019 FordEscape SEL SUV
- Stock: B38759
- Odometer
- 10,219 miles
- Fuel Economy
- 23.0/30.0 mpg City/Hwy
- Exterior Color
- Orange
- Interior Color
- Activex Mtrl
- Body
- Transmission
- 6-Speed Automatic
- Drivetrain
- Engine
- 1.5 EcoBoost 1.5L I4 GTDi DOHC Turbocharged VCT
Detailed Specifications
Dealer Notes
Ask about our "NEVER WALK" Warranty. Experience the Jorgensen difference!
KBB.com Consumer Reviews
- 5.0
Nice quality and fun to own.
By Cablecop on Sunday, February 04, 2018My Escape is a 2016. Built in Kentucky. I have over 30,000 miles on it already. The wife and I are very happy with it. We are 67 years old and we shopped for small SUVs 60 miles south and 50 miles north. The milage is what continues to truly make us happy. Most driving is highway on cruise. We get 30-31 mph. The model is a SE with eco-boost. This model year has a very comfy full power drivers seat. The passenger seat is not power and is not as comfy. Remember, the car is now 3 years old and I read that the interior is even nicer. The rear cargo area with seats folded down is surprisingly, quite large. The paint job is a beautiful pearlescent deep white. The quietness on the highway surprised us. It came with Michelin X Green tires. So far no visible wear! You can adjust the tail gate to go up only as much as you like. 3 different buttons to raise or close it. On the outside door pillar is a keypad which lights up to open. Good if you lock your keys in the car, (and remember your code) Tire pressure warning if low. Very nice Sync 3. My model year on the SE did not come with GPS. Only 2 wishes. Better passenger seat and GPS. These probably are on the 2018. Avery nice car.
- 2.0
4 months ago I would have given this vehicle a 10
By Mike B. on Friday, October 19, 2018Until June of 2018 I loved my Ford Escape SE then things started going wrong. I received a recall notice for the engine which led to it being replaced. After that the engine issues apparently caused transmission issues which I'm now waiting on Ford to tell me how much they will assist in the cost. I was told when the engine was replaced the prior dealership did not reprogram the computer for the new engine. Apparently, it caused heating issues at higher speeds which apparently damaged the transmission. If you do not live in a state like Florida with 70 mph speed limits, or drive mostly on roads under 55 mph, you may never notice it. Once you drive at higher speeds you get transmission warning errors which may lead to the vehicle going into a "safe mode", cutting off A/C and lowering the speed so the engine and transmission can cool down. I really love the looks of the 2014 model, more than the newer ones, and I definitely loved the vehicle. Now, after spending a lot of time in shops and being assured it's fixed and not, I cannot recommend this vehicle to anyone. Do your homework before buying other Ford products as well because apparently this is an issue occurring in other vehicles too, sometimes at much lower mileage on the odometer. Be careful buying a used one because you never know if the vehicle was repaired.
- 5.0
Nicest vehicle I ever owned and I have owned alot.
By Geezer on Saturday, June 08, 2019Has reasonable ride, excellent handling, large hauling space, comfortable seating, very versatile, 26+ MPG, and nice appointments. Too bad I think it is ugly. Maybe they will do better on the next Escape I buy.
All vehicle specifications, prices and equipment are subject to change without notice. See above for information on purchase financing and lease program expiration dates. Prices and payments (including the amount down payment) do not include tax, titles, tags, documentation charges, emissions testing charges, or other fees required by law or lending organizations. The estimated payments may not include upfront finance charges that must be paid to be eligible for the purchase financing program used to estimate the APR and payments. Listed Annual Percentage Rates are provided for the selected purchase financing or lease programs available on the current date. Program expiration dates reflect currently announced program end dates, but these programs are subject to change at any time.
Lessees will be financially responsible for mileage beyond the elected quantity and for vehicle maintenance and repairs and excessive vehicle wear. Option to purchase at lease end for an amount may be determined at lease signing. Payments may be higher in some states. You may not be able to combine other incentives with the purchase financing or leasing programs presented above. Residency restrictions may apply. See dealer for details.
Listed APR, down payment, payments, incentives and other terms are estimates for example purposes only. Information provided is based on very well-qualified buyers or lessees. The payment information provided here is not a commitment by any organization to provide credit, leases or other programs. Some customers may not qualify for listed programs. Your terms may vary. Lessor must approve lease. Credit approval required.
Pre-Owned 2019 Ford Escape SELBack to Details
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The baby shower tradition was born long ago. This is a holiday for the future mother and her baby. Вaby shower is an excellent opportunity for relatives and friends to express to any expectant mother and give her support. There are many food ideas for baby shower.
Best food ideas for baby shower
Baby shower is a celebration of not only attention, but also the right gifts. Great food ideas for baby shower gifts will be diapers, bottles, diapers, baby clothes, a stroller, a cot, toys and everything that moms use for their babies. It is also worth discussing food ideas for baby shower with other guests, so that the baby does not have several identical things.
What are food ideas for baby shower?
The baby shower is a kind of bachelorette party. You can arrange food ideas for baby shower in secret from the future mother and make her a surprise, or you can discuss the future holiday with her in advance.
What food ideas for baby shower can be considered?
On such a day, the design of food ideas for baby shower should be bright. For decorating the room on the baby shower most often used: balloons of different shapes, with inscriptions, a collage of cut out photographs and drawings.


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My 10-Point Plan for Better Character Attraction Placement
I have a plan. I have organized my plan into ten points. Ten rules. Ten basic guidelines. If implemented, I believe the Disney parks will offer better experiences and better environments. The plan focuses on better placement of character-based attractions yet all types of attractions and their surrounding lands will benefit from this plan. All types of guests will also benefit.
Let's intelligently approach what might be considered a silly topic. It's a topic I believe to be crucial in maintaining the high standards and integrity of the Disney theme parks. It's a topic that is endlessly debated. I believe there are excellent solutions that require very little compromise from either side of the debate.
The Debate of Character Placement
One of the biggest arguments amongst serious fans is the argument of character placement. I'm not referring to walk-around meet-and-greet costumed characters making temporary autograph-signing appearances (although I will address that later on). I'm talking about permanent character-based attractions.
One side of the argument says, "Characters are fun no matter where you put them" and "People come to the parks because they want to see Disney characters" and "It's all just for fun anyway".
The other side says, "Characters are great, but like everything, they should be put in the appropriate locations" and "Character additions to non-character locations change the way those locations feel" and "A certain level of integrity and cohesion need to be maintained".
When discussing this issue a while back I was told, "Thank you but I like my attractions Disney-themed". My immediate thought was, "Aren't they all sort of 'Disney-themed'?" Then I said, "So you don't like almost anything outside of Fantasyland?" This person for whatever reason associated all of Disneyland with the Disney characters and failed to recognize the many non-character offerings with which, ironically, she was also obsessed.
A gift shop coworker of mine once explained that no rhyme or reason need be applied to anything in the Magic Kingdom because "it's Mickey's park and he can make anything happen with Pixie Dust." I'm sorry but that's a poor way to manage a classy theme park. And that's not how Pixie Dust works.
A Brief History of Characters in the Parks
Starting in 1955, characters from animated feature films were not permanently placed in any land outside of Fantasyland. Original characters like Tiki Birds and Country Bears were introduced outside of Fantasyland but these were created for these types of environments specifically. Live-action franchises like Davy Crockett, Swiss Family Robinson, and 20,000 Leagues Under The Sea were permitted outside of Fantasyland. Characters from corporate sponsors like the Frito Kid, Aunt Jemima, and the Kaiser Aluminum Pig were also permitted. Pecos Bill, from the 1948 short film, was a part of the Golden Horseshoe and Wally Boag's brilliant show. Gift shops sold character-based items. Character parades regularly wove through the park. But at the end of the day, Fantasyland was the only home for permanent characters. And it worked.
It wasn't until 33 years after Disneyland opened that the temporary Mickey's Birthday Land opened at Magic Kingdom in 1988. In 1989 the very permanent Splash Mountain opened in Disneyland's Critter Country and in Magic Kingdom's Frontierland in 1992. In 1993 Mickey's Toon Town opened at Disneyland. And so began the placement of permanent character attractions outside of Fantasyland.
By the end of the decade both Aladdin and Tarzan films inspired permanent changes to significant parts of Disneyland's Adventureland. Toy Story's Buzz Lightyear had his own ride in Magic Kingdom's Tomorrowland. In the new millennium in all sorts of similar changes occurred. Monsters Inc. monsters and Finding Nemo fish moved into lands celebrating the future. A colorful Aladdin spinner ride was plopped in the middle of the jungle. A smart-talking bird from Aladdin teamed up with a bird fromThe Lion King and together they "managed" to repeatedly verbally abuse the former classic attraction they occupied. (They have since been evicted). And the list goes on.
Interestingly only about 50% of these "reimagined" locations remained popular for any real amount of time.
I worked at Disneyland in the late 90s. Disneyland President Paul Pressler (and many others) at the time talked about how everything should be tied to the Disney films. Everything? I would consider any classic attractions to be just as iconic as any film threatening to tie itself to it. Wouldn't you say?
Today, CEO Bob Iger speaks of major film franchises being the best way to expand the Disney theme parks. This idea is the foundation on which the Avatarland plans stand. This is no doubt largely inspired by the huge success of The Wizarding World of Harry Potter at Universal's Island of Adventure. Harry Potter fits nicely into the pretty open theme of "Adventure". Does Avatar fit the more specific Animal Kingdom theme of "Animals"? Hold on... Now I'm speaking of a third-party live-action film. This will also be included in the plan.
A Terrible Approach
It is often asked, "Hmm, which land would be best for this film?" Then the land with the least-clashing theme wins. "Monsters don't really fit in the Old West or in exotic jungles or in Colonial America or in a medieval castle courtyard... Ok, Tomorrowland it is."
Maybe we should be asking, "What would benefit this land most?" "What sort of attraction, dining, or merchandise would best enhance the experiences this land should offer?" "Would this greatly disrupt the aesthetics and overall design of its surroundings?" "Will this compromise the long-term integrity of this land?"
You may be asking, "but what about the latest successful animated film? It doesn't fit perfectly but it deserves a place in the parks." My plan addresses this as well.
Some Things We Can All Agree On:
• There is potential for big money and lots of fun when it comes to movie tie-ins.
• Move tie-ins are not immune to failure.
• Character rides are an important part of the parks and always have been.
• Something does not have to be linked to a movie or a known character to be hugely successful.
Most of Disney's keystone attractions need no tie-in to be successful: Space Mountain, Big Thunder Mountain, Matterhorn, Haunted Mansion, Jungle Cruise, Tiki Room, Pirates of the Caribbean, "it's a small world", Soarin', Kilimanjaro Safari, Expedition: Everest, and so on.
The Solution
The solution comes down to one thing: ORGANIZATION.
How do we best organize everything so that everything fits nicely, integrity is preserved, and everyone still gets to have loads of fun?
A Few Questions to Ponder:
• Should every land and every park strive to fill the needs of every type of fan? Is that even possible?
• Can there be rules that say that something is never permitted in one place but is absolutely permitted in another?
• Can certain lands or even entire parks have significantly more relaxed rules than other lands or parks?
Think about these for a minute.
My Thoughts on Animation and Animated Characters
Before I go any further, allow me be clear on one thing. I absolutely love animated feature films, animated short films, and television animation. I studied animation in school. I treasure the memories of my visits to Disney, Pixar, Dreamworks, and to other animation studios. I regularly watch animation of all kinds. I worked as a Disney Character Artist for a time and absolutely loved it. My wife was a Face Character Performer at Walt Disney World and at Hong Kong Disneyland. I love Disney animation. It is my love for these things that strongly enhances my desire for better organization within the theme parks.
What About Meet-and-greets, the Non-permanent Characters?
It would be irresponsible to not address this topic as well.
Costumed characters have always appeared in the parks (EPCOT Center being a slight exception for a time) and I think they always should appear in the parks. Their appearances should be fitting though. Timon doesn't need to be in turn-of-century American Main Street, U.S.A. I don't think Tinkerbell needs to hang out in Future World.
The semi-permanent meet-and-greet backdrops, like everything else, should not visually disrupt their surroundings. Their designs and craftsmanship, like everything else, should be on par with the world class environments that surround them. Meet-and-greet sets should blend in so well that when no character is present, the set doesn't look like a set. If no designated set is available, characters can stand in front of appropriate existing structures or landscaping. Very simple yet very effective.
Addressing "Needs"
At some point while reading this blog post you may have thought of certain guest needs. Perhaps you thought of the need for plenty of character-based attractions for kids. Maybe you thought of the need to not take the parks so seriously.
The topic of "needs" can quickly ruffle feathers on both sides of any theme park argument. On one side someone will use a need as justification for something that the other side considers to be sub-par. It seems that the ultimate excuse for poor design is that "it fills a need". The clash between the design-focussed fans and the operations-focussed fans seems to be never-ending.
Might I suggest That Good Design and Efficient Operations Can Nicely Co-exist?
Example 1: Space Mountain. After Matterhorn's huge success as Disneyland's first thrill attraction, there was a need for another thrill ride. Space Mountain was built at both Walt Disney World and Disneyland. Its design, layout, locations, and theme were beautifully and seamlessly brought together to not only fill an operational need but to also fill the design needs of both Tomorrowlands.
Example 2: Disneyland's Casey Jr. Circus Train. It meets the needs of small children yet looks great, is well-designed, well-built, fits beautifully, and can be enjoyed by all ages. The all-too-common (and unacceptable) excuse of "it looks terrible but that's ok because the kids like it" isn't needed here.
A young and ambitious self-proclaimed "future Disney executive" once told me, "Disney HAD to build the Value Resorts". Their tacky designs were of no concern to this young man because the Value Resorts fill a need. They do fill a need. But could they have filled a need and showcased better design?
In Other Words...
Everything should be well-designed. Everything should be put in the right place. After all, good and appealing design just might be the most important factor in Disney's 85+ year success. Too expensive to design and build somthing well? Then don't built it. Build it when it can be done well.
And Finally...
1- EXPAND FANTASYLANDS. Expand Disneyland's Fantasyland to the northwest as needed. This will accommodate new attractions based on animated feature films and animated short films (The short films need some love too!). Continue current expansion of Magic Kingdom's Fantasyland, as planned, with the future option of expanding to the northeast if needed.
2- EXPAND CRITTER COUNTRY AT DISNEYLAND. There is little room for expansion but one more family-friendly offering here would lighten the load over in Fantasyland a bit. My suggestion: An attraction I designed called Country Critter Jamboree. Imagine Country Bear Jamboree but with all sorts of critters putting on a show (maybe in a carousel theater??).
3- CREATE A CRITTER COUNTRY AT MAGIC KINGDOM. Include Splash Mountain and the real estate to the west and northwest. This fun-for-all-ages expansion would allow youngins who can't yet see the critters inside Splash Mountain to see some critters elsewhere. My suggestion: Two attractions I designed called Critter Canyon Railroad and Critter River Expedition. One is a Casey Jr. Circus Train-style train that repeatedly intersects with a slow Storybook Land-style boat ride. Both are set in a land full of critters and critter habitats. Picture little houses, caves, other critter dwellings. The train would look like it was built by animals with natural forest materials in addition to some old abandoned railroad parts they've come across. The boats would look like wide canoes carved by beavers. The boat ride would pay subtle homage to the never-built Western River Expedition that was once intended for that side of the park.
4- "ANYTHING GOES" AT HOLLYWOOD STUDIOS AND CALIFORNIA ADVENTURE. Relax the rules of both parks. These parks have many similarities. Both can accommodate a wide variety of themes. California Adventure has a pretty open theme of "California" and Hollywood Studios has a pretty open theme of "Hollywood". Both seem to welcome the current trend of PIXAR PIXAR PIXAR! and the Pixar films seem fit better in these parks than in any of the other parks. I've been known to call DHS and DCA "perfect dumping grounds" for anything new-fangled or trendy. "Dumping grounds" is not the right term for two parks that have potential to be pretty great places, but you get my point. So DHS and DCA, go nuts! Let the movie-based offerings fill your borders. Let's just make sure everything is designed and crafted well. And organized pretty well. Avatarland at DHS? Sure!
5- HIGHER STANDARDS AT DISNEYLAND AND MAGIC KINGDOM. Designate Fantasylands, Critter Countries (Rules 3 and 4), and Mickey's Toontown (Disneyland) as the ONLY places in these two parks to house any permanent character-based offerings. This would require the removal of character rides in the Tomorrowlands, Adventurelands, Frontierlands, etc. Remember, this does not include characters like Country Bears, Tiki Birds, Haunted Mansion ghosts, etc. who were designed specifically for these types of environments.
6- MAKE EPCOT SOPHISTICATED AGAIN. Return the Figment and Dreamfinder duo to Journey Into Imagination and improve the attraction to its original level of entertainment and quality. Figment needs to not only host a great ride again, he needs to represent Future World in a more important way. Remember his role back in the day? As for a "fixed" Journey Into Imagination, I've heard some promising rumors very recently from some very legitimate sources. Sorry, I don't have more to give you than that.
7- NEW LAND AT ANIMAL KINGDOM. Build an animal-focussed Fantasyland-type "kiddie" land. Quality dark rides, spinners, and other family-friendly attractions can be based on the many untapped animal-focussed animated films in Disney's library. Jungle Book, Tarzan, Robin Hood, Lion King, even The Sword in the Stone, etc. could all exist in a similar way that Peter Pan, Snow White, and Pinocchio exist in Fantasyland. This land would be nicely tucked away and not visible from other lands. Additionally, build only animal/nature-related attractions in the rest of the park.
8- PIXAR-BASED ATTRACTIONS PLACED ONLY IN DHS AND DCA. So far Pixar has a stellar 12-film lineup that should not be ignored. As stated in #4, Pixar films fit quite nicely inside DHS and DCA. For some reason they don't fit as nicely in say, Tomorrowland or in Epcot. Now, there is definitely some wiggle room in this rule. I write this rule without knowledge of future Pixar films. The day may come when Pixar makes a film a about critters, for example, that would fit nicely into a Critter Country. Perhaps a Finding Nemo attraction would fit in the Fantasyland-style land I proposed for Animal Kingdom in #7. (Maybe the attraction pieces can be moved over from Epcot! Win-win).
9- FUTURE ATTRACTIONS BASED ON THIRD PARTY FILMS TO BE BUILT ONLY AT DHS AND DCA. We shouldn't be foolish enough to think that more third-party films won't make their way into the parks. We've seen much success with attractions based on Star Wars, Indiana Jones, The Muppets, etc. Inevitably some of the Marvel lineup will be introduced to the parks. This rule and rule #4 go hand-in-hand. Want an Iron Man ride? Sure. That can be exciting. Let's put it in the park that celebrates all-things-movies. Or in the park that embraces pretty much anything. The Tomorrowlands and Future World don't need to be hodgepodge lands when we have two hodgepodge parks. Just design and build these things well or don't build them at all.
10- E-TICKET TREATMENT TO A, B, C, AND D-TICKET ATTRACTIONS. Lastly, a rule about overall quality. Attractions large and small are important. The enormous scale of Splash Mountain does not need not be applied to a small ride like Dumbo but the level of quality should be the same. The title of this rule is inspired by FoxxFur's Passport to Dreams article entitled "Lighting in a Bottle? Storybook Circus". FoxxFur discusses the charm of "C-ticket rides with E-ticket trimmings". I also refer you to Adam Roth's photo report of the recent New Fantasyland soft opening. This level of craftsmanship has been seen very few times in the past deacade and a half.
There You Have It.
A plan that can be fully-implemented by say... Walt Disney World's 50th Anniversary in 2021? I believe this offers solutions for all types of fans and requires very little compromise from either side of the debate. Want more characters? You get them. Want no more mindless cartoony overlays on top of classic, sophisticated themed environments? You've got it. Want only movie-specific offerings? Great. And less walking is required.
Why Ludwig in the header image? He's both intelligent and fun.
Related posts:
The Era of Big and Tacky
Disney Management Apathy / Hockey Analogy
Buena Vista Street Model
THEN AND NOW: MK Tomorrowland [Part 1]
THEN AND NOW: MK Adventureland [Part 1]


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Nas - Don't Body Ya Self lyrics
Don't Body Ya Self by Nas
Hope y'all make it through the storm
You know what though, I love the rain man
A lot you cats are runnin your mouths
Your runnin your mouths crazy
Think y'all got to ease up though, you know
Ease up fore somethin happen man
We don't want that
At least you don't
Be easy man
Tell you how it feels to be on top of the world
But y'all nigga betta take it slow
Don't body ya self
Don't body ya self
Don't body ya self nigga
Yeah, yeah
Everybody get low niggaz
Dedicated to the f**k Nas coalition
Touch my dough I'm lettin .40 cals blow nigga
Not cals with four legs
But cals with more lead
That add up more dead
It's on nigga
I'm a bury them
Niggaz don't want beef they vegetarian
Scared of pussy you climbed out a caesarian
I push ya grown ass back in your mothers womb
You need nine more months
Your crews nine more punks
You rhyme on stuff and claim I didn't sign y'all up
If I sign y'all I'm on dust
Ya we from the same hood but nigga what?!
When y'all was tryin to rap y'all was makin me proud
Man now you f**ked up, down on your luck, runnin your mouth man
Why don't be a real man, say you need a lil help
And I might help your ass off the shelf
But noooo, you're bein disrespectful
Thinkin son so cool that he won't check you
Stand down, the king is home
Queens is on, NASDAQ, Dow Jones
Don't body ya self
Take it slow man
Slow down
Take it slow motherf**ker
Don't body ya self
Let's listen
Let's just listen
Don't body ya self
Slow down though man
Slow down
Ya'll gotta take it slow
I am De Niro after Am.Ex. commercials and "The Fockers"
With Martin Scorsese after Gangs Of New York could rock this
Back together with the master plan
The rebirth of Langston Hughes, I'm that man
I'm in the streets like old graffiti
I'm hearin wankstas talkin greasy
Whether broke or rich my friend
Nasir bring that career to an end
And I'm bored with you MCs B
Ya'll beneath me
And my raps bring horror like a board of Ouiji
Of course I'm the king, get my shine on
And I blind y'all cause they call me "The Lord of the Rings"
Pinky heavy man, big stones in the weddin ban
Smell of brimstone back from Hell again
Next verse gets worse from God's son to Devil's sin
Ya'll need to take it slow
Don't body ya self
Motherf**ker act like ya know (05')
Motherf**ker better take it slow
Don't body ya self
They say Jada defeated him
Joe to street for him
What's next? I guess it's for Nas to ether him
Ya'll awaiting an MC burial
This is ethereal, FM stereo to XM radio
What does it mean, ethereal? Hmm.. whether heavenly or spiritual
Extreme, delicately like in a way that seems too perfect for this world
Man that is riteous, faithful and keeps law
Will surely live to cleanse the soverend Lord
And you are none of the above
So you a sucka for death if I'm a sucka for love
And ya wanna know why I don't got an answer niggaz
Cause I truely understand these niggaz
Scared of me so they talk about family members
Like I can't point out your grandma to niggaz
Damn you was my man like crew dawg
Don't make me change your body frame to blue fog
The Q is the borrow of true dons
Any disrespect nigga we chose arms
Will it be gilmore or crowes?
Nigga act like ya know
Ya betta take it slow
Motherf**ker act like ya know
Mess around and body ya self
Don't body ya self
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