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馬太福音查經/以馬內利 "她將要生一個兒子;你要給他起名叫耶穌"
"Immanuel" "All this took place to fulfill what the Lord had said through the prophet: The virgin will be with child and will give birth to a son, and they will call him "Immanuel"- which means, God with us."(Matthew 1:22-23). Who are the "they" that call Jesus "Immanuel"? Am I one with "Immanuel"? What does it mean to me? How does it affect my life? After Friday's Bible memory challenge on Hebrew 12:1-13:8, I had a better understanding of "Immanuel" that all the witnesses and martyrs who forged forward despite the unknown and made sacrifices of their lives had all experienced "Immanuel". God was with them when they trusted and obeyed God's calling and plans for them by faith. The "Immanuel" is with us, not to take away sufferings and pain in life but to help us to be overcomers of temptations and hardships.


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Belgian Pottery Faïenceries de Thulin Gourd Vase 1920's Drip Glaze
- Vintage item
- Free USA Shipping
This glossy gourd shaped vase was made by the Société Anonyme des Faïenceries de Thulin (Thulin Faience Limited) in Thulin, Belgium. The body was made of the local pale tan clay and has a narrow neck with eight side panels that flare out to a smooth bulbous bottom. It is glazed in a speckled pale pumpkin shade with deep cobalt drips that run down the sides to visually form the "ribs" of the gourd. It has a handsome Arts and Crafts era style; interestingly, in 1890, Belgium was the first country in continental Europe outside the U.K. to turn to the Arts and Crafts movement.
Measuring about 7 1/2 inches tall, with a belly about 4 1/4 inches across, the mouth is 1 1/2 inches wide, while the base is about 2 3/4 inches in diameter. It's in excellent condition, with the typical small excess lumps of clay on the bottom, but no chips, cracks, crazing or repairs. It is marked BELGIUM (but not MADE IN) and has the catalog number of 197 on its bottom. Sometimes marked, Thulin Faience often bears no country or maker's marks at all.
Thulin Faience was formed as a limited company in 1923, succeeding previous owners of the factory which was founded in 1887. The company was dissolved in 1971 and, to the regret of many in the town, the building was subsequently demolished. This vase of theirs was made between the two World Wars, when they were experimenting with various glazes and shapes in a more modern style than in the past. This piece works well with Arts and Crafts, Art Deco and Modernist interiors and furnishings.
© PrimpingYourHome.com

subset: commoncrawl


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Chapter 1
The vision of Obadiah.
Thus says the Lord GOD concerning Edom:
We have heard a report from the LORD,
and a messenger has been sent among the nations:
"Rise up! Let us rise against her for battle!"
Behold, I will make you small among the nations;
you shall be utterly despised.
The pride of your heart has deceived you,
you who live in the clefts of the rock,
in your lofty dwelling,
who say in your heart,
"Who will bring me down to the ground?"
Though you soar aloft like the eagle,
though your nest is set among the stars,
from there I will bring you down,
declares the LORD.
If thieves came to you,
if plunderers came by night—
how you have been destroyed!—
would they not steal only enough for themselves?
If grape gatherers came to you,
would they not leave gleanings?
How Esau has been pillaged,
his treasures sought out!
All your allies have driven you to your border;
those at peace with you have deceived you;
they have prevailed against you;
those who eat your bread have set a trap beneath you—
you have no understanding.
Will I not on that day, declares the LORD,
destroy the wise men out of Edom,
and understanding out of Mount Esau?
And your mighty men shall be dismayed, O Teman,
so that every man from Mount Esau will be cut off by slaughter.
Because of the violence done to your brother Jacob,
shame shall cover you,
and you shall be cut off forever.
On the day that you stood aloof,
on the day that strangers carried off his wealth
and foreigners entered his gates
and cast lots for Jerusalem,
you were like one of them.
But do not gloat over the day of your brother
in the day of his misfortune;
do not rejoice over the people of Judah
in the day of their ruin;
do not boast
in the day of distress.
Do not enter the gate of my people
in the day of their calamity;
do not gloat over his disaster
in the day of his calamity;
do not loot his wealth
in the day of his calamity.
Do not stand at the crossroads
to cut off his fugitives;
do not hand over his survivors
in the day of distress.
For the day of the LORD is near upon all the nations.
As you have done, it shall be done to you;
your deeds shall return on your own head.
For as you have drunk on my holy mountain,
so all the nations shall drink continually;
they shall drink and swallow,
and shall be as though they had never been.
But in Mount Zion there shall be those who escape,
and it shall be holy,
and the house of Jacob shall possess their own possessions.
The house of Jacob shall be a fire,
and the house of Joseph a flame,
and the house of Esau stubble;
they shall burn them and consume them,
and there shall be no survivor for the house of Esau,
for the LORD has spoken.
Those of the Negeb shall possess Mount Esau,
and those of the Shephelah shall possess the land of the Philistines;
they shall possess the land of Ephraim and the land of Samaria,
and Benjamin shall possess Gilead.
The exiles of this host of the people of Israel
shall possess the land of the Canaanites as far as Zarephath,
and the exiles of Jerusalem who are in Sepharad
shall possess the cities of the Negeb.
Saviors shall go up to Mount Zion
to rule Mount Esau,
and the kingdom shall be the LORD's.
(Obadiah ESV)
Chapter 5
On one occasion, while the crowd was pressing in on him to hear the word of God, he was standing by the lake of Gennesaret, and he saw two boats by the lake, but the fishermen had gone out of them and were washing their nets. Getting into one of the boats, which was Simon's, he asked him to put out a little from the land. And he sat down and taught the people from the boat. And when he had finished speaking, he said to Simon, "Put out into the deep and let down your nets for a catch." And Simon answered, "Master, we toiled all night and took nothing! But at your word I will let down the nets." And when they had done this, they enclosed a large number of fish, and their nets were breaking. They signaled to their partners in the other boat to come and help them. And they came and filled both the boats, so that they began to sink. But when Simon Peter saw it, he fell down at Jesus' knees, saying, "Depart from me, for I am a sinful man, O Lord." For he and all who were with him were astonished at the catch of fish that they had taken, and so also were James and John, sons of Zebedee, who were partners with Simon. And Jesus said to Simon, "Do not be afraid; from now on you will be catching men." And when they had brought their boats to land, they left everything and followed him.
While he was in one of the cities, there came a man full of leprosy. And when he saw Jesus, he fell on his face and begged him, "Lord, if you will, you can make me clean." And Jesus stretched out his hand and touched him, saying, "I will; be clean." And immediately the leprosy left him. And he charged him to tell no one, but "go and show yourself to the priest, and make an offering for your cleansing, as Moses commanded, for a proof to them." But now even more the report about him went abroad, and great crowds gathered to hear him and to be healed of their infirmities. But he would withdraw to desolate places and pray.
On one of those days, as he was teaching, Pharisees and teachers of the law were sitting there, who had come from every village of Galilee and Judea and from Jerusalem. And the power of the Lord was with him to heal. And behold, some men were bringing on a bed a man who was paralyzed, and they were seeking to bring him in and lay him before Jesus, but finding no way to bring him in, because of the crowd, they went up on the roof and let him down with his bed through the tiles into the midst before Jesus. And when he saw their faith, he said, "Man, your sins are forgiven you." And the scribes and the Pharisees began to question, saying, "Who is this who speaks blasphemies? Who can forgive sins but God alone?" When Jesus perceived their thoughts, he answered them, "Why do you question in your hearts? Which is easier, to say, 'Your sins are forgiven you,' or to say, 'Rise and walk'? But that you may know that the Son of Man has authority on earth to forgive sins"—he said to the man who was paralyzed—"I say to you, rise, pick up your bed and go home." And immediately he rose up before them and picked up what he had been lying on and went home, glorifying God. And amazement seized them all, and they glorified God and were filled with awe, saying, "We have seen extraordinary things today."
After this he went out and saw a tax collector named Levi, sitting at the tax booth. And he said to him, "Follow me." And leaving everything, he rose and followed him.
And Levi made him a great feast in his house, and there was a large company of tax collectors and others reclining at table with them. And the Pharisees and their scribes grumbled at his disciples, saying, "Why do you eat and drink with tax collectors and sinners?" And Jesus answered them, "Those who are well have no need of a physician, but those who are sick. I have not come to call the righteous but sinners to repentance."
And they said to him, "The disciples of John fast often and offer prayers, and so do the disciples of the Pharisees, but yours eat and drink." And Jesus said to them, "Can you make wedding guests fast while the bridegroom is with them? The days will come when the bridegroom is taken away from them, and then they will fast in those days." He also told them a parable: "No one tears a piece from a new garment and puts it on an old garment. If he does, he will tear the new, and the piece from the new will not match the old. And no one puts new wine into old wineskins. If he does, the new wine will burst the skins and it will be spilled, and the skins will be destroyed. But new wine must be put into fresh wineskins. And no one after drinking old wine desires new, for he says, 'The old is good.'"
(Luke 5 ESV)
For the Love of God
D.A. Carson
WE EARLIER REFLECTED ON THE judgments God pronounced on Edom, the nation made up of the descendants of Esau (and thus the distant cousins of the Israelites). Ezekiel is very explicit (Ezek. 35; see meditation for October 2); Hosea is less prosaic but says similar things (Hosea 13; see meditation for November 7). Here in Obadiah, an entire book (albeit a short one) is devoted to this theme. The time is after the sack of Jerusalem in 587 B.C., and possibly as late as the early postexilic period when the Jews started returning to the land. The fulfillment of these prophecies took place over an extended period. Certainly by 312 the capital of Edom was firmly in the hands of the Nabatean Arabs. A coalition of Arabs had been displacing the Edomites for more than a century. In the early period they were led by King Geshem, who in about 440 was one of Nehemiah's opponents.
One must ask why the Old Testament prophets devote so much time and space to Edom.
(1) Swelling through this little book is the theme of God's justice. If Edom could get away with her triumphalism and gloating, when her own conduct was no better than that of the nation of the Jews she mocked, then there is no justice.
(2) The point can be universalized. "The day of the Lord is near for all nations. As you have done, it will be done to you; your deeds will return upon your own head" (15, italics added). Although in some ways Edom is unique (of the surrounding nations only she had blood ties to Israel), yet at another level she stands as an important model for all nations. When we see opponents fall, we had better recognize that God is the One who exacts temporal judgments — and one day all of us will face eternal judgment. Temporal judgments are thus God's prophetic announcement of what will happen to all. Jesus argues along similar lines (Luke 13:1-5) with respect to relatively small groups of individuals. Here Obadiah insists the same thing is true at the level of the nation. The Nazis fell: should we gloat and pat our backs in triumphalistic glee? Shall we not remember that Germany was a country of extraordinary education and technical competence, and it turned toward power, expansionism, and cascading evil — and fell? Should we not fear, and beg God for mercy that we might walk in integrity, honor, and love of virtue?
(3) In some ways, Obadiah is a commentary on Amos 9:12. Like Judah, Edom is cut down. Nevertheless the hope of the world lies in Judah's future, not Edom's — and that kingdom is the Lord's (17, 21). That was reason enough not to despise God's covenant people, both then and now.


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Snack Review
Taste test: These are edible if you like clams and are willing to eat just one or two.
But don't go stuffing your mouth with them and then come complaining to me. There's this guy I used to work with who did just that. (You know who you are, Paul.)
Shop: Buy potato chips on Amazon
Smell test: Clammy.
From the package: "A taste worth fallin' for!"
Online store: Buy potato chips on Amazon
Company: Humpty Dumpty Potato Chip Co. (Canada)
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This snack was discovered by Keith and Melissa in New Hampshire.
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Only two goals were scored in the three FA Cup quarter finals this weekend as Arsenal prepare to visit Old Trafford.
Both goals were scored by Aston Villa surprisingly, proving you just cannot predict anything in the FA Cup! After two dull draws at Bradford and Liverpool, surely the game tonight will be worth waiting for?
Full time result
Man United have a far superior record over Arsenal in recent years than any of their top rivals, and they are expected to continue their decent home form with progression tonight. Just one win over United in 15 games suggests Wenger's boys falter in the Red Devils' cauldron, and the bookies consider the current holders as underdogs.
A United win, however poorly they have been in recent weeks, is likely, although Arsenal may be content to take the tie back to the Emirates where they feel more comfortable. With that in mind, backing a United win/draw would provide some safety if Wenger decides to park the bus.
Opting for an away win might offer good value, but going for Arsenal on the Asian Handicap market might be the real winner. Even with a draw you'd be in profit!
Both sides to score?
Despite the lack of goals this weekend, the stats suggest that tonight's game could break that trend. Five of the last seven meetings between these two would have seen winners in this market, and a look at the league game at the Emirates earlier in the season shows why this would be a clever bet.
Arsenal dominated as United had David De Gea to thank for another extraordinary display. The Gunners eventually scored however through Olivier Giroud, and if they create the same amount of chances tonight then they should do so again. United managed to win the game however, showing how susceptible Arsenal's defence can be. Monaco caught Arsenal asleep at times and nothing suggests the Gunners will tighten up considerably more for another big game.
With Giroud, Sanchez and Welbeck, Arsenal would be hard pushed not to score when all three are firing. On the other hand, Wayne Rooney and Robin van Persie do tend to notch against Arsenal, meaning another scoreless draw would be the freak result, right?
Late drama
Late goals are nothing new to United who lived for stoppage time under Sir Alex Ferguson, and Louis van Gaal appears to have continued that trend. Five of United's last six games have seen a late strike, with Ashley Young putting one away in the 89th minute on Wednesday at Newcastle.
Arsenal meanwhile have conceded late in three of their previous four against Palace, Monaco and QPR. Going for a goal after 81 minutes would have paid out in Arsenal's last four games!


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Leadership in a digitally driven world demands new interpersonal and organizational skills. The pace and complexity of our digital world has changed the landscape for leaders as industry boundaries are blurring, teams are expanding across the globe, hierarchies are flattening, and worker-firm relations transcend traditional definitions of "employee." Understanding why and how people come together to work toward common goals in this changing world is more important than ever before.
The Organization and Management area offers courses that draw on cutting-edge theory and research on both organizational behavior and organization theory. Organizational behavior addresses topics such as leadership, cross-cultural and inclusive management, managing work groups, decision making, motivation, creativity, trust, power and influence, negotiations, and organizational commitment. Organization theory offers insights on topics including innovation, organizational design and adaptation, workplace inequality, career processes, professionalization, work-family policies, and social networks.
The Organization and Management area also has one of the country's most prominent doctoral programs for people interested in a career as a professor in a business school. All doctoral students work closely with multiple faculty mentors to develop their own original program of academic research in organizational behavior or organization theory.
Christopher Bauman
Associate Professor
Research Interests: Business Ethics, Corporate Social Responsibility, Diversity, Negotiations, Organizational Justice
Maritza Salazar Campo
Assistant Professor
Research Interests: Team Science, Group dynamics and processes, Team-based organizations, Global teams, Impact of culture on work behavior, International management, Management of innovation and learning
Martha Feldman
Johnson Chair for Civic Governance and Public Management; Professor of Planning, Policy, and Design, Management, Sociology, and Political Science, School of Social Ecology
Research Interests: Organization Theory and Behavior, Stability and Change in Organizations, Decision Making and Information Processing, Public Management, Qualitative Research Methods
Ming Leung
Associate Professor
Research Interests: Organizational Theory, Hiring and Labor Markets, Diversity and Discrimination, Careers and Mobility, Gig-Economy Freelancing and other Technology Mediated Platforms
Susan Padernacht
Research Interests: Leadership and Management Development, Organization Development
Undergraduate business classes may be found through the UCI course catalogue.
202. Organizational Behavior for Managers
This course is designed to increase your skill and effectiveness in analyzing and managing organizations, groups, and individuals in the digital age. Beginning from an understanding that the nature of work in organizations is ever-changing, we examine current trends to identify key drivers and a range of potential outcomes. The course material will be useful in motivating others, managing relationships with people, making complex decisions, becoming a leader, managing and cultivating innovation, planning careers, improving team effectiveness, and structuring organizations. The course integrates concepts and theories from organization science with the practical realities of managing organizations facing challenges due to the advent of digital transformation. For example, work is now often completed by teams distributed across companies and countries rather than inside the walls of organizations; power is exerted through networks and negotiations rather than formal hierarchies; workers are incentivized through strong cultures and intrinsic rewards rather than career ladders and job security; and managers must respond to the constant drumbeat of technological advancement through organizational change. The course also builds your creative, critical thinking and interpersonal skills, critical to employability in an increasingly fragmented workplace. Ultimately, the tools and skills developed in this course should equip you to be more effective contributors to every organization you join, including the ability to diagnose "real life" management situations and offer sound recommendations. With the analytic skills and different ways of thinking this course provides, you will be prepared to address novel problems in organizations that operate in an information-rich environment.
220. Organizational Change in a Digital World
This course focuses on developing executive-level capabilities to lead, manage, and implement organizational change in today's rapidly evolving technology-driven environment. Drawing from cases studies, practitioner and research-based literatures, and students' own experiences, students will learn frameworks and concepts that help them analyze and design effective change management strategies. Course themes include the challenge of change, envisioning and implementing change, understanding recipients of change, and creating sustainable change. Teaching cases and reflection on personal experiences will help students build their change leadership skills through exposure to a variety of industries, organizations and decision making scenarios.
225. Negotiations
Negotiation is the art and science of securing agreements between two or more parties who can improve their outcomes by working together. How can we best achieve our goals, build and maintain strong relationships with others, and optimize mutual gains? This course develops negotiation skills by taking students through a series of simulations and debriefings that highlight negotiation strategies, tactics, and processes in a wide range of contexts. Each simulation focuses on essential concepts that explain performance in negotiation. The course addresses common problems that managers and professionals face during negotiations, including how digital communication technology can alter negotiation processes and outcomes. The course is designed to complement the technical and diagnostic skills learned in other courses at the Merage School. Managers need analytical skills to develop optimal solutions to problems, and they also need a broad array of negotiation skills to ensure those solutions are accepted and implemented.
227. Global Negotiations
This course comprises online lectures, face-to-face and online discussions, and role playing, to examine the economic, political, social, and cultural environments of international business negotiations, with an emphasis on cross-cultural problem-solving in an advanced digital environment. Topics covered by the course include negotiation processes and strategies, self-assessment and analysis, environmental and resources analyses, international team building, pre-negotiation preparation, agreements, and post-contract negotiations.
At the end of this course, you will develop an array of skills including: ability to recognize complexities associated with global negotiations; identify personality traits in relation to a negotiator; construct a "baseline" negotiation skill set by demonstrating competency through practice; evaluate the negotiation process and construct an understanding of the management of negotiations through a structural framework; compare and contrast global cultures in relation to negotiations and describe their influence on global negotiations; and lastly recognize the relative values and liabilities of digital communication tools and techniques.
228. International Management
This course examines the impact of globalization and digitalization on work and the workplace, especially as they relate the effects of different cultural, political, and economic systems on the assumptions, expectations, organizational practices, and organizational forms needed to conduct international business. The course seeks to balance three approaches to the material: (1) the richness and particularity of individual cross-cultural encounters, (2) general heuristics that can be used to guide you in unfamiliar settings, and (3) broad intellectual understanding with practical business tips. Students should leave with a better understanding of the challenges of cross-national management and be prepared with resources they can use when conducting business outside the United States.
229. Leadership Strategies
Leadership in a fast-paced, digitally-driven world requires social skills to get the best out of teams and truly connect with employees. Perhaps counter-intuitively, technology thus makes social skills and emotional intelligence in leaders even more prized in today's labor market than in the past. This course explores the following skills: social perception, fairness, trust repair, conflict resolution, empowering employees and meaningful work.
290. Managing Performance in the 21st Century
The key to sustained competitive advantage in a 21st century, knowledge-based, digital economy is people—and performance management is all about aligning employee attitudes and behaviors with firm goals and performance. Although performance management is a fundamental and important management system, it is often misunderstood and ineffectively implemented. The purpose of this course is to help you design, implement and evaluate successful performance management systems in a digital world. For instance, we will discuss the digitization of performance appraisals, and how to evaluate performance of globally dispersed teams. There will be opportunities to develop awareness of your strengths and weaknesses related to managing employee performance through self-assessments and discussion of the latest evidence-based findings related to each of the topics covered in the course. The course will emphasize application of concepts to real-world situations through demonstrations, case studies, and role plays: each session will give you tools that you can use to help you become a better manager. For instance, you will develop skills in areas such as evaluating employee performance, giving feedback effectively, employee coaching, and managing performance in highly diverse organizations. These are key areas of the instructor's expertise, and he has published, given workshops and consulted extensively on these topics.
290. User Needs Analysis: Understanding Organizations from the Inside
A key part of managing and changing organizations is understanding how the organization actually works and the tensions and alignments between organizational goals, physical layout, strategic design, and daily experience of employees. Learning to take a true ethnographic perspective on the real world contexts enables a multi-layered perspective on what the various issues might be before attempting to solve them. This course teaches the investigative and analytic tactics for understanding organizations from the inside. Students will learn how to fully understand a social, technical and organizational setting with all of the numerous complexities that inform how people experience a social and physical environment. We will explore culture, power, physical layout and the role of artifacts in organizational functioning and daily work.
290. Power and Politics
This course examines power dynamics and political environments in organizations. It addresses how to diagnose sources of power and develop strategies to achieve goals. It also considers the effects of power on decision-making, idea execution, agenda setting, and personal legitimacy. More specifically, this course explores the personal, structural, and relational dynamics of power. It also covers how your networks of relationships can provide resources, information, and support—thus expanding power potential. These relationships shape the political environment that can provide opportunities and obstacles for you, your teammates, and those you manage. Such principles are especially relevant for contemporary managers, as rapid technological change and increasingly flexible organizations require individuals to control and influence the environment beyond organizational boundaries and across diffuse networks. Furthermore, this course stresses forward-oriented strategies that prioritize collaboration, mutually beneficial outcomes, and sustainable relationships and alliances.
291 PhD Organizational Theory
A special topics course.
291 PhD Sem-OB
A special topics course.
291 PhD Sem-OT
A special topics course.
297E. Experimental Research Design
Experimental Research Design examines principles and best practices for conducting and publishing experimental research. The course covers issues such as how to identify research questions that are testable with experiments, how to operationalize research questions, selecting behavioral dependent variables, why do you see so many 2x2 designs, why do we do null hypothesis testing, power and sample sizes, moderation versus mediation, getting IRB approval, when or why should you used mixed methods, transparency in reporting methods and results. As this is a companion course to 297H. Experimental Research Analysis, students are encouraged—but not required—to take both courses.
297F Doctoral Research Methods
Doctoral Research Methods for the Management and Business Social Sciences: This is a course in the fundamentals of social science research in the management and business fields: theory development research design, methods, data management, and writing scholarly research publications. It is designed for doctoral students intending scholarly research careers and will involve hands-on practice in formulating hypotheses and designing research to test the participants' own research ideas, and in conducting journal reviews. This course seeks to help students to begin developing the skills scholars need to be competent members of their scholarly fields, to complete an important dissertation that will increase the chance of securing interviews at the best schools, and to enable participants to do research that attracts fame and fortune throughout their careers. Little background in scientific methods or statistics is assumed.
297H. Experimental Research Analysis
Advanced course provides experience in planning and implementing an experiment or quasi-experiment, including chioce of topic, study design, data analysis, and manuscript preparation. Data analysis topics include ANOVA, ANOCOVA, repeated measures, logistic regression, chi-square, and tests of mediation. As this is a companion course to 297E. Experimental Research Design, students are encouraged—but not required—to take both courses.