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Starcraft 2: Heart of the Swarm Discussion
Trainer Tools and Resources
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And the more durable your equipment is, the further away from civilization you'll be when it fails.
Corsair H115i water cooler
16GB @2666mhz 4x4 corsair ddr4
Asus x99-a mobo
Asus GTX 1080TI
SeaSonic 1000W 80+ Platinum fully modular
500gb ssd Samsung evo
2xWD 6tb black caviar
4tb WD black caviar
Thermaltake Core V71 chasis
same here. I've tried it in admin mode and it still doesn't work. even in skirmish. I think maybe he forgot to include the cooldown in the trainer itself? or maybe they changed the cooldown keypoint?
i think we have identified the problem for some users and fixed it. delete your trainer and redownload it again (new trainer has been posted as pwizard said)
thx for info and feedback,
And the more durable your equipment is, the further away from civilization you'll be when it fails.
I installed the game via the download client. I tried to uninstall the game and install it from the DVD, and see if that makes a difference, but to no avail - still won't work.
In other games your Trainers work just fine, after whitelisting the files in the Comodo Firewall and Antivirus settings, so it should not be about that.
[Edited by Pernicio, 3/12/2013 8:05:11 PM]
I am wanting to fix this same issue. No matter what I do, online or offline, all firewalls and AV disabled, running as admin and not running as admin, I always get the same problem of hitting F1 at the main screen and getting the repeating activated sound. Obviously this is something on my end and it is driving me insane!!!
Is there a way to change the trainer activation key from F1 to another key? Didn't see anything in the troubleshooting guide...
[Edited by priced4evil, 3/12/2013 8:07:49 PM]
* Updated game trainers and cheats daily
* Get notified when new cheats are added
* Request which games get new trainers
* Priority support with any problem
firewall and other security software.
on trainer and game.
version and distribution.
• 1152 x 600
• 1280 x 960
• 1280 x 1024
• 1600 x 1200
• 1920 x 1200


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Nor-Lake provides refrigeration equipment to the food service, agricultural, biomedical, health care and pharmaceutical industries, as of 2015. The company has drawn a distinction between its food service products and its scientific and industrial offerings since launching the Scientific division in 1982. Nor-Lake was acquired by the Standex Food Service Group in 2003, a diversified manufacturing and marketing company with major operations in food service.
Nor-Lake began in the garage of a Wisconsin creamery in 1947 producing ice boxes for the local bar and restaurant scene. The company earned a reputation for innovation, pioneering the use of polyurethane foam insulation for energy efficiency in 1981 and ways to reduce and eventually eliminate the production of ozone-depleting CDCs in the refrigeration industry. Its food service product line includes Kold Locker, Fast-Trak and Fineline walk-ins; wall-mounted, ceiling-mounted, remote and rack refrigeration systems, and a wide variety of refrigerated or heated cabinets. The company also offers replacement parts and service for the products it sells.
Nor-Lake Scientific produces products with performance well beyond what is required by the food service industry. Sample products include freezers that reach temperatures as low as -86 degrees Celsius, products intended to store blood plasma, large capacity incubators, enzyme-based defrosting mechanisms and lighted chambers.
The Nor-Lake name is still used for marketing purposes despite the acquisition by Standex.

subset: commoncrawl


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Waiting for a Beer at a Brazilian House Party
When my friend turned thirty last year, his parents celebrated by throwing a party at their place in São Paulo. After accepting the invitation, I wanted to double check two things before the big day; the first, what was I was supposed to bring? The second, what did "the party starts at eight" really mean? I didn't know if the rules for when to arrive at house parties changed when they were thrown by friends parents (Here is more on my struggle with Brazilian timing).
"We will have a lot of beer here so you don't need to bring anything," I was told. "And 'the party starts at eight' really means arrive some time after eight." So on the day of the party I arrived at eight thirty.
I was thirty minutes late, so by Brazilian standards I was pretty early!
I was introduced to my friend's family and after exchanging pleasantries, I sat down next to another friend who told me he'd only just arrived.
"Andrew, let me get you a beer" said my friend's father. These words fell very kindly on my ears because it was summer, I was very hot and I needed to cool down. Like seriously, I looked like I'd taken a shower fully clothed before walking into my friends place!
So I was handed a beer and I started to catch up with my friend. Fifteen minutes later, this friend let me know he was going to use the bathroom. By this point I'd already necked everything in this can…and was after beer number two.
So I put my empty can down on the table beside me and waited to find the right moment to ask my friend's parents if I could have another. If I remember correctly, the mother was telling a story at the time. She smiled at me as I caught her eye and then included me in the conversation she was having about the meat that was being barbecued. Not a woman of few words, I smiled at her for the duration of this conversation, hoping that she'd realise I was done with my beer and then, after her story, offer me a can.
However, this story didn't seem to have an end and I didn't really want to interrupt to ask, she was very animated when telling this story!
When my friend returned, he had a new can.
"Where did you get your beer from?" I asked with false innocence and surprise. Obviously I knew he hadn't found it down the back of the sofa or just lying around in the bathroom. But my friend's family were all in the living room and his mum was right in the middle of her story. Or maybe she was in the beginning, I'm not sure! But anyway, she was definitely still nowhere near the end! So he'd not been offered the beer by any of the family.
"Why did you ask this?" my friend smiled, as if amused by my ignorance. "I got it from the fridge, of course"
"Well," I began quietly, so not to be overheard. "I was waiting for someone to ask me if I would like another beer!"
"Really?" he laughed, "Andrew, you are not Mariah Carey! If you want a beer, maybe you need to move your lazy, gringo body to the fridge and get one!"
I was stunned into silence. The reason I was waiting wasn't because I'm lazy, but because I wouldn't dream of going into someone else's fridge to get myself a beer, not without permission. After all, if you did this in England, you probably wouldn't be invited back to another party.
I hurriedly tried to explain this to my friend, but he wasn't up for believing a word of it.
Clearly amused by his own version of events, he interrupted the barbecued meat story to tell everyone I had been waiting to be served a beer.
I was mortified!
"Oh Andrew, no! Just help yourself!" the mum told me. Conscious that I was reddening and that I had a massive urge to bitch-slap my friend for embarrassing me, I quickly left the room in the direction of the fridge.
I learnt a valuable lesson this day. When at a family party in your friend's family's place, you don't necessarily need to wait for the family to offer you another beer, you can jut get it yourself.
Unless, it would seem, you really are Mariah Carey!


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Another busy summer season has passed at the Calanais Visitor Centre and amidst all the visitors, the Redevelopment Project has been progressing quietly in the background.
Following our community information session (details can be found in our last blog update), we were busy working with the Design Team to finalise details of the design and cost summary to ensure that we were ready to proceed with funding applications.
The end of 2015 and first part of 2016 was spent focusing on our funding application to the Heritage Lottery Fund, as they will hopefully be one of the major funders for the project. The HLF team was very helpful and provided us with useful advice and guidance to best prepare our application. When applying for funding to the HLF, applications are broken down into a two stage process. The stage 1 application was submitted at the beginning of March, with a decision announced in June. Unfortunately, our application was unsuccessful. Despite not proceeding to Stage 2, we were provided with feedback and encouraged to develop our application further to resubmit for stage 1. We recently met with Caroline Clark, Casework Manager for HLF, who was visiting Lewis for a few days and discussed our application with her in detail. The meeting was very helpful and the advice we received will be used to develop our application further.
As well as focusing on the funding application with HLF, early 2016 was spent concentrating on an application to the Community Capital Grant Fund with Comhairle nan Eilean Siar (CnES). We received word in April that our application was successful, securing £100,000 for the project.
We then, with CnES Economic Development staff, turned our attention to developing a stage 1 funding application for the Scottish Government Regeneration Capital Grant Fund. The application is still in the process of being reviewed and successful applications will be announced shortly. If our application is successful, we will then develop a stage 2 application ready for submission in October.
Another key stakeholder for the project will be the Highlands and Islands Enterprise (HIE). We have been working closely with the HIE team in Stornoway over the last few months to develop our project business case which will be fed into our funding application. We hope to have the business case finalised soon so that we can submit our application within the next few weeks.
In terms of European funding, CnES Economic Development staff worked with us to develop a stage 1 funding application for the European Regional Development Fund (ERDF). Our stage 1 application was submitted last week and they will be announcing successful applications to proceed to stage 2 within the next week or so.
Carloway Show Feedback Session
As well as focusing on funding applications, another aim for our project is to ensure that the project proposals are built around feedback provided by the members of the local community and visitors. As well as our community information session, we compiled a short survey to generate feedback about what people would like to see included in the redeveloped Visitor Centre.
Sally Reynolds (Carloway Estate Trust) and Anna MacKay (Urras nan Tursachan) discussing plans at the Carloway Show. Images courtesy of Dòmhnall Macleòid
We recently took the opportunity to gather feedback by setting up a station at the Carloway Show, with thanks to the Carloway Estate Trust who kindly let us share their office to do it. Plans of the proposed design were on display and Anna was there to hand out surveys and answer any questions about the proposals. The feedback generated was greatly appreciated and very useful in terms of developing the project. The survey is now available online (by clicking the link below) for anyone who would like to contribute their ideas for the future Visitor Centre. We would love to hear them!
As for the next few months ahead, we will be concentrating most of our time on securing funding and continuing to develop proposals. If you would like to contribute any ideas on which activities, facilities or services you would like to see included in the development, please feel free to contact us by email (email@example.com), or by completing the short survey below.


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Two Paradigms in Management Epistemology
- Allyson Barnett
- 3 years ago
- Views:
1 Journal of Intercultural Management Vol. 2, No. 1, March 2010, pp Społeczna Wyższa Szkoła Przedsiębiorczości i Zarządzania Two Paradigms in Management Epistemology 1. Introduction Paper present dualistic vision of management epistemology. First perspective is based can be identified as objective, second one is relativist. The axis of epistemological division within management as well as within other social sciences can be the antagonism: hard orientation (neo-positivistic, systemic, and functional) versus soft orientation (humanistic, interpretative and hermeneutic). At the first glance it may seem that this categorisation is very simplified, stereotypical and inadequate in relation to the development of contemporary management. We think, however, that contrary to this reservation, this elementary division is a basic cognitive category accepted by specialists in management. So far the development of management sciences has not given us any hope for epistemological monism. That is why the consequence of the deepening of contrasts and incoherence between the two antagonistic approaches can be the disintegration of the subject of management, leading to the perception of this science as a conglomerate of schools, which has no opportunity to create theoretical and methodological synthesis [Przybyła 2002, pp ]. 2. Functional systemic perspective The first perspective is called neo-positivistic, functional, systemic or quantitative. Its epistemological model is natural sciences. It is a combination of influence of neo-positivistic philosophy, systemic trend with functionalism in sociology and cultural anthropology. The heritage of the Vienna Circle includes the following assumptions: verification, knowledge cumulating, search for scientific method, division into dependent and independent variables, search for mathematical modelling and quantificational methodology. Verification
2 110 allows for constant assessment of epistemological value of given statements through empirical research of the subject matter. It gives the opportunity to obtain a unanimous answer what an organisation is and what corporate qualities are and how to manage successfully. Knowledge cumulating means the belief that organisation research creates lasting knowledge which consequently develops and continually makes progress. Scientists look for a relatively reliable scientific method, enabling to discover and evaluate valuable knowledge. The set of independent and dependent variables enables to build cause and effect relationships and feedback derived from physical sciences, perceived according to the Newtonian paradigm. Due to the necessity of creation of precise generalisations, methodology of quantified research is better valued i.e. rather quantitative that qualitative methods. In management there appeared attempts of modelling and mathematical generalisation, which are to lead to a coherent image of organisational sciences, expressed in a universal language of nature mathematics (e.g. operational research, forecasting and simulations). A neopositivistic image of management remains a kind of common sense vision of this discipline [Sułkowski 2004]. The other source of orientation is a functional approach in sociology and cultural anthropology. It is based on the assumption that the social whole maintains balance in the process of exchange among the elements of social order. Majority of organisation members serves to maintain this higher order of the social system. A function is the input of a partial activity into the activities of the whole. Functionalism in management leads to the separation of the set of complementary organisation functions, supporting the activity of this whole (e.g. planning, organisation, motivation, monitoring). The social system in a state of functional unity means harmonious, conflict-free co-operation of sub-systems [Radcliffer-Brown 1952, pp ]. Functionalism leads to deterministic methodology, congruent with the neo-positivistic spirit, allowing understanding of patterning and repetitiveness of social process in an organisation [Merton 1982]. A good analogy is systemic approach which is used in many other sciences [Bertalanffy 1960]. Hence the third area of inspiration of the trend is a systemic conception which places an organisation on the complex level of social systems [Boulding 1956]. This interdisciplinary approach assumes structural integration of subsystems within the greater whole and the emergence of system specific qualities on further levels of complexity 1. In this sense an organisation is a complex system undergoing limited steering which maintains balance in the processes of material and information flows with the environment. What connects systemic 1 Similar approach within praxeological organisation theory: J. Zieleniewski, Organizacja i Zarządzanie. Warszawa: PWN.
3 Two Paradigms in Management Epistemology 111 conception with neo-positivism is the drive to science unity and the belief that one can build a unified scientific method based on general system theory. Then, the relation to functionalism concerns such ideas as systemic integration (functional) and homeostasis. Functionalistic systemic epistemology combining neo-positivism, functionalism and systemic school is oriented on the creation of integrated systems, verification of truth with the help of objective quantitative methods. The analytic approach is essential and assumes the possibility of generalisation and mathematical modelling of research results. The trends directly related to economics are most deeply rooted in this perspective and they are connected with the beginning of management sciences [see: Martan 2002]. The connections to the economics are manifested most strongly in the attempts of directing management development on the path of enterprise sciences [Lichtarski (ed.) 1997, p. 10]. The main subject of interest of management would be an enterprise which is active on the market. It would be analysed in terms of economics, with the additional opportunity to use the methodology derived from other sciences [Gruszecki 2002, pp ]. Systemic and functional vision of an organisation is accompanied by the image of an resourceful man, close to the categories of homo oeconomicus. Quantitative methodology has a significant place in such sub-disciplines of management as managerial accounting, logistics management or information management. Critics of the functional systemic orientation in management point out that this vision is based on the natural sciences epistemology, derived from a mechanical paradigm which was exchanged by the theory of relativity paradigm or quantum mechanics [Wheatley 1999, pp ]. Functionalism is attacked because of the static organisation image and the lack of autonomy on the part of a social subject. In the enterprise sciences this is a vision of man deemed for hyperrationality. However, in a real organisation conflicts, disintegration processes and activity in the imbalance conditions are more frequent than homeostatic harmony. The total vision of organisational order can omit elements of sense constitution happening on the level of behaviours and interactions. We can lose the interpretation of such processes as establishing and exercising authority and ownership, communication of individuals and groups, creating culture elements or giving meaning to the organisational reality. 2. Symbolic-interpretative perspective A competitive cognitive approach in relation to the functional-systemic one can be described as interpretative, symbolic or qualitative. The main sources of inspiration are social and humanistic sciences, such as sociology, psychology, political sciences and cultural anthropology. Many ideas related to corporate culture, management, human resources management, management processes or managing changes are based on epistemological assumptions of
4 112 the symbolic interpretative approach. We ca quote the following examples: establishment theory by Weick, corporate culture conception by Smircich or authority net by Pfeffer and Salancik [Weick 1979; Smircich 1983, pp ; Pfeffer, Salancik 1978]. The basis of interpretative epistemology is the assumption about a constructional and conventional character of the social and organisational reality [Hatch 2002, p. 24, 56]. Organisational order does not exist objectively but is being continuously maintained, reconstructed and modified by individuals and groups acting in and around an organisation. An organisation and management processes are created by groups in institutional, legalisation and internalisation processes and they are contractual they are a collective consensus [Berger, Luckmann 1966]. Economic interests act just as political, social and psychological influences. A man within an organisation searches for the sense, is value oriented and involved in a research situation. A cognitive act is entangled in a language and culturally relative, it is a symbolic activity. Research results are not objective, but can only be inter-subjectively communicated. One can observe focus on every-day categories covering a kind of hermeneutic circle in the shape of: perception, interpretation, definition, making and verifying hypotheses and finally acting (epistemology of ordinary day) [Suk-Young Chwe 2001, pp ; Deschamps 1996, pp ]. 3. Comparison of two cognitive perspectives The perspectives presented here create separate basic notions and ways of organisation and management research. An organisation can be seen as an authoritatively created system an emanation of broader economic processes (globalisation, economics, sector) or as a upwards network of meanings and interactions (communication processes, conflicts and authority), Man in an organisation can be seen as an independent individual led only by rational, conscious motivation or as a social actor acting under the influence of different, rational and irrational factors. Effects of economic activity can be considered as a desire to maintain balance or capturing control by interest groups. Within those two perspectives preferred objectives and research methods are also different (Table 1).
5 Two Paradigms in Management Epistemology 113 Table 1. Comparison of two cognitive perspectives Criteria Organisation constitution Man in organisation Nature of organisation Functional-systemic perspective A system is created by the market sector and economy. Homo oeconomicus, individual interest, functional dependencies. Economic, objectively given, can be known Symbolic-interpretative perspective The net of meanings created by communication, interaction and sense making processes in groups. Organisation members enter into complex social interdependencies. Socially created, intrasubjective perception, known in a limited degree Tendency to gain control, Effect of economic activity Tendency to maintain balance tensions caused by fight between conflicting interests Research objectives Scientist s approach to researched reality Researcher s attitude to values Preferred methodology Preferred method Generalisation, verifying, analysis, predicting and change programming. Objective, external perspective (outsider) Search for objective knowledge, free of values Predicates based on abstract notion systems Standardised methods, quantitative, structured Understanding, description, synthesis, changes stimulation. Participant in the researched phenomena and processes (insider) Consciousness entangled in values (axiological approach) Descriptive and explanatory or understanding (hermeneutic) Non-standardised methods, qualitative, not strucutred Source: author s own research with the help of R. Swedberg, Economics and Sociology: Redefining their Boundaries: Conversations with Economists and Sociologists. Princeton: Princeton University Press; W. Morawski, Socjologia ekonomiczna. Problemy, teoria, empiria. Warszawa: PWN, p. 33. Adopting a dichotomic perspective, we can see that in the management sciences on the epistemology level there is a process of grouping of different schools which are situated in one of the ends of the described continuum. Thus for example in relation to the school strategy: planning, positional and resourceoriented one is based rather on the functional-systemic bases, while the evolutionary school is situated rather on the symbolic interpretative end. The
6 114 concept of the research on the influence of the national culture on management is rooted in functionalism, and the understanding of the corporate culture as a net of meanings has an interpretative character. Similar divisions can be found in the area of exercising authority, conflict, corporate communication theories. Hidden and usually unconscious assumptions concerning the epistemological foundation of management affect the ideas and theories in this area. Manicheism in the cognitive field results in an epistemological split in the whole management theory. 4. Other cognitive approaches We think that the dichotomy of the functional approach versus the imperative one is the cognitive core of management. However, many theoreticians perceive other lines of epistemological division. The most obvious epistemological suggestion is the division based on the subject criterion. The differentiation of management processes resulted in the concentration on different areas of management processes, which demonstrate certain differences in the cognitive field. There appeared many management schools and trends leading to the jungle in the organisation [Koontz 1961] theory. The chronological approach assumes the criterion of continuity of management schools development. Bielski distinguishes 14 directions within three trends (classical, neo-classical, psycho sociological and systemic) [Bielski 1996, p. 42]. The systemic approach is based on the distinguishing of organisational models leading to the subsystems differentiation, which may require a different epistemological perspective. For example an organisational model by Leavitt includes people, structure, tasks and technology management [Leavitt 1965, p. 160]. Looking at this from the pragmatic perspective, we can take into account differentiated methods of organisational research and change. In methodology we can distinguish several cognitive areas of an organisation (e.g. strategy, marketing, human resources, financial resources, information technologies) [Armstrong 1995]. Each criterion which we present here does differentiate a cognitive approach to an organisation. We believe, however, that they can be subjected to a more general epistemological scheme. Both the schools and the methods can be classified according to the key: either functional systemic ones or symbolic interpretative ones. One of the most common approaches, suggested by Burrell and Morgan, determines four basic paradigms dominant not only in the management but generally in social sciences. The distinguishing criteria of those paradigms would be: social orientation (regulation and change) and cognitive assumptions (objective and subjective). Combining those dimensions, we can create four disproportional paradigms: functional, radical, structuralism, interpretative and radical humanism [Burrel, Morgan 1979] (Table 2).
7 Two Paradigms in Management Epistemology 115 Table 2. Paradigms in management according to Burrel and Morgan Social orientation Regulation Functionalism Radical change Radical structuralism Objectivity Assumptions concerning science Interpretative paradigm Radical humanism Subjectivity Sources: G. Burrel, G. Morgan, Sociological paradigms and organisational analysis, London: Heinemann. This kind of division is clear on the grounds of sociology and anthropology, however its application in management sciences is very limited. One of the reasons for the tension between the functional approach and the interpretative one is the fact that management is interdisciplinary. However, it is very difficult to see in management an important role of radical structuralism or radical humanism. They only play a critical role in relation to the issues of inequality, domination and ideology within an organisation, but they do not create any alternative theories or epistemological perspectives. The examples of this type of approach are represented by psychoanalytical concepts by Copley, organisational imperialism by Chomsky, symbolic violence by Bourdieu, ideological visions of labour process by Braverman [Copley 1980; Chomsky 1999; Bourdieu 1998, pp ; Braverman 1974]. I think that a critical understanding of a radical change can be placed on the grounds of an interpretative perspective, thus maintaining epistemological dichotomy in management. Morgan in his book Organisational Images presents a different approach to the management epistemology. The basis for the management understanding is adopting a certain organisational metaphor, which directs the activity of a participant or organisation member [Morgan 1997]. Eight metaphorical organisational images can be the basis for the pluralistic and manicheism - free management vision. Bolman and Deal suggest four cognitive frameworks enabling multifaceted interpretation of organisational management processes. It covers the following approaches: structural, human resources management, political and symbolic [Bolman, Deal 2003]. The cognitive frameworks, similarly to organisational metaphors, are the approaches open to the creation of totally new interpretations. It seems that both the metaphors proposed by Morgan and cognitive frameworks by Bolman and Deal can be placed within the dichotomy functionalism interpretation, which is being analysed. Mechanistic and organic
8 116 metaphors by Morgan and a structural framework by Bolman and Deal can be placed on the grounds of the functionalistic perspective. Other approaches can be rather associated with an interpretative trend. Of course there is some degree of discrepancy between those three approaches. Another proposition is the creation of a post-modernist perspective. The formation of the third cognitive perspective in the shape of a post-modern one raises many doubts [Hatch 2002, p. 14]. Hatch, perceiving incongruity of this trend, defines it once as a separated cognitive perspective, and then just as a critical thought, which questions both post-modern and interpretative approaches [Hatch, Schultz 1996]. Management theoreticians refer to radical cognitive relativism by Lyotard, Derrida or Rotry [Lyotard 1983; Bauman 1995; Kołakowski 1996] but at least so far it has not led to the development of a congruent epistemological perspective [see: Engholm 2001; Boje, Gephart Jr., Thatchenkery 1996; Welge, Holtbrugge 1999, pp ; Burrell, Cooper 1998, pp ]. Of course, we must recognise critical approaches to organisational theory, which refer to key motifs of some post-modernists, however we lack constructive offers for the theory development. 5. Conclusions Functional systemic approach dominates in contemporary management, however a symbolic interpretative perspective gains more and more significance. So far it is hard to see the possibility of covering the gap between those two epistemological approaches. Other basic definitions concerning the nature of an organisation, environment, strategy, structure and corporate culture enforce those conflicts or at least the discrepancy between the analysed perspectives. Pareto, and then Swedberg stressed that the field of economics is based on the assumption of the rationality of man and social groups, while the sociological dispute is based on the assumptions that people undertake many activities which are not motivated rationally [Swedberg 1990, p. 11]. Separation of those rational and irrational parts is a significant simplification, but in a great degree it overlaps with a suggested division of cognitive perspectives in management. The problem is that management sciences deal both with rationally and irrationally motivated managerial and organisational actions. People in organisations evaluate the usefulness of their actions, but they also strive for self-realisation, create social bonds and give meaning to their existence. Epistemological manicheism which may lead to the negation of the value of antagonistic perspective or it creates a kind of epistemological pluralism allowing the co-existence of the two ways of cognition. Pluralism enables to use the theory and methodology of varied disciplines. This pluralism often changes into methodological eclecticism, because the methods borrowed form different cognitive bring incomparable research results.
9 Two Paradigms in Management Epistemology 117 The dichotomy presented in this article is not the only possible way of ordering epistemology. However this approach is deeply rooted in the awareness of specialists from the area of management. Some perceive the scientist s role as that of a researcher for tangible, quantitative, hard results, while the others stay in the circle of qualitative results, interpretative and soft ones. The opportunity to exceed the manicheism of such perspective on management is the negation of apparent obviousness of their own vision of the organisational world, leading to the formation and interpretation of other cognitive positions. On this stage sciences of management need epistemological reflection which will lead to the development of the researchers self-awareness. Abstract The dichotomy presented in this article is not the only possible way of ordering epistemology. However this approach is deeply rooted in the awareness of specialists from the area of management. Some perceive the scientist s role as that of a researcher for tangible, quantitative, hard results, while the others stay in the circle of qualitative results, interpretative and soft ones. The opportunity to exceed the manicheism of such perspective on management is the negation of apparent obviousness of their own vision of the organisational world, leading to the formation and interpretation of other cognitive positions. On this stage sciences of management need epistemological reflection which will lead to the development of the researchers self-awareness. References Przybyła, M., Integracyjne i dezintegracyjne aspekty nauki o zarządzaniu [in:] H. Jagoda, J. Lichtarski (ed.), Nowe kierunki w zarządzaniu przedsiębiorstwem. Integracja i dezintegracja. Wrocław: Wyd. Akademii Ekonomicznej, pp Sułkowski, Ł., Neopozytywistyczna mitologia o zarządzaniu. Organizacja i kierowanie, No. 1. Radcliffer-Brown, A.R., On the Concept of Function in Social Science [in:] Structure and Function in Primitive Society. The Free Press of Glencoe, pp Merton, R., On Social Structure and Science. Chicago, London. Bertalanffy Von, L., General Systems Theory: Foundations, Development. New York: George Braziller. Boulding, K.E., General Systems Theory, the Skeleton of the Science. Management Science, No. 8. Zieleniewski, J., Organizacja i Zarządzanie. Warszawa: PWN. Martan, L., Rozważania o nauce o kierowaniu organizacjami. Organizacja i kierowanie, No. 2(108). Lichtarski, J. (ed.), Podstawy nauki o przedsiębiorstwie. Wrocław: Wyd. Akademii Ekonomicznej, p. 10. Gruszecki, T., Współczesne teorie przedsiębiorstwa. Warszawa: PWN, pp Wheatley, M.J., Leadership and the New Science. Discovering Order in a Chaotic World. San Francisco: Berret-Koehler Publishers, pp
10 118 Weick, K., The Social Psychology of Organising. Reading, MA: Addison-Wesley. Smircich, L., Organisations as Shared Meaning [in:] Organisational Symbolism. Greenwich: JAI Press, pp Pfeffer, J., Salancik, G.R., The External Control of Organisations: a Resources Dependence Perspective. New York: Harper and Row. Hatch, M.J., Teoria organizacji. Warszawa: PWN. Berger, P.L., Luckmann, T., The Social Construction of Reality: A Treatsie in the Sociology of Knowledge. Doubleday, Garden City: Anchor Books. Suk-Young Chwe, M., Rational Ritual. Culture, Coordination and Common Knowledge. Princeton University Press and Oxford, pp Deschamps, J-C., Les theories de l attribution [in:] Des attitudes aux attribution. Sur la consctruction de la realite sociale. Grenoble: Presses universitaires de Grenoble, pp Koontz, H., The Management Theory Jungle. Journal of the Academy of management, Vol. 4, No. 3. Bielski, M., Organizacje; istota, struktury, procesy. Łódź: Wyd. Uniwersytetu Łódzkiego. Leavitt, H.J., Applied Organisational Change in Industry [in:] Handbook of Organisation. Chicago. Armstrong, M., A Handbook of Management Techniques. East Brunswick: Kogan Page. Burrel, G., Morgan, G., Sociological Paradigms and Organisational Analysis. London: Heinemann. Copley, F.B., Frederic Taylor: Father of Scientific Management. New York: Harper and Row. Chomsky, N., Profit over People. Neoliberalism and Global Order, New York: Odonian Press. Bourdieu, P., Act of Resistance. Against the Tyranny of the Market. New York: The New York Press, pp Braverman, H., Labor and Monopoly Capital, New York: Monthly Review Press. Morgan, G., Obrazy organizacji. Warszawa: PWN. Bolman, L.G., Deal, T.E., Reframing Organisations. Artistry, Choice and Leadership. San Francisco: Jossey-Bass. Hatch, M.J., Teoria organizacji. Warszawa: PWN. Hatch, M.J., Schultz, M., 1996, April. Living with Multiple Paradigms. The Case of Paradigm Interplay in Organizational Culture Studies. Academy of Management Review. Lyotard, J.F., Le Differend. Paris: Minuit. Bauman, Z., Wieloznaczność nowoczesna, nowoczesność wieloznaczna. Warszawa: PWN. Niżnik, J. (ed.), Habermas, Rorty, Kołakowski: Stan filozofii współczesnej. Warszawa: IFiS PAN.
11 Two Paradigms in Management Epistemology 119 Engholm, P., 2001, May. The Controversy Between Modernist and Postmodernist Views of Management Science: Is a Synergy Possible? Internet, Monash University. Boje, D.M., Gephart Jr., R.P., Thatchenkery, T.J., Postmodern Management and Organization Theory. Thousand Oaks: Sage Publications. Welge, M.K., Swedberg, R., Economics and Sociology: Redefining their Boundaries: Conversations with Economists and Sociologists. Princeton: Princeton University Press.
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IU Northwest, city of Gary host South African officials
The premier of Free State Province, South Africa visited the city of Gary and Indiana University Northwest on Tuesday, bringing words of goodwill and a proposal for international cooperation to a community that she said is confronting many of the same problems and issues as her own state.
"It's almost like home. The challenges you face here are the same challenges we are facing there," said Premier Frances Beatrice Marshoff, who led a delegation of Free State government officials to Gary as part of a weeklong trip through Indiana.
The picture of America that Marshoff has seen by visiting Gary and other U.S. communities contrasts sharply with her earlier notions of the United States, the premier admitted. Marshoff said that she once believed everyone here enjoyed the same opportunities and quality of life.
Now that she has learned differently, she believes there is much to be gained from so-called "twinning" programs that help unite cities from different countries in a common search for answers to urban problems.
"Actually, you are in the same boat. We can learn from each other," Marshoff said. "There is nothing to prevent us from reaching out to each other and bringing this global village closer to our hearts. It does us no good to sit in our ivory towers and philosophize. We need to do something."
Marshoff, whose position in Free State is akin to state governor here, cited poverty, education, youth violence, and economic redevelopment as major issues for her government, which is headquartered in the capital city of Bloemfontein. Formerly known as Orange Free State, Free State Province has a population of around three million people.
Free State is looking to tourism as a tool for economic redevelopment, and Marshoff said her state also encompasses a majority of the country's gold mines. But investment is needed to rehabilitate the mining industry, she said. Free State officials are trying to develop programs that will encourage young people to earn an education, the premier noted, but violence and teen pregnancy pose major obstacles for the state's youth.
Those students who do complete a college education don't always stick around to use what they've learned in their home state, Marshoff said, noting that "brain drain" is particularly a problem in the healthcare industry. The premier said that many of South Africa's highly qualified healthcare workers come to the United States.
"Please do not pull from our healthcare workers," Marshoff said. "We invest a lot into training our healthcare workers."
Denise Dillard, vice president of human resources for Methodist Hospitals, told Marshoff that hospitals and universities here experience similar problems in trying to recruit highly specialized nurses and other medical personnel, and in trying to persuade those people to teach others.
"In our country we are hitting a plateau where the Baby Boomers are getting ready to leave their jobs," Dillard said. "In fields like surgical nursing, we need people to fill that need."
Gary Mayor Rudolph Clay joined other city and IU Northwest officials in welcoming Marshoff's delegation to the Steel City. Delayed by other obligations, Clay had sent Deputy Mayor Geraldine Tousant to the luncheon at the Library Conference Center to present Marshoff with a key to the city and a plaque commemorating Nov. 14, 2006 as "Free State Province of South Africa Day" in Gary.
Just about the time Tousant finished her presentation, the mayor arrived and repeated it for posterity.
"I told my secretary, 'They're in good hands (with the deputy mayor). But on my way to the county I'm going to stop by there, anyway.' I think it's important that the mayor of the city give you the respect that you deserve," Clay told Marshoff and the delegation. "You have a friend in the mayor's office in Gary, Ind."
Stephen McShane, curator of the Calumet Regional Archives at IU Northwest, and Prof. Earl Jones of the minority studies department, briefly discussed the history of Gary and its steel mills. McShane told the South African delegation that land for U.S. Steel had been leveled and prepared for building entirely by "horsepower, mule power and manpower."
"Whether or not you like U.S. Steel or like the idea of steel mills on the lake, you can't help but admire the engineering and construction that went into this huge project," McShane said.
Jones relayed Gary's cultural history to the University's visitors, explaining that what once existed as a truly multicultural city eventually became divided, with the manager class locating on the West Side, the worker class settling into the East Side, and many immigrants and African-Americans living in under-developed areas of the city.
"It was an area that was divided by race and class," Jones explained, noting that many other cities followed this same pattern of division. "And that was the stamp that was put on Gary … the stamp of race and the stamp of class."
South Africa, of course, only emerged from the shadow of apartheid in 1994, and Marshoff acknowledged that the lingering impact of that racial segregation would affect her state for years to come. But the premier said that Free State could not use apartheid to excuse or justify its present problems.
"We always say, after 10 or 12 years, we can no longer blame apartheid for who we are or where we are," Marshoff said. "But the effects of apartheid will be with us forever."
Marshoff and her group presented Gary and IU Northwest officials with gifts, and she encouraged Clay and others at the luncheon to reciprocate the visit and travel to Free State. Joining Marshoff at the luncheon was a host of officials from her government, including Casca Mokitlane, the agriculture minister, and Gertrude Mothupi, the executive mayor of the Mangaung municipality, which includes Bloemfontein.
The Free State delegation hopes to establish cultural, educational and economic-development ties with Indiana. Other stops during the visit will include Purdue University in Lafayette, Indiana University/Purdue University Indianapolis, and the office of Ind. Governor Mitch Daniels, among others.
The trip was organized by Philip Rutledge, a professor emeritus at IU Northwest who is also a senior fellow at the National Academy of Public Administration. That organization works to help forge international ties between governmental units of different countries to promote cooperative learning and advancement.
"This group is here to develop a longer working relationship with the state of Indiana, with IU and Purdue, and also with two cities in the state," Rutledge said of Marshoff's delegation. "The cities that are under consideration are Indianapolis and Gary."
Rutledge said Gary's inclusion in the program was based on cultural similarities and on the level of common interests between the city and the South African province.
"It's an African country, and this is largely a black city. It has a black mayor and a council that is interested in these types of things," Rutledge explained.


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Ducking Dred Scott: A Response to Alexander and Schauer
Sherwin, Emily, Constitutional Commentary
In their article entitled "On Extrajudicial Constitutional Interpretation,"(1) Larry Alexander and Frederick Schauer promise to provide an "unqualified" defense of the rule of judicial supremacy announced in Cooper v. Aaron.(2) According to that rule, government officials must obey the Constitution as it has been interpreted by the Supreme Court, even when they disagree with the Court's interpretation.(3) They are not free to follow their own judgment of what the Constitution requires. The Court has lately reaffirmed the rule of obedience, holding in City of Boerne v. Flores(4) that Congress may not work substantive changes in constitutional interpretation through Section 5 of the Fourteenth Amendment. I do not propose to quarrel with the Court, or with Alexander's and Schauer's endorsement of Cooper v. Aaron. My point is that Alexander and Schauer have not gone far enough to accomplish what they would like to accomplish. In fact, their argument is qualified in a very important way.
Alexander and Schauer base their defense of the rule of obedience to Supreme Court decisions on the "settlement function" of law. The primary object of law, in their view, is "to settle authoritatively what is to be done" in contested situations, which in turn will promote social stability and enable individuals to coordinate their actions in mutually beneficial ways.(5) The potential benefits of settled law provide a "content-independent" reason why individuals should obey the law even when they disagree with its commands.(6) The authority of Supreme Court decisions interpreting the Constitution stands on the same ground: "[t]he reasons for having laws and a constitution that is treated as law are.., also reasons for establishing one interpreter's interpretation as authoritative."(7)
I find this argument at least potentially persuasive. Settlement, stability, and coordination are important goods that can only be had through a general practice of obedience to rules. They are not the only goods a society might pursue, and few would maintain that they are entitled to lexical priority. Moreover, obedience to decisions of the Supreme Court is certain to result in errors: sometimes the President or Congress will be right and the Court will be wrong. Yet if we expect that the benefits of obedience to Supreme Court decisions are greater than the harm obedience will cause through error, a rule of obedience is justified. I am willing to assume, with Alexander and Schauer, that this is the case, even though the Court will make mistakes and may never correct them.
The weak spot in Alexander's and Schauer's argument emerges when they come to Dred Scott.(8) Having set out their case for a rule of obedience to Supreme Court decisions, they now anticipate an objection: surely Lincoln was right to threaten disobedience to parts of the Court's holding in Dred Scott. To avoid this difficulty, they explain that the obligation they have been defending is in fact only one "overrideable" reason that ought to play a part in official judgment. All things considered--including the obligation to obey--Lincoln was right to disobey the Court. Alexander and Schauer insist that this concession does not undermine their argument:
It just means that [the wrong of disobedience] was outweighed
by the greater wrong that would have occurred had
the war been lost. Once we see that overrideable obligations
are still obligations, we need not say that Lincoln should have
followed Dred Scott.(9)
Thus, the rule of obedience that Alexander and Schauer propose is not a serious rule--a rule to be followed in every case to which it applies. It is simply a consideration, of some undetermined weight, in favor of official obedience in most cases. For reasons I will explain, this apparently subtle distinction between a serious rule of obedience and a reason to obey introduces a crucial qualification to Alexander's and Schauer's defense of Cooper v. …


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Hiking – Not a Black "Thing"? Think Again!
If the monotony of going to the gym bores you like it bores me, you have to think outside the box. The gym is my least favorite place and for a long time I thought that was the only place to go to get fit. Until recently, I learned that exercise is not some monolithic activity.
The entire world is your gym…literally. There is a movement taking place where organizations are aiming to connect the health and wellness of African-Americans with the great outdoors. Outdoor Afro is one that boasts "we are a social community that reconnects African-Americans with natural spaces and one another through recreational activities such as camping, hiking, biking, birding, fishing, gardening, skiing – and more!"
Another great organization called Hike 4 Life (H4L), introduced me to hiking at the tender age of 34 and I fell in love with it! It was a total body workout. Jerel Ferguson of Boston, MA, H4L's founder, has one thing to say: hiking IS a black thing!
Read more on what he has to say to MommyNoire readers:
How did you come up with the idea to start a hiking organization?
I was introduced to hiking about 10 years ago. I'd taken my son when he was younger out of the city and into the woods on day trips; I wouldn't necessarily call it official hiking – but we climbed the hills and did the best we could. I introduced a friend of mine to hiking and she loved it. We sat brainstorming one day and said, "we should do something like this for the black community" and Hike4Life was born.
Before my first hike with your team, I never thought of the health component. Was that always a focus for you and H4L?
Yes! Our focus was to improve the health and wellness of people of color and to focus on the fact that Hiking wasn't entitled to only white Americans – but to all of us.
What are the benefits of hiking?
The benefit for me is peace, quiet and a good workout. Other hikers have expressed different benefits: the clean air to clearing their minds, to spiritual connections to weight loss and more. Stress relief, reduced hypertension and a re-balance of a natural state of being are also benefits. Hiking is a great way to exercise and strengthen your physical and mental core.
Was it hard to convince people of color to embark on an activity that we have traditionally been unaware of or left out of?
It's very hard. We had to work to break down the stigma that Black people don't hike when there are many people of color that enjoy hiking on a regular basis and have been doing so for years. Most of us grew up in the cities with no direct access to nature, the woods or wildlife – so we became a "nature-deficient" people. The hardest parts are convincing some that hiking is just as much ours – as it is anyone else's. Once they're introduced to hiking, some of them can't get enough. A lot of people of color never knew that hiking could be so much fun and that areas to hike aren't as far as many thought. Sometimes a local park or a reservation can take you away from the city for hours at a time.
Is there a hiking "lifestyle" such as certifications, memberships etc?
Yes. There is a Hiker lifestyle, which usually encompasses individuals that practically live in the wilderness, those that disappear on week-long hiking trips or "back-packers" as they are known. There is a lot that goes into being a successful hiker. I personally accelerated my outdoor training through classes taken at the Appalachian Mountain Club and became a certified hiking instructor for youths and adults. I also have training in first aid, Wilderness first aid, CPR AED and Auto-inject EpiPen Administration. Having these qualifications really make our adventures' much safer and it gives me the confidence to be a group leader. Memberships are great but, it has to be in your heart if you really want to do it and be a good participant in arranged events.
Where are you located?
We are based in Dorchester, MA, an inner-city region of Boston.
What was your biggest hike?
Our biggest hikes are our annual trip to Franconia, New Hampshire to climb Mt. Cannon, which is 4,400 feet of pure Earth. This year, we had our biggest group (15) that made the journey with us. The hike back down, which is 10 times harder, made for a wonderful experience!
What are your future plans?
One of our future plans is to take a group of enthusiastic and engaged men and women to the Grand Canyon or to Costa Rica for some of the world's best hiking. We are working on getting a grant writer in place to help us with funding. We continue to build on relationships with other like-minded community organizations that will help us enact on our agenda to improve the health and wellness of not only inner-city communities but, the entire country. We also would love to host a Let's Move event and have our First Lady, Michelle Obama, pay us a visit. (www.letsmove.gov)
It sounds like I hear some national expansion in the near future?
Yes! We are slowly but steadily building our national network of friends and interested groups that believe in what we do and in our mission. So far we've reached New Jersey, Georgia and have good friends in Oakland, CA. Wherever there is a national park, a natural green-space or an unexplored park that is under-utilized by the African American community, we will be there. We're going to target schools and community centers, sports leagues and conservationist groups, recruiting men and women who believe in what we do, how we do it and why we do it. As we grow, we may even spread out globally.
How can people get involved?
It's simple, Get Up. Get Out. Go Hiking! Connect with us via facebook or become a free member on our website to receive updates about current and future events. If anyone would like to venture out on your own, please check with local state park officials to check trail conditions. Also, never go alone and bring lots of water.
How can our readers keep up-to-date with Hike4Life?
We believe in utilizing Social Media to help keep us connected to the community and abroad and to keep a digital account of our group and our events. It's the fastest and easiest way to get our message out there. We can be found on facebook at: http://www.facebook.com/hikeforlife or twitter at: @hike4urlife and our newly revised website http://www.hike4life.org.
Words By: Angela Childs


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Alien Head 2 WIP by Forevernyt ()
ZBrush Work In Progress posted on Jan 17, 2012
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Members remain the original copyright holder in all their materials here at Renderosity. Use of any of their material inconsistent with the terms and conditions set forth is prohibited and is considered an infringement of the copyrights of the respective holders unless specially stated otherwise.
All of my Zbrush stuff will be labeled as WIP until I know what I'm doing.
Some more practice modeling.


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It's Banned Books Week
Since 1982 librarians, book lovers and freedom of speech proponents have been celebrating Banned Books Week to draw attention to the issue of censorship. Over a thousand books have been challenged in the past few decades including many books written for children. What were the ten most challenged books of 2007? Find out below the jump...
- And Tango Makes Three by Justin Richardson and Peter Parnell
- The Chocolate War by Robert Cormier
- Olive's Ocean by Kevin Henkes
- The Golden Compass by Philip Pullman
- The Adventures of Huckleberry Finn by Mark Twain
- The Color Purple by Alice Walker
- TTYL by Lauren Myracle
- I Know Why the Caged Bird Sings by Maya Angelou
- It's Perfectly Normal by Robie Harris
- The Perks of Being a Wallflower by Stephen Chbosky
Find out more at the American Library Association or the Banned Books Week website.


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"Getting Your Site Found On Google"
Imagine being on the first search engine results page for everything you do – without having to wait months for SEO!
Every day, hundreds of people are looking for something you provide. They use search engines to look for products and services, for advise and to solve problems.
Attract them to your site by putting an enticing advert directly in front of them which motivates them to click and visit your website.
Exactly how to do this with minimum cost and precise results takes time and experience, and with hundreds of campaigns and millions of dollars of sales generated for our clients, this is our core specialty.
You can take advantage of our knowledge and tap into this proven process for creating campaigns that sell and that gives you far more than just new sales leads.
This report details the essential information you need to understand how "Pay Per Click" Search Engine Advertising works.
Get your copy of our report, "Getting Your Site Found On Google" by clicking the link below:
For more information about how we can help you gain and retain more customers, call 1300 884 757 (+614 12121233 from outside Australia) or complete the form.


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31 Aug
Efforts to get a sufficient number of students to take the first ever C4DLab-run database administration courses appear to be bearing fruit.
With classes set to begin officially on October 3 this year, the latest registration figures stand at 59 potential candidates.
"This training will enable you to attain the following skills: understand SQL features which will help you query and manipulate data within the database, use the dictionary views to retrieve metadata and create reports about their schema objects; manage Oracle database storage structures; monitor the database; manage database performance as well as install Oracle Database 12c software ," reads part of the course registration page (c4dlab.ac.ke/oracle-database-administration-training/).
To be offered in both part time and full time sessions, candidates for Oracle Certified Associate as well as Oracle Certified Professional courses are looking to spend a minimum of 20 hours and Sh17,000 per package.
"The mode of study for part time: 3 hours in the evening for 5 days a week translating to 2.5 Months per Module. For full time, it is 6 hours a day from 9.00am-4.00pm for 3 days a week (Monday, Wednesday and Friday), translating to 2.5 months per Module," continues the page on the website(c4dlab.ac.ke/oracle-database-administration-training/).
Incidentally, with the deadline fast approaching, interested persons can register from the same page (c4dlab.ac.ke/oracle-database-administration-training/)


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Islamabad Chat Rooms
Islamabad Chat rooms free online in nature where you don't need to sign up that's why you can join. This Islamabad chatroom create suspense and gave a chance to you make new friends in your own place or city. Our free online chatting rooms can help you to make friendship with girl or boy any type of nature you like. These days Pakistani girls and boys like to join their regional chatroom thats why we have created our Islamabad Chatroom. We should try to take full advantage of our chatroom and you must be here to find new good friends. Regardless you need to utilize your practical judgement skills and your resources to calibrate your methodology as you come in. There unquestionably is yet the fact of the matter is that one can just give general rules about this chatroom. This is such an enchantment recipe he should be greatly.
Islamabad chat rooms has fundamentally opened up and enclosure with rules. This chatroom is one of these chatrooms where one gets the opportunity to meet new individuals and no special requirements here. The general purpose is to have some good times and make new companions with each other in this chatroom. This is an exceptionally fascinating idea has the vast majority of the young of this era snared on to it. This is genuine new and creative method for making companions with no quid and its to much fun aswell. Every lady is distinctive and what pulls in one lady may even irritate another here to in this Islamabad Chatroom. Most importantly on the off chance that you are searching for a standard arrangements of principles and including these rules. This online islamabad chatting room is a place for girls and boys where then can meet unlimited users from Pakistan.


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Give us a call to get our secret deals 1-800-293-2602
Property Location
With a stay at Quality Inn Aguascalientes, you'll be centrally located in Aguascalientes, just a 3-minute walk from Catedral Basilica de Nuestra Senora de la Asuncion and 8 minutes by foot from National Museum of Death. This hotel is 0.1 mi (0.1 km) from Aguascalientes Government Palace and 0.1 mi (0.1 km) from Plaza en Aguascalientes.
Make yourself at home in one of the 106 air-conditioned rooms featuring flat-screen televisions. Complimentary wireless Internet access keeps you connected, and cable programming is available for your entertainment. Private bathrooms with bathtubs or showers feature complimentary toiletries and hair dryers. Conveniences include phones, as well as desks and coffee/tea makers.
Enjoy recreation amenities such as a fitness center or take in the view from a terrace.
Enjoy a meal at the restaurant, or stay in and take advantage of the hotel's room service (during limited hours). Wrap up your day with a drink at the bar/lounge. A complimentary continental breakfast is served daily from 7 AM to 10 AM.
Business, Other Amenities
Featured amenities include a business center, complimentary newspapers in the lobby, and dry cleaning/laundry services. Free self parking is available onsite.