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major macro economic indicators
|Main economic indicators
|GDP growth (%)
|Inflation (yearly average, %)
|Budget balance (% GDP)
|Current account balance (% GDP)
|- 4.2
|- 3.5
|Public debt (% GDP)
(f): forecast
- Natural agricultural, energy and mineral resources
- Improvement in the business environment
- Education level higher than the regional average
- Return of the country onto business market
- Weakened current account
- Dependency on agricultural commodity prices
- Sticky inflation
- Bottlenecks in infrastructure
Economy has resurged from economic recession
After contracting in 2016, the Argentinian economy rebounded in 2017. Both household consumption and gross fixed investments increased strongly. On the supply side, growth has affected all sectors. The construction sector has been the largest contributor, up 9.7% year-over-year (GA), essentially supported by increasing public investment. Agriculture, transport, and communication and financial intermediation have also recorded strong results, reaching respective peaks of 4.9%, 4% and 4.4% during the same period.
The success of the ruling coalition (centre-right Cambiemos) in the midterm elections of October 2017 is expected to further boost business confidence in 2018, improving prospects for private investments, with GDP growth expected to pick up over the next year. It is worth noting, however, that inflation remains a concern: while it slowed, the target range of 12-17% established for 2017 by monetary authorities has not been reached. In response, the central bank has implemented a tightening monetary cycle to try to accelerate the disinflation process. The unemployment rate eased from a peak of 9.3% in the first quarter of 2016 to 8.7% in the second quarter of 2017. The recovery of the job market should gain further strength this year, supported by the further consolidation of activity growth.
Twin deficits still a point of concern
The government attained the primary fiscal target of 4.2% of GDP in 2017. However, this fiscal outcome was highly supported by resources obtained from tax amnesty – a one-time source of funds. This scenario is unlikely to repeat itself in 2018, especially given that the following target requires a tighter fiscal discipline (3.2% of GDP). Following its strong victory in the midterm elections, the government is now set to reduce the fiscal support that has contributed to the rebound in activity. Policymakers will now focus on fiscal reforms to narrow the budget deficit (containing social and pension spending growth). The government has defended the establishment of a cap to the real growth of provincial and federal primary expenditures to zero.
During the same period, the current account deficit has widened, driven by the increase in domestic demand. While imports grew by 12% year-on-year during the first ten months of 2017, exports rose by 0.7% in the same period. The larger trade and current deficits have been so far predominantly financed by debt issuance abroad, as foreign direct investment remains weak (roughly 1% of GDP). Hence, the rising external vulnerability together with the still high inflation may cause a further weakening of the Argentinean Peso. A sharp rise of the US dollar would certainly take a toll on climbing foreign currency debt.
A strong showing for Cambienos in midterm elections, though a majority in Congress was not reached
Argentina held midterm elections in October 2017, with the dispute that renewed one third of the Senate and half of the Lower House being seen as a preview of the 2019 presidential race. President Mauricio Macri of the centre-right Cambiemos coalition assured an impressive showing at the elections (including the five most populous cities). The ruling coalition raised its nationwide vote share from the 2015 presidential elections and obtained over 40% of the national vote in both legislative houses. In the Senate, it gained an additional nine seats, taking its total to 24 (out of 72), and in the Lower House it gained an additional 21 seats, taking its total to 107 (out of 257).
Although an absolute majority was not achieved, the outcome left the fragmented opposition in disarray and without any strong leader (former President Cristina Kirchner came in second only in the race for a Senate seat in Buenos Aires). The result has strengthened President Macri's governability, which is critical to moving forward with his reform agenda, which consists of three pillars: reducing fiscal deficit, inflation and tax burden; reinvigorating job market and assuring a sustainable social security system; and institutional reforms (such as the electoral and judicial institutions). Despite the need to reach consensus with the opposition to pass the reforms, the government should benefit from a proposed schedule of gradual implementation, its increased political capital and a fragmented opposition. Indeed, the government has so far moved quickly, and sent its tax and labour reforms to Congress a few weeks after the legislative elections.
Last update: January 2018
The most common payment instruments in local commercial transactions are:
- Cash (for low-value retail transactions)
- Bank transfers
- Cheques (ordinary cheques, deferred payment cheques or other types).
- In case of default, these cheques represent an executable legal document which facilitates a fast track legal proceeding.
For international commercial transactions, the most common payment instrument is Bank transfer via SWIFT. Since December 2015, restrictions on foreign exchange controls and fund transfers from Argentina have gradually been removed. At the time of writing, importers no longer require the approval of the Argentine Federal Tax Authority (AFIP) to make payments broad.
Debt collection
Amicable phase and out-of-court settlement:
Both of these options are always preferable to legal action. Negotiations are focused on the payment of the principal, plus any contractual default interest that may be added and accepted by the buyer. Argentinian regulations provide alternative dispute resolution methods, such as mediation, which is mandatory prior to the commencement of any judicial process aiming to reach an out-of-court agreement. The instrument to execute the agreement in this stage is a notarized acknowledgement of debt or a payment plan agreement. Such documents have to be signed by both the creditor and debtor, and must be notarized. At this stage, costs and fees incurred are borne by each respective party.
Legal proceedings:
Argentina is a federal republic (23 provinces and the Autonomous City of Buenos Aires (Federal District)), with two parallel judicial systems: federal courts (organised by the federal government) and provincial courts (organised by each province or federal district). The highest court in the country is the National Supreme Court of Justice. These courts have jurisdiction if:
I. The defendant resides in Argentina
II. The place of performance of any of the obligations is located in Argentina, or
III. Argentinian courts have been chosen as the applicable forum (subject to certain restrictions).
Regarding debtors abroad, Argentinian courts only have jurisdiction when debtors have assets in Argentina (in which case the insolvency proceedings will only involve such assets) or when their principal place of business is in Argentina.
The National Civil and Commercial Code of Procedure classifies proceedings into two types depending on their purpose: ordinary proceedings (juicio ordinario) and executory or fast-track (juicio ejecutivo). Other types of proceedings apply only to particular cases. Each province has its own code of procedure.
Ordinary proceedings usually last between one and four years. If applicable, an appeal may be filled for the Court of Appeals to hear the case.
Executory processes are simplified and prompt proceedings that mainly consist of claimants' request for the execution of debtors' assets to obtain payment of a debt. They apply when creditor has documents known as executor titles (titulos ejecutivos), such as public instruments, private instruments signed by the concerned party (debtor or guarantor)and legally acknowledged, bills of exchange, checks or credit invoices. Contrary to ordinary proceedings, it is not necessary to provide proof of the debt. The judgment is delivered between approximately six months and two years.
Costs: court tax (3% of the amount in dispute to be paid by claimants upon commencing the proceeding), lawyers' fees. The prevailing party is entitled to recover its costs, including attorneys' fees (subject to court approval).
Documents: All documents (original or notarised copies) submitted to the court must be (i) apostilled (for members of the 1961 Hague convention), and (ii) authenticated by the Argentine consulate with jurisdiction over the issuing country. All non-Spanish documents must be translated by a certified translator registered in Argentina.
Enforcement of a legal decision
For local judgments, final decisions are initially acquiesced to be enforceable. However, if a decision has been appealed, it can be partially enforceable in relation to the part of the judgment that is final. In principle, any of the debtor's assets can be seized (including but not limited to property, trademarks, and accounts receivable from third parties and shares).
Insolvency proceedings
There are three insolvency proceedings:
(i) Out-of court reorganization procedure (acuerdo preventivo): a proceeding in which the debtor and a majority of unsecured creditors enter into a restructuring agreement. This agreement must be submitted by the debtor to an Argentinian court for it to become enforceable. In practice, out-of-court agreements provide a series of conditions that must be complied with, including a minimum threshold of consenting creditors.
(ii) Reorganization proceeding (concurso preventivo):
A reorganization proceeding can be initiated voluntarily by an individual or entity, who must submit proof of their inability to pay their debts. Debtors must file a petition to the court requesting relief under bankruptcy law. The court will appoint a trustee. All creditors must file evidence of their proof of claim with the trustee (verification de creditor). Debtors must submit a proposal for reorganization and must obtain creditors' approval during an "exclusive period" of 90 days, with the possibility of an extension of 30 days based on the number of creditors. If the proposal is approved by the majority, the judge reviews the terms of the plan prior to approving it. Upon homologation by the court, the reorganization plan becomes effective to all unsecured creditors (even those who have not agreed to it). A special payment offer can only be proposed and approved for secured creditors. If the proposal is not approved by the required majority (51%), debtor bankruptcy may follow. The process generally takes between one and two years, depending on the volume and nature of debt being renegotiated and the size of the debtor.
(iii) Bankruptcy proceeding (quiebra):
This is initiated when a reorganization proceeding fails, either voluntarily (by the debtor) or involuntarily (by the debtor's creditors' request). The petitioner must show that the company is insolvent or that it has entered into a "suspension of payments" status. In case of an involuntary bankruptcy, after the petition has been filed with the relevant court and all necessary evidence is presented, the court will summon the debtor to provide an explanation of the reasons why payments of the obligations in favour of the petitioning creditor have not been made and to prove that the debtor is solvent. If the debtor is unable to do so, the court will declare the debtor bankrupt. Unlike reorganization, bankrupt debtors lose control of the administration of their assets. A trustee is appointed in order to preserve and administer the debtor's property. As a result, all payments to creditors and debtor must be made through court. All claims and proceedings against the debtor are automatically stayed as from the date of the order that determines debtor's bankruptcy. All creditors must submit their proof of claims for payment. Once the assets available and the amounts owned to each creditor are determined, the trustee liquidates the assets and proceeds with the distribution of repayment to creditors.


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Author: Graham Oakes
Graham Oakes helps people untangle complex technology, processes, relationships and governance. He helps them define business and technology strategy, and hence to set up and execute projects which will deliver that strategy.
The two types of project failure
There are two types of project failure. You need to manage them differently.
Projects fail. Lots of them. We don't really know how many, as the statistics vary widely. And most of the statistics are pretty dubious.
They're gathered using questionable sampling methods. They define failure ambiguously.
And their authors generally have a vested interest in talking up failure rates. They sell solutions to avoid project failure. If there weren't many failures, they wouldn't have a job. (I call it the project failure industry. hey need to create the perception of failure).
Nonetheless, I think it's fair to say that lots of projects do fail.
When should I review a project?
The best time to review a project is probably months ago, when all seemed well.
It doesn't look good. The project has missed a major milestone. The team is working seven-day weeks. The project manager is off with stress-related illness. Quality has gone out the window.
And as for our customer, not at all happy.
We need to find out what's really going on. It's time to schedule a project review.
What is 'best practice'?
Are you doing what's best, or simply seeking the protection of the herd?
It's an enticing idea: 'Best practice'. It suggests a clearly defined path to success; a recipe for perfectly honed websites, trouble-free projects, delighted users; a silver bullet.
But what is 'best practice'?
I don't mean best practice for UX design, or best practice for SEO, or best practice for project execution. But the concept of 'best practice' itself.
Where do best practices come from? How do we recognise them? How do we adopt them?
Building innovation into project management
If your organisation is going to do any sort of substantive innovation, it needs to take on risk. That needs a different style of project management.
Why do you do projects?
For most organisations, the answer is usually something to do with change. "We need to add new features to our product. We need to improve the user experience in our online shop. We need to upgrade the technology running our site".
That's kind of odd, when you think about it.
How complex can it be?
Managing complexity is tough. Especially if you can't agree on where the complexity lies.
Sometimes decisions are easy.
You have the data you need. You know what you want to achieve. You know how things work – if we do this, then that will happen. So you connect the dots, make the decision, and all is well.
Make the same decision often enough, and you'll define a standard, even a 'best practice'.
Procurement: five ways to maximise communication
When you're buying, focus on opening up lines of communication, not on attemping to appear objective.
We've all been there, sat around a table talking to a series of vendors about how they'll deliver our new site, or campaign, or brand.
By the end of the day, we'll be confused, up to our eyeballs in jargon, unable to remember quite who said what.
How does your organisation make decisions?
People talk a lot about agile processes, but it's the agile decisions that really count.
How does your organisation make decisions?
This is a dangerous question. I've asked it a lot recently, and got some unprintable replies.
Recognising risk in project management
Most of us want to work on projects that make a difference. So we have to deal with risk.
Project managers talk a lot about risk. They prepare risk registers. They analyse impacts and probabilities. They define strategies to mitigate risks.
Then they do nothing.
Why centralisation is a power game
Centralisation is a power game. Treat it as a strategy for learning, and it might be more useful.
How does your web team work?
We've all experimented with various forms. When content management systems were new, devolved teams were all the rage. Give this wonderful tool to everyone in the company, and they'll each edit their own little bit of the site.
What a wonderful site that was…
What does success look like?
We play mind games with success. That's OK if you're trying to avoid blame, but not if you're trying to avoid failure.
My American friends are still talking about HealthCare.gov. Why did no-one see failure coming? Why, when so many people on the project could see issues, did no-one act to improve things? Another high profile project failure enters the lexicon.
Great questions. Why don't we discuss the issues that are so manifest on our projects?
When does a project start?
Our projects would end better if we accepted the fundamental fuzziness in their beginnings.
Projects often end badly. They go out with a skyful of fireworks, finger-pointing and blame. Why doesn't the site perform adequately? Where's all the functionality we expected? Where has all the time, and budget, gone?
Some people say this is because we start projects so poorly.
How to use reviews to manage product development risk
Product and service development is all about risk. We take on a range of market, design and technical risks in order to gain rewards – new products, better conversion rates, increased market share, improved margins, etc.
Sometimes, however, the risks win. Projects fail for a whole host of reasons: our aspirations run ahead of the technology; we fail to find a commercially feasible solution to design challenges; our competition beats us to the punch. The list is almost endless.
And too many items on that list are entirely manageable. Poor internal communication. Ill-defined scope. Failure to engage key stakeholders. Unrealistic estimates. The project management literature has been calling out such risks for decades.
We know how to solve these problems. We just don't do it.
That's the real failure on many of our projects: we fail to see and manage the basic stuff.

subset: commoncrawl


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Everything You Need to Know About the Mean Girls Musical (So Far)
"It's actually becoming a thing!"
Back in October, Tina Fey told Vulture that she was exploring the idea of turning her classic teen comedy Mean Girls into a Broadway musical, and when we caught up with Fey's husband, Jeff Richmond, last night at the premiere of Fey's new film Admission, he had some heartening news to report. "It's actually becoming a thing!" said Richmond, who scored 30 Rock and will be writing the new Mean Girls tunes. "We're taking meetings with people; I've profiled Broadway folks, who are talking to us about it. It's a long process — a year, two years, however long it might take. We watch Smash, so we know how it works!"
How much of it is written so far? Well … "Nothing, really," Richmond admitted. "It's all just laid out structure-wise right now. That's how early we are. Because you have to take a three-act structure and turn it into a two-act structure and start thinking about it like that, and we're working! We're working on it, okay?"
Still, Richmond has a pretty good sense of the music so far: "I think there will be a fair amount of songs to move the action forward, but because Tina's dialogue in the movie is so funny, there will be a lot of room in there for that, for sure. We're going to keep those jokes in there. 'Fetch' will be a song, for sure, absolutely. And it will probably reprise itself at some point, just so you know. Gretchen Wieners will have a song. That's all I can say. But it is fun to think about who is going to get a song — like, Damian will have a couple of songs." Give this man all the Tonys.


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What Information Does St. Vincent's collect from me?
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Get the Star Ocean First Departure [PSP] off WP (27mb)
Following the exploits of humankind's journey across the stars, the Star Ocean saga comes to life in the completely remastered Star Ocean: First Departure and Star Ocean: Second Evolution, exclusively for the PSP. Both feature a revised game engine, an improved battle system and fully voiced, all-new animated scenes displayed in 16:9 widescreen. And with a newly added layer of character interaction, players can enjoy their journey into the rich Star Ocean universe like never before.
Space Date 346: The crew of a Terran Federation ship arrives on the planet Roak. With the help of a stalwart band of local heroes, the crew must work together to unravel a mystery and halt a galactic war. Star Ocean: First Departure marks the first time that the initial instalment in the popular Star Ocean franchise is available in North America.
Key Features :
- Completely rebuilt for the PSP system, with real-time battles that keep players immersed in the action
- Star Ocean: First Departure, the entry that started it all, now available to North American audiences for the first time
- Brand-new, fully voiced animated cut-scenes provided by anime powerhouse Production I.G
- The private action system adds depth to the story, introducing riveting subplots between characters
Ship Date: October 21, 2008
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Analysis: Obama patterning end of Afghanistan war on the gradual fadeout in Iraq
WASHINGTON (AP) ' Afghanistan is not Iraq, U.S. officials have been fond of saying from the first days of Barack Obama's presidency.
The difference, they said, was that one war Obama inherited, in Afghanistan, was worth fighting while the other, in Iraq, was best ended as quickly as possible.
Now, Afghanistan has turned into Iraq: an inconclusive slog in which the United States cannot always tell enemy from friend. And like Iraq, Obama has concluded that Afghanistan is best put to rest.
Just as he patterned his troop "surge" in Afghanistan on a successful military strategy in Iraq, now Obama is patterning his withdrawal from Afghanistan on the Iraq template as well.
Obama and British Prime Minster David Cameron said Wednesday that NATO forces would hand over the lead combat role to Afghanistan forces next year as the U.S. and its allies aim to get out by the end of 2014.
It's a gradual step away from the front lines, while pushing indigenous forces to take greater and greater responsibility. It's also a gradual lowering of expectations for a country whose internal divisions and customs bewildered the Americans sent to help and where the U.S. national security goals were often poorly understood.
"Why is it that poll numbers indicate people are interested in ending the war in Afghanistan?" a contemplative Obama asked during a Rose Garden news conference Wednesday. "It's because we've been there for 10 years, and people get weary."
Obama and Cameron stressed that they will not walk out on Afghanistan, whose uneven military is not up to the task of defending the entire country. But Obama in particular seemed keen to show he does not have a tin ear.
Afghanistan is Obama's war ' the one he willingly expanded and redefined as a frontal assault on al-Qaida ' but like Iraq for former President George W. Bush, the Afghanistan war is becoming political baggage.
Americans have little enthusiasm for the Afghanistan mission in this election year, and a string of violent or distasteful incidents involving U.S. forces have refocused national attention on whether the war is achieving its goals.
The resentment and contempt each side feels for the other appears to have reached some breaking point in Afghanistan, with a rising number of killings of American troops by Afghan recruits this year. The relationship was far from perfect in Iraq, but fratricide was rare by comparison.
Six in 10 Americans see the war as not worth its costs, according to a Washington Post-ABC News poll released Sunday but conducted before news emerged of a massacre of Afghan civilians, apparently by a U.S. soldier.
Just 35 percent said the war has been worthwhile. More Americans have opposed the war than supported it for nearly two years, but the implications are stark eight months before the presidential election.
Opposition to the war is bipartisan, and for the first time the Post-ABC poll showed more Republicans "strongly" see the war as not worth fighting as say the opposite.
"When I came into office there has been drift in the Afghanistan strategy, in part because we had spent a lot of time focusing on Iraq instead," Obama said, a bit defensively.
"Over the last three years we have refocused attention on getting Afghanistan right. Would my preference had been that we started some of that earlier? Absolutely. But that's not the cards that were dealt."
He claimed his strategy has brought the war around the corner. He was careful not to predict victory, or use any of the traditional language of war.
"We're making progress, and I believe that we're going to be able to make our ' achieve our objectives in 2014," he said.
In the same poll, a majority of Americans said they think a majority of Afghans are opposed to what the NATO-led mission is trying to accomplish in their country. A majority also said the United States should withdraw troops even before the Afghan army is able to stand on its own.
Obama used Cameron's visit to endorse a shift toward a back-seat advisory role for U.S. forces in Afghanistan next year, although the war will go on for another year or more. That follows the model of Iraq in 2010, when U.S. forces symbolically pulled back and placed their Iraqi hosts in charge.
He said any sudden drawdown of U.S. forces in unlikely in Afghanistan. If he follows the Iraq model, the reduction will be steady and permanent, and taken with an absence of fanfare. The United States has roughly 90,000 troops in Afghanistan. Obama plans to drop that number to 68,000 by late September but has offered no specific withdrawal plan after that. Britain has the second-largest force in Afghanistan with about 9,500 troops.
Britain is pulling about 500 troops from Afghanistan by the end of 2012, leaving around 9,000 personnel, mainly based in the center of the southern Helmand province.
Officials in London have already cautioned against public hopes that large numbers of troops will be able to leave in the first half of 2013.
Cameron emphasized the scaling back of ambitions since 2001, acknowledging "we will not build a perfect Afghanistan" by the time international forces withdraw from the country. Where his predecessors hailed efforts to improve education, health care and governance, Cameron took office in 2010 saying he would accelerate the training of Afghan troops and police.
He said Britain and the U.S. were now "in the final phases of our military mission," but ' like Obama ' did not suggest the timetable for British troops to withdraw would be accelerated.
Like Iraq, the Afghanistan war has been given an artificial expiration date. U.S. and NATO forces will close out their current mission and leave by the end of 2014. The surge forces Obama added will be gone by the end of September.
Obama came into office with an end date in Iraq already set by his predecessor ' Dec. 31, 2011. Obama stuck to that schedule but added his own "end of combat" date ' Aug. 31, 2010. That gave U.S. forces the remaining months to hand off security control to the Iraqis. By the end, American casualties were rare and U.S. troops often had little to do.
The U.S. and its allies have not yet set a precise "end of combat" date in Afghanistan, although the mid-2013 target Obama articulated Wednesday looks to be the same thing. That calendar would give approximately the same amount of time ' roughly 15 months ' for U.S. and allied forces to complete the security handoff to Afghan forces.
Like Iraq, fighting is sure to continue in Afghanistan after the transition to an "advise and assist" role for U.S. forces and after U.S. forces quit the country altogether. The relationship between the Afghan security forces and the Afghan government is even more tenuous than it was in Iraq, making it more difficult to ensure that security will hold up after the Americans leave.
By the time the U.S. forces switched to the advisory role in Iraq, the back of the Sunni insurgency had been broken. The same cannot be said for the Taliban-led insurgency in Afghanistan, which causes most of the U.S. casualties and functions as the main enemy even if Obama's preferred opponent is the al-Qaida terror network the Taliban once harbored.
EDITOR'S NOTE ' Anne Gearan has covered U.S. foreign policy for The Associated Press since 2004.


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Sony Online Entertainment and Major League Gaming Partner to Bring PlanetSide®2 to Competitive Gaming
Jan 25, 2013, 11:00 EST
SAN DIEGO and NEW YORK, Jan. 25, 2013 /PRNewswire/ -- Sony Online Entertainment LLC (SOE), and Major League Gaming (MLG), the world's largest eSports league, today announced a robust partnership to introduce PlanetSide®2 to MLG's burgeoning competitive gaming audience. The year-long collaboration will span all of MLG's properties including original broadcast programming, online competition and presence at MLG events.
Over the next few months, the PlanetSide 2 and MLG teams will work closely to develop ideal competitive gameplay features and settings to showcase the massively multiplayer online first-person shooter (MMOFPS). With MLG's consult and significant community involvement, SOE has committed to creating a long-term eSports initiative within PlanetSide 2 that will highlight an exceptional massively multiplayer competitive gaming experience.
Additionally, SOE and MLG will collaborate to create original programming to air on the MLG network at www.majorleaguegaming.com and www.Twitch.tv/Team/MLG. Details and a complete broadcast schedule will be released in the coming weeks. PlanetSide 2 players around the globe will soon after be able to compete via MLG's GameBattles online competition site. Additionally, PlanetSide 2 gaming stations will be featured at MLG's first Pro Circuit event of 2013 – the Winter Championship in Dallas, Texas, from March 15-17.
"PlanetSide 2 players are extremely loyal to their chosen Empires and when it comes to battling, they are beyond competitive and truly enjoy the in-game rivalries, so it was the natural next step for us to bring PlanetSide 2 to the most competitive eSports organization," said John Smedley, President, Sony Online Entertainment. "We're excited for this opportunity to work with MLG and are confident that their competitive gaming expertise can turn PlanetSide 2 into a premiere eSports platform, allowing us to extend the game experience and deliver new ways for players to interact with other players and the broader community, while helping to further diversify and grow our audience."
"From the first time I played PlanetSide 2, I knew that it made sense for the MLG community," said Sundance DiGiovanni, CEO and co-founder of Major League Gaming. "I am excited to introduce the game to our audience and to see how it evolves along with the growing and evolving eSports landscape."
Through the partnership, MLG and PlanetSide 2 fans will have greater access to the game through the community-driven programming, GameBattles and Pro Circuit event presence. Launched in November 2012, PlanetSide 2 is a free-to-play title that has set the new standard for first-person shooters. PlanetSide 2 offers an unparalleled gaming experience where players battle in massive environments alongside and against thousands of others engaging in intense air and ground combat that spans the alien planet of Auraxis. Players join one of three Empires – Terran Republic, New Conglomerate or Vanu Sovereignty – to fight in an epic war for ultimate control and territory domination. To play PlanetSide 2 now, visit: http://www.PlanetSide2.com.
Sony Online Entertainment LLC (SOE) is a recognized worldwide leader in massively multiplayer online games. Best known for its blockbuster hits and franchises, including EverQuest®, EverQuest® II, Champions of Norrath®, PlanetSide®, Free Realms®,Star Wars®: Clone Wars Adventures™, DC Universe™Online, and the recently launched PlanetSide®2, SOE creates, develops and provides compelling online entertainment for a variety of platforms. SOE is building on its proven legacy and pioneering the future of online worlds through creative development and inspired gameplay design for audiences of all ages. To learn more, visit www.soe.com.
SOE, the SOE logo, EverQuest, Champions of Norrath, PlanetSide, and Free Realms are registered trademarks of Sony Online Entertainment LLC. All other trademarks and trade names are properties of their respective owners.
Major League Gaming (MLG) (www.majorleaguegaming.com) is the world's largest eSports organization with millions of LIVE viewers, fans and competitors around the globe. MLG enables gamers to compete, improve their skills, and socialize via the largest online destination for competitive console and PC gaming featuring more than 8 million registered gamers, and the annual MLG Pro Circuit featuring LIVE, in-person tournaments in cities nationwide. MLG broadcasts competitive play, analysis and more via online streaming to hundreds of thousands of fans in an average of more than 170 countries.
SOURCE Sony Online Entertainment LLC; Major League Gaming


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Watch how to make this recipe.
In a 4-quart heavy saucepan over moderate heat, bring the blueberries, 1/4 cup sugar, cornstarch and a pinch of salt to a boil. Lower the heat and simmer 3 to 4 minutes, stirring occasionally. Transfer to a medium bowl and let cool completely.
Preheat the oven to 400 degrees F. Butter a sheet pan.
Cover the phyllo sheets with a piece of plastic wrap and a damp paper towel.
Arrange 1 sheet of phyllo on a work surface with the short side nearest you (keep the remaining sheets covered) and brush with some butter. Top with 2 more phyllo sheets, brushing each sheet with butter. Place a heaping 1/4 cup blueberry mixture over the lower third of the buttered phyllo, leaving a 2-inch border along the bottom and sides. Fold the bottom edge of the phyllo up over the blueberry mixture and fold in the sides to enclose the filling completely. Roll up the phyllo to form a strudel, about 4 by 2 inches. Transfer, seam-side down, to the prepared sheet pan. Brush the top with some butter and sprinkle with sugar. Using a paring knife, cut 2 vents across the top of the strudel. Repeat with the remaining ingredients.
Bake until golden brown and crisp, 15 to 20 minutes. Transfer to a rack and cool 20 minutes. Serve immediately.
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SI article on Tim Hardaway Jr...
Nice article on Tim Hardaway Jr.
Nice article on Tim Hardaway Jr.
November 25th, 2012 at 6:14 PM ^
I am eating crow regarding Tim Hardaway this season and the crow is delicious. I am flabbergasted by Tim's improvement. Kudo's to the kid for the enormous amount of work he put into his game. Fantastic
I am also eating crow regrading Nik Stauskas and loving it as well. I didn't think his game would translate to the college game this smoothly. Phenomenal shooter and good all around game.
November 25th, 2012 at 6:25 PM ^
Looks to be a real player. Should be starting over Vogrich, but perhaps the better plan is first off the bench.
November 25th, 2012 at 8:11 PM ^
I expected Nik to be just a shooter, but he is so much more than that. He can drive extremely well and, the guy has amazing touch around the rim. I do like him coming off the bench though but still getting 30-33 minutes compared to vogrich's 10. That allows THJ, GR3, and Burke to take the shots at the beginning, and therefore have another offensive threat out there when they need to rest.
November 25th, 2012 at 9:20 PM ^
than vogrich so far anyway so him not starting isnt really that big a deal. i think beilein likes him as an instant offense guy off the bench.
November 25th, 2012 at 8:26 PM ^
You mean there's something to talk about other than Al Borges?
November 25th, 2012 at 10:07 PM ^
He's not callin plays in basketball too is he? He'll have Albrecht posting up at key moments in the game and refuse to play Burke and Hardaway at the same time...
November 25th, 2012 at 10:33 PM ^
Tim has become a great team player to go with his talent. I will admit I wasn't sure he would get to this point.Props to coach B and Tim.


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Behind the Scenes: Baja 1000 In a Lexus LX 570
Proving There's More to This Cruiser Than You Think
The start of the 44th Baja 1000 was delayed for almost two hours on Friday, November 18, 2011, due a semi-trailer that jackknifed on the race course in Ensenada. After a delay to clean that up and recall the few Trophy Trucks that had already gotten past, we could hear the restarting of Trophy Trucks. After a few restarted, the radio reported that a race truck caught on fire in the arroyo leading from downtown into the hills, delaying the start again.
Joe Bacal and I started the JT Grey Racing Lexus LX 570 (#860) with the Stock Fullsize class at 2p.m., more than two hours after our expected start time. Thirty seconds ahead of us was Rod Hall in a HUMMER H1, and another half-minute ahead was points-leader Wes Bevly in a new Ford F-150.
Joe drove smooth, careful, and fast -- like a guy who knows every aspect of his Geiser-built stock truck, which he does as this is the truck he's raced since going pro in June 2009. After being directed down a cliff and rolling five times while leading the Baja 500 in June 2011, Joe had repaired the rollcage and replaced every exterior panel of the LX 570 except the left rear door skin.
The Lexus was supported by a dozen off-road Toyota and Lexus trucks and SUVs crewed by more than two dozen Toyota engineers from Toyota Motor Sales USA, the Toyota Arizona Proving Ground, Toyota Motor Corp., and Toyota Racing Development, plus the all-volunteer Long Beach Racers led by TRD senior engineer Ted Moncure. The Long Beach Racers also started their brand new TRD Baja T|X Pro Tacoma in Stock Minitruck a few minutes after us with Ted Moncure driving.
The Lexus passed numerous competitors with the Lexus before we got out of town, and even more once we out in open-range land beyond the village of Ojos Negros at race mile 40. We were passing starters in earlier, faster classes all afternoon. We were also hearing radio chatter of crew members chasing parts and supplies for the Long Beach Racers' Tacoma, but we tried not to worry about them.
Joe drove to BFGoodrich Pit #1 along Highway 3 at RM81 to top up the Lexus with 30 gallons of unleaded before turning east into a rough mountain trail as the sun fell behind us. We crested the 5000-foot summit near Cerro Grande at RM104 just before 6 p.m. in total darkness and fierce side winds. Joe had been averaging just over 28 mph -- a little above our target of 26.
Carefully picking his way around boulders and on narrow saddles near the peak, he drove down the equally rough backside of the mountain trail, descending into the river washes leading to the Laguna Salada. On the smooth, hard, dry lakebed, we enjoyed pleasantly warm evening breezes through the open cabin of the LX 570 and occasionally saw speeds topping 90 mph.
After having sketchy radio contact with our team at the summit, we heard only silence on the radio for the next couple of hours until the high-speed fun ended with more river washes and a gradual ascent of the Borrego Mountain ridge. At the stroke of 10 p.m. Friday, having averaged 25 mph, Joe and I pulled the Lexus into BFGoodrich Pit #2 at RM 199, a city of hundreds of team pits manned by thousands of desert rats at the foot of the Borrego Mountains along Highway 3.
We handed the LX 570 off to Bob Ditner of Toyota's Arizona Proving Grounds to drive the 250-mile San Felipe loop with Mike Jarboe. Long Beach Racers in Tacomas and FJ Cruisers were stationed at several points at the far southern end of the loop, with others waiting at BFG Pit #3 near the coast at RM320 south of San Felipe.
With Bob and Mike in the Lexus, Joe and I caught up with Ted Moncure on the Tacoma situation. It turned out that, before Ted had even gotten to Ojos Negros, he'd detected a problem with the right front shock absorber of the new Tacoma, and the crew had gone into the course at race mile 35 to replace the shock. Not long thereafter, he felt a problem with the left front, which turned out to be a bent suspension member. After replacing that, Ted turned the truck over to pro hot-shoe Andy Bell at the Tacoma's first planned BFGoodrich pit stop at race mile 81, about two hours behind the Lexus -- we knew from previous two-truck entries that this would complicate life for our ground crew, but were confident they'd be there for us.
Andy didn't get far before his co-driver called in regarding a driveline clunk. The Long Beach Racers on the scene thought it might be the center support bearing for the driveshaft, so they replaced it with the one from the Tacoma Ted's dad was driving -- one of the advantages of Stock Class racing. But a few miles later it became evident that the driveshaft wasn't the problem, and Ted made the tough call to halt the effort before sending the racers into the unreachable radio silence of the climb into the mountains.
With family members working shifts throughout the night following the truck's progress via its GPS transponder and sending us status report via text message every half hour, Joe, Chris Cocores, and I tried get some sleep in the "driver limo," a stock white 2008 Lexus LX 570 luxury SUV that has driven tens of thousands of miles supporting every one of Joe's Baja assaults since 2009.
Bob and Mike ran steadily and uneventfully all night, pacing the LX 570 right between the F-150 and the H1, according to the text messages. They came back into the same BFG pit, now renumbered as BFG4 at RM450, minutes before 10 a.m. on Saturday. While the BFGoodrich techs poured gas and inspected the tires, we put Joe Bacal back in with Chris Cocores co-driving, and the LX 570 continued to run like a freight train.
By RM 506 at the entrance to Valle de la Trinidad, the Lexus was within 20 miles of points leader Wes Bevly's F-150, and opening a wider gap to Rod Hall's Hummer H1. After tacos at the three-table restaurant in Valle de la Trinidad, I folded our night-shift drivers, Bob and Mike, into the back of the driver limo and headed back to Ensenada for showers and shut-eye.
The all-wheel-drive LX 570 pulled through all the obstacles of Baja: wet sloppy mud, boulders the size of basketballs, insane climbs, river washes filled with deep sand and silt. Joe could still win the SCORE season championship, but it would require the F-150 to DNF; we were all hoping for that legendary Ford durability to become apparent.
Around 5 p.m. Saturday, Bob, Mike, and I headed out to Ojos Negros to see the race truck head back into town. By RM 640, Joe was within 19 miles of the leading F-150, both trucks on schedule to finish at about 6:45 p.m. in Ensenada. We used ranch roads to get to several course access points on the way into town to cheer the boys home.
The JT Grey LX 570 finished the 2011 Baja 1000 around 7:30 p.m. at RM 702 in second place for Stock Fullsize, the H1 finishing another 45 minutes behind. All three Stock Full starters finished the entire 705-mile course within the allotted time, very unusual in a race where half the entrants don't make it to the end. Since Wes Bevly's Ford finished ahead of us to win the class, he earned the season championship.
The Lexus ran beautifully for two days and a night, all our drivers were flawless, and the Long Beach Racers were on top of everything all over the peninsula for us. That's the nature of professional international motorsports -- you can do everything superbly and still not win.


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At Vallejo's California Maritime Academy, student Devon Coyl is relieved a decision about tuition increases have been put off indefinitely.
"I do not feel students should pay more," said Coyl, a senior in global studies and maritime affairs.
After generating considerable controversy, a proposal before the California State University trustees was withdrawn Tuesday.
Later in the day, the University of California governing board also heeded pleas from Gov. Jerry Brown to postpone any more tuition increases.
In an unusual appearance before the CSU trustees' meeting Tuesday, Brown said trustees must "get out of their comfort zone" and control expenses -- rather than continually raise fees which hurt low-income students the most.
The 23-campus CSU system had sought to free up 18,000 enrollment slots by hiking fees for "super seniors."
These are students who repeat courses, amass more credits than they need to graduate and, typically, take more than a full-time course load. About 71,000 students would have been affected.
Because of its specialized courses, Cal Maritime students would have been exempt, school officials said. Cal Maritime students, anyway, must amass a large number of hours to graduate and obtain U.S. Coast Guard licenses.
"Due to the unique nature of our campus and programs, we are exempt," Cal Maritime Director of Communications Jennifer Whitty said.
Even so, Coyl said students, overall, are frustrated by continuous tuition fee hikes over the last few years.
"If these fees are going to pass we want to make sure the fees go directly to each of the schools from which they were drawn and go back into student services," Coyl said.
Though the fees for "super seniors" have been postponed, CSU Chancellor's Office spokesman Erik Fallis said the issue has not been resolved.
The fees were designed not to raise funds but to free up course sections for students who can't get into the courses they need, he said.
Fees wouldn't have kicked in until students had amassed 160 units -- about 40 more than what is usually needed to graduate, he said.
Also Tuesday, the UC board of regents announced it was postponing, at Brown's request, a proposal to raise fees for several professional degree programs.
Brown questioned the timing of the proposed tuition increases. The proposals came close on the heels of voters passing his tax package on Nov. 6 which staved off massive funding cuts for both the CSU and UC systems.
"This is no time to be raising fees of any kind. Voters gave us billions in new revenue, now we have to use that very judiciously," Brown said.
The Associated Press contributed to this story. Contact staff writer Sarah Rohrs at email@example.com or (707) 553-6832. Follow her on Twitter @SarahVTH.
(c)2012 Times-Herald (Vallejo, Calif.)
Visit Times-Herald (Vallejo, Calif.) at www.timesheraldonline.com
Distributed by MCT Information Services


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Mini Forklift Ⓥ wrote:Surgery ~ no.
Boyfriend ~ yes.
Good choices haha !!
lol I'm so confused as to whether that's sarcasm...
If surgery is what's needed to get me back to the gym, I'm all for it. I never thought I'd miss cardio so much, but you'd better believe that by this time next year I'm going to be healed, one way or another lol and appreciating every minute I'm on any type of cardio machine.
According to the schedule at work for today and tomorrow, I'm going to have excess time for lunch, so I figure I'll hit the gym both days. Yay


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Feb 22, 2018 8:30:00 AM
Companies of all types and sizes use outsourcing to reduce costs, increase efficiency and, often, improve their overall offering. Computer companies often outsource component production to reduce costs. Law firms often outsource bookkeeping duties to save on staffing.
Outsourcing is also a common practice in the hotel industry, especially in areas like payroll and landscaping. Functions that involve direct guest contact however; such as concierge, housekeeping and the front desk are rarely outsourced due to the direct impact these positions can have on the hotel reputation and revenue. Clearly staff training in these areas is critical – a recent study found 57% of people who had a bad experience at a hotel cited unfriendly employees as the catalyst.
Outsourcing certain hotel operations can be very advantageous to your bottom line, but there are disadvantages. We did some research and compiled the pros and cons, so you wouldn't have to.
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Of course, finding the perfect balance between overhead investment and outsourcing expense is the key. Outsourcing the right functions can be a major contributor to your hotel portfolio's profitability but proceed with caution.
Remember - whether you decide to outsource one hotel function or all of them (including the front desk), your hotel operations will invariably filter down to your guests and their hotel experience. How good or bad that experience is will invariably impact the hotels' online reputation and long-term success.
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Search remarketing ads, often referred to as Remarketing Lists for Search Ads (RLSA) , allow advertisers to run a different AdWords campaign topeople who previously visited their site.
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I am born in France in Lyon, in the capital of cooking. We love cooking and, for me, electronic music is like cooking. Cooking loops, beats, frequencies and waveforms in a very tactile and sensual way
Founded in 2005, the concept of Nevada Chicken Café was developed based on our simple philosophy... serving superior quality food at a reasonable price. We use fresh and never been frozen chickens Ribs for all of our dishes. We choose only finest quality ingredients to prepare our food fresh daily in our kitchen. Our signature mesquite charcoal rotisserie chickens Ribs are marinated with our special recipe and roasted (or grilled) to perfection everyday. We serve gourmet wraps with daily fresh cut ingredients and fresh tossed salads. Our home made side orders are made fresh daily.
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Many viewers thought Basketball Wives LA's Laura Govan went across the line when she set up a meeting with Jackie Christie's daughter Chantel and exposed Jackie's emotional abuse [click here if you missed that].
Laura says the incident has made her less evil...
Laura tells Hip Hollywood,
"It took away from my evil side. It made me realize what life is really about. It was a lesson. I got a lesson and I'm thankful for that lesson. In that part, because that is the reality of the show, in real life I got a lesson."


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COOKEVILLE, Tenn. – The Tennessee Tech soccer team, which travels east this weekend for a pair of matches against High Point and Davidson, will look to keep its momentum from Sunday's win over UT-Chattanooga rolling.
The Golden Eagles will kick off the weekend on Friday, August 24, against the Panthers in High Point, N.C. at 6 p.m CT. The team will then head south to take on the Davidson Wildcats in a 1 p.m. CT match-up on Sunday, August 26.
Tech is coming off an opening weekend that saw the team rebound from a 2-0 home loss against ETSU to even its record at 1-1. The girls took down UT-Chattanooga 2-0 on Sunday behind brilliant play from both senior forward Andrea Meloff and junior forward Ellie Iaciofano.
Meloff scored the ultimate game-winning goal in just the third minute of the match to propel the Golden Eagles to their first win of the season. She also added an assist later in the match cementing her as the first adidas® OVC Offensive Player of the Week of the 2012 season.
Her goal moved her into sole possession of fifth place on the TTU all-time list for career goals scored with 16. She also racked up three points in the contest to move up to seventh on the all-time TTU list for career points with 37.
Iaciofano, whose birthday was also on Sunday, scored a goal and added a helper in win over UTC. Her three points in the match were a single-game high for her career. Iaciofano also currently leads the team with seven shots through the seasons' first two contests.
Senior defender Leigh Heffner and freshman goalkeeper Jordan Brown each received votes in their respective categories for OVC player of the week. Heffner logged 180 minutes through the Golden Eagles' opening weekend while Brown earned her first career win and shutout while racking up 10 saves.
"I think we're going to have two good matches," said head coach Daniel Brizard. "Like last weekend against ETSU and UTC, this weekend we play two quality opponents in High Point and Davidson. They are OVC quality teams that could win the OVC if they were in our conference. It'll help be a great indicator of where we're at coming off a good 1-1 weekend."
Brizard was quick to point out his satisfaction with the week.
"Andrea received OVC Offensive Player of the Week and some of our other girls got defensive recognition so we're riding a little high. I thought training this week was great and we're just going to try and carry that over into the weekend."
Scouting High Point
- The Panthers are coming off a weekend that saw them go 0-1-1, following a 1-1 tie against VCU and a 4-1 loss to #25 ranked Auburn.
- The match-up against High Point will be the first since 2001 when the Golden Eagles defeated the Panthers 3-2 at home.
- Tech is 1-1-0 all-time against High Point.
- High Point's leading scorer, junior midfielder Becca Hemby, has two goals and four points on the season for the Panthers.
Daniel Brizard on the Panthers:
"High Point is a good team. I think we're going to match-up well against them. It's a night game and the girls really get pumped up for night games. They don't get to play in a lot of those because we don't have any lights here. I think it's going to be a quality game."
Scouting Davidson
- The 2012 match will be the first ever between Tech and Davidson.
- The Wildcats sit at 0-1 on the season following a 1-0 loss to Liberty.
- Davidson carries a 29-girl roster with eight freshmen and four seniors.
- Junio Ranae Carins and sophomore Rachel Locke each played a half in the Wildcats' first game.
Daniel Brizard on the Wildcats:
"Davidson is another quality team and is at the level that ETSU was. I think we played well against ETSU. We just didn't capitalize on some of our opportunities. I think it will go differently against Davidson."


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Burk "Buck" Delventhal '69, Chief Deputy of the Government Law Division of the San Francisco City Attorney's office and an adjunct professor at UC Hastings, has been named Public Lawyer of the Year by the State Bar of California's Public Law Section. He is also being recognized by the International Municipal Lawyers Association (IMLA) as its Charles S. Rhyne Lifetime Achievement Award recipient.
Delventhal, 70, an adjunct professor at UC Hastings since 2006, has a rich and deep relationship with the city. "I am very grateful to be able to have an interesting and stimulating job in the city I live in," Delventhal said.
Delventhal joined the office in 1970, straight out of law school, when Joe Alioto was mayor. "I had lunch with a classmate who was working in a big downtown firm, and I was telling him about a case I would be arguing in the Court of Appeal, on a constitutional issue. He was doing debt collection for a bank. I realized I was pretty lucky," he says. "To this day coming to work is an adventure, as I can never predict the interesting and complex legal issue that pops up on the front page and then falls into our laps."
As a young lawyer, Delventhal helped advise Mayor George Moscone on whether he could reappoint Supervisor Dan White to a board seat White had abruptly resigned. "I explained the rules for re-appointing him," Delventhal said. Three days after a hearing in which White tried unsuccessfully to get an injunction from the Superior Court to restrain Moscone from appointing a successor while White litigated his claim he had not really resigned, White returned to City Hall and assassinated Mayor Moscone and Supervisor Harvey Milk. It was 1978, and the assassinations combined with the People's Temple tragedy threw the city into chaos.
Delventhal and his team then had the tricky task of trying to advise city leaders on the rules governing succession, with one supervisor resigned, one supervisor dead, and Dianne Feinstein unable to cast a vote for her own selection.
"The Charter did specify all the rules," Delventhal said, but "it was a very sad time. George Moscone was a very informal kind of guy, and sometimes I would look up from my desk and find him walking into my office to ask me a question. He was a very accessible kind of guy, not pretentious."
Delventhal worked under each subsequent mayor: Dianne Feinstein, Art Agnos, Frank Jordan, Willie Brown, Gavin Newsome, and now Ed Lee. "It's tremendously difficult to consistently give accurate legal advice to political actors without being swept up in their political agenda," said longtime friend, Professor David Jung. "Buck has been able to serve mayors of vastly different political stripes without compromising his professional ideals. There are very few people who can do that."
Delventhal worked with Jung to establish UC Hastings' local government externship, which helps UC Hastings students obtain positions at the San Francisco City Attorney's office and at other city attorney and county counsel offices. "Buck was hugely helpful in promoting that program and persuading the powers at be at City Hall it was a valuable one," Jung said.
Manuela Albuquerque '75, former Berkeley City Attorney and Director of Complex Public Litigation and Projects for Burke Williams & Sorensen, has worked with Delventhal for many years and was lavish in her praise: "Buck is a walking encyclopedia of municipal law. I recently moderated a panel on the constitutional powers of California cities in which Buck not only provided invaluable historical insights during his presentation, but also made many thoughtful points during related panels."
The San Francisco City Attorney's office has transformed during Delventhal's tenure, from a small office defending the city to, under Louise Renne and then Dennis Herrera, a sophisticated law office of 150 lawyers trying to achieve important social goals, whether it was the city's fight against big tobacco, employers that refused to provide domestic partner benefits, the Olympic Club's membership policy excluding women, the city's efforts to prevent the Giants' ownership from moving the team out of the city, or the epic battle to bring marriage equality to all Californians. Positions in the office are highly sought-after, both for interns and permanent attorneys. The office recruits from top schools, and includes several former U.S. Supreme Court clerks among its ranks.
Delventhal says it is "thrilling" to see former students at conferences and see them succeeding in public law offices around the state. "To see them making their way is very satisfying," he says.
In addition to being known as an affable expert on municipal law, Delventhal is known for his daily dips in the Bay, at Aquatic Park, where he has been swimming since 1978 as a member of the city's famous South End Rowing Club. He has enticed countless hapless recruits to swim with him at dawn in nothing more than a Speedo and neoprene cap, the lights of the Golden Gate Bridge still gleaming, with the occasional sea lion as spectator.
"It gets me up in the morning. I get to work at by 8 am, and I've already had a dip in the Bay and am ready to go," Delventhal said.
Delventhal and his wife spend weekends in Bolinas. His son, Ivan, followed him into the law, graduating from UC Hastings in 2008. Ivan works at Public Law Group in San Francisco, also in municipal law.


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I have an iPhone, an iPad, AppleTV, and recently (because intuitively I knew integration was key) bought a MacBook. Granted, after switching from a PC I still struggle with how to scroll on a screen and have yet to figure out how to change my desktop picture, but how they work together is cool.
That cool factor is what lures and commits employees to Apple. Working on the latest-and-greatest, on the cutting-edge of technology; the working stiff equivalent of being a part of the in-crowd and eating at the cool table. Being cool, is, well, cool – makes you feel confident, and frankly, better than others. It's an ego-boost, and a compelling reason to stay at an organization.
Couple the ego trip with a dose of success, and it's doubly hard to leave. Cool, confident and collected are, quite simply, symptoms of success. Being good at what you do, at a company that's good at what it does – why bother leaving? What could be better?
Up, up, up: the employment roller coaster creeps up to the summit, and its riders are thrilled by suspense. Why do they cease to breathe, waiting with baited breath? Because they know what goes up must come down. Even Apple will experience downturns, even if slight. When you're on a rocket ship, even a nearly imperceptible stall is scary.
The Wall Street Journal (http://tinyurl.com/atuxe9h) reports Apple CEO Tim Cook just started exploring the world of employee benefits, such as product discounts and matching charitable donations. As Apple works to satisfy employees' needs to better control their jobs by making project assignments more flexible, he also shows his appreciation by "gushing" about employees to the media. Presumably, you can't go too wrong by showing employees the love. This is a positive, smart move by Cook, but if done wrong, Apple can experience hazardous pitfalls completely detrimental to employee motivation.
The Positive.
Apple's employment brand has all of its, well, apples in one basket: you are cool if you work here. You are helping us change the world through technology, and that's pretty awesome. We are successful, and as an employee, so are you…which makes you cool. As I alluded to above, that's all well and good if the company always hits production targets and its stock continues to pay healthy dividends.
But if there is a blip–say, if a typhoon forces closure of a sub-assembly plant, delaying a launch–and Wall Street reacts negatively, there goes your employment brand. Employees' commitment to Apple is driven by factors often far outside of employees' control, and that is especially true for the rank-and-file. If those factors fail, so does employee engagement and commitment. If Apple has a bad quarter, the adrenaline rush is soon over. All it takes is an openness to consider other positions; as one recruiter said in the WSJ article, "[Apple employees] are picking up the phone when I call….I used to be stonewalled."
To diversify your portfolio of employee engagement drivers–the aspects of work that make it easy to get excited and tough to leave–is mitigating this risk. By offering the perks and benefits that talent competitors have, Apple counteracts some of the reasons to leave. A message of "I value you" can belay a knee-jerk reaction when "I'm not that cool anymore" threatens employee identity.
The Pitfall.
Apple has built a strong workforce despite a lackadaisical demonstration of its value of employees. Why? Because going above and beyond to reach a goal elicits the "justification effect." Seen often in high-cost-of-entry organizations like fraternities, a sense of identity is built by running through the gauntlet–the more difficult the tasks completed to get in and be a member, the more people will justify the effort they put forth to get there. These excuses become part of the internal dialogue and justify, for employees, putting up with long hours and tough bosses. In other words, people–all people–need to feel like they are making smart choices. If there wasn't a good reason for running the gauntlet, they'd just be stupid for taking the abuse – and no one likes to feel stupid.
When employees internalize their motivations for working hard, they are intrinsically motivated to do their job. Research has found that offering external motivators for work, such as pay-for-performance schemes or just plain cracking the whip, can actually extinguish intrinsic motivation, making employees dependent on external factors to fuel their interest in their jobs. Furthermore, these external motivators have to continue to increase. Over time, they extinguish themselves by simply remaining the same. Employees think to themselves, "Yeah, you loved me last year, but how do you like me now?" Most leaders find themselves in a game using an ever-increasing amount of carrots and sticks.
Finding the Balance.
Cook and Apple's HR are on the right path–they need to proactively manage the risk of employee flight should the company face challenges in the future. Apple's tricky task is to give employees signals that they are valued without dousing the flame of intrinsic motivation.
Hiring the right people helps. Apple's current brand of "successful cool" attracts employees who value high performance and being on the cutting-edge. Their career site says, "You'll be challenged. You'll be inspired. And you'll be proud. Because whatever your job is here, you'll be part of something big." They extol the virtues of detail-orientation, continuous improvement, and creativity. They are hiring people that fit the way they work and are matching what Apple offers to applicants' motivations. Now leaders need to ask themselves, is that brand sustainable in an Apple downturn? How does it translate to a quarter wrought with challenges? Will it keep employees from jumping ship?
Historically a top-down approach, Apple is also flirting with giving employees more choice in assignments. If managed perhaps by a combination of high past performance and tenure, the option to be able to choose the sexiest projects might just convince people to stay as they rack of the tenure needed to have more control over their jobs. Think frequent flier miles: the more experienced you are, the more perks you get. Using this approach, the employee retention isn't based on vesting stock, a strategy that will keep people until, of course, the stock vests.
Another driver of engagement is disciplined career management. Cool projects, expat assignments, internal leadership in improvement initiatives, and–yes–upward mobility can all increase the employment stickiness factor.
In short, employees stay if, looking beyond the doldrums, the horizon is bright. Recognizing and investing in employees during challenging times and giving them a clear view of their future after the doldrums signals value. Feeling valued sparks the need to return the favor, strengthening the value employees' feel for the organization. This kind of exchange is more sustainable than the gauntlet approach–a kinder, gentler way to improve employee engagement and commitment.
(PS, If you'd really like to better understand how to drive employee engagement in your company, join our membership program or read our recently released Employee Engagement Market Brief.)


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MEMPHIS, Tennessee — The Memphis Grizzlies had their new chairman and boss sitting at midcourt for the home opener along with a nice big crowd.
Talk about pressure.
The Grizzlies came out wanting to make a good impression all around only to struggle with some cold shooting early. Eventually, Zach Randolph finished with 16 points and 18 rebounds, Marc Gasol added 22 points and Memphis capped a day of celebration by beating the Utah Jazz 103-94 Monday night (Tuesday, Manila time).
"Oh yeah, we was amped up, especially myself," said Randolph, who missed his first six shots. "Real amped up. Anytime home opener in front of your crowd you want to come out and do good and have a lot of energy. Some guys had too much energy like me."
Mike Conley added 16 points, Rudy Gay had 15 and Quincy Pondexter 14 for Memphis, which won its second straight this season after opening up with two games in California. Gasol also had eight assists and eight rebounds, helping the Grizzlies outrebound Utah 51-42.
"We just wanted to go out and play Grizzlies basketball and be physical," Conley said. "At the end of the day, we ended up winning the game."
With NBA commissioner David Stern on hand, the Grizzlies also picked up where they left off last season by winning their 12th straight regular season game and extending their franchise record. They haven't lost at home in regulation since the Jazz beat them Feb. 12.
Gordon Hayward led Utah with 19 points, 13 in the first half. Mo Williams added 17 points, Paul Millsap and Derrick Favors each had 14. The Jazz have lost three straight road games since beating Dallas in their own home opener, and coach Tyrone Corbin called it disappointing.
"We were able to be in all three games and had opportunities to win them, and just couldn't finish them off," Corbin said. "Even tonight, we had a stretch where we were right there. We had a lead at halftime, and started the third quarter off relatively good. We had a six-point lead and they made a run. ... We just have to grow and learn from it and continue to get better."
The Jazz started quickly and led by as much as 19-7. They led 25-18 at the end of the first quarter and 50-47 at halftime when Williams hit a triple a second before the buzzer.
Memphis finally got going in the third quarter with a 16-2 run, turning up the defense with Gay blocking a shot by Millsap. Randolph hit a 6-foot turnaround jumper, then tied it up at 59 with a layup. Pondexter banked in a 7-footer to put the Grizzlies ahead. Al Jefferson hit a 6-foot jumper to tie it for Utah for the last time at 61-all with 4:23 left.
Pondexter hit a trey to put the Grizzlies ahead to stay with 4:00 remaining in the period. Conley capped the spurt with a fast-break layup and finished off the three-point play for a 69-61 lead with 3:08 left. The Grizzlies led 74-66 at the end of the third, and they pushed the lead to 14 on a dunk by Tony Allen with 1:07 left.
The end got a little messy with 3.4 seconds left when Gasol fouled Foye as he drove toward the basket, taking him down and standing over him. Williams took exception and pushed Gasol back out of the way. Officials sorted it out on replay and gave Gasol a flagrant with a technical for Williams.
"You've got to love that," Hayward said. "We're going to finish the game to the end no matter what, and you've got to stand up for your teammate."
Stern thanked former Grizzlies owner Michael Heisley before tipoff and helped introduce the Grizzlies' new chairman, Robert Pera.
"The Memphis community has come together to support this team in an extraordinary fashion and guarantee that it's anchored in the Memphis community for many years to come," Stern said.
Stern handed the microphone to Pera, who talked briefly about his ideas for the team before concluding with, "Go Grizzlies." Even Stern said, "That's it?" Pera, a 34-year-old owner of a California communications technology company, stood and clapped at the end.
The Grizzlies opened up struggling to find the basket whether on short jumpers or even simple layups. They hit only two of their first 19, and Randolph's miss of yet another layup had the home fans groaning. The Jazz had no such problems, hitting 7 of their first 11.
Conley credited the bench with energizing the starters, and Memphis got 26 points from its reserves.
"They all played well tonight and really kept us in the game and allowed the first unit to come back in and kind of feed off their energy," Conley said.
NOTES: Gasol now has scored at least 20 points in each of the first three games this season. ... The Grizzlies went 17-3 when scoring 100 points in a game last season with two of the three losses in overtime. They are 2-0 when scoring 100 points this season. ... Memphis hit 22 of 25 at the free throw line with Gay a perfect 8 of 8 and Gasol hitting all 10 of his attempts. The Jazz shot 9 of 13 at the line. ... Both Randolph and Allen missed their first six shots each. Randolph finally hit his seventh at 8:19 of second, and Allen hit his first bucket on a reverse layup with 1:48 left in the second quarter.


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We are the best invite forum on the internet! Here you will find free invites, free seedboxes, free bonuses, and much more. Our members know the true meaning of sharing and have created a truly global bittorent community! Our site has the most up to date information on all private trackers and our members will guide you and introduce you to this truly secretive and enlightened club. Ready to get started? Register now!
Because of the fact that Hobbies is dead and more likely not coming back any time soon, I'll be closing this competition, sorry folks.
Hobbes, Lotto, and Raffle will all be back eventually - I've just been swamped with work since my hard drive failure.
My Giveaways: 50 or so Trackers, Misc Invites
My Competitions: IRC Lotto, IRC Raffles
Other OD Links: IRC Command List, How To Play Lotto,
In Search Of: mma-torrents.com
Thanks to Choppers for repping me in
R.I.P. AradiTracker and BitGamer


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Spiral Notebook
Width 6″
Height 8″
This classic Banksy stencil used to be up on a wall along Clerkenwell Rd, London.
Unfortunately, after having been covered up for the last few weeks, it is now gone and to make matters worse, similar 'Banksy Disappearances' are happening all over London.
Through either being covered up with board or by removing the entire wall or (as the case was with this piece) by being completely whitewashed out. It is a real shame as it is the public who are the ones that miss out.


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LocationHuntley, IL
14000 Automall Dr
Huntley, IL 60142
New 2019 Entegra Coach Esteem 29V
Entegra Coach Esteem class C motorhome model 29V highlights:
- Full Cabover Bunk
- Split Bath w/Skylight in Shower
- Stainless Steel Appliances
- Abundant Storage
- Sleeps 7!
- 2 Year Warranty
Enjoy the ride and the views as you travel to your next destination in this Entegra Coach Esteem class C motorhome! Model 29V offers a spacious layout with double slides for added roominess inside, plus a beautiful panoramic view out the front window. There is plenty of seating and sleeping space for 7 anytime you travel, and you will enjoy complete kitchen and bath accommodations for meals and keeping clean and refreshed. There is even an outside shower, so when you come back from a day of hiking or sightseeing and you need to rinse off, you can do so before heading inside to relax. The outdoor entertainment space is also great for spending as much time outside as you like. A 16' electric awning with entertainment center including a 32" LED TV makes TV watching fun outside. And, with LED lighting included on the awning, you can easily do any task outdoors, even after dark!
All Entegra Coach Esteem models provide you with a comfortable home on wheels. The Tuff Shell vacuum bonded floor, sidewalls, and roof with bead-foam insulation and a one-piece fiberglass roof will provide you years of easy carefree traveling. On the inside, you will enjoy spacious layouts with a slide or two in each model, plus stainless steel appliances, a queen bed and full cab-over bunk in each, as well as 7' ceiling heights, shaker style Sienna Maple cabinetry, and a skylight in each shower for maximum headroom and plenty of natural lighting. With any Esteem motorhome you are sure to enjoy the journey as much as the stay!
Like most: Thank you Terry for a dream come true! We are from Montreal and after selling our pop-up, my husband and I were looking for something that would allow us to have the family around on summer weekends. Our pop-up could sleep about 8, so we needed something at least equivalent. My husband found the General RV website. Because of the great prices they have, we opted for a Tioga Ranger Class ... More » - Nicole from Saint-Hubert, QC
You Save: $47,315
Sale Price: $94,999
Stock# 182131
Chassis: Ford E-450
Interior Color: DONE
|32 ft 6 in
|Ext Width
|8 ft 4 in
|Ext Height
|11 ft 6 in
|Int Height
|7 ft
|Interior Color
|Hitch Weight
|7500 lbs
|Gross Weight
|14500 lbs
|Fresh Water Capacity
|53 gals
|Grey Water Capacity
|41 gals
|Black Water Capacity
|32 gals
|Furnace BTU
|31000 btu
|Cummins Onan QG 4000
|Fuel Type
|Triton 6.8L EFI V10
|Ford E-450
|305 hp
|Fuel Capacity
|55 gals
|223 in
|Number Of Bunks
|Available Beds
|420 ft-lb
|Refrigerator Type
|Flush Mount Dbl. Door Stainless
|Refrigerator Size
|8 cu ft
|Cooktop Burners
|Number of Awnings
|LP Tank Capacity
|56 lbs.
|Water Heater Capacity
|6 gal.
|Water Heater Type
|DSI Gas/Electric
|15000 btu
|TV Info
|32" Exterior, 32" LED Coach, 24" LED BR
|Awning Info
|16' Electric w/LED Lights
|Gross Combined Weight
|22000 lbs
|Shower Type
|Electrical Service
|30 amp
About Entegra Coach
In the spring of 2008, Entegra Coach became a member of the Jayco family of companies. Jayco is the world's largest privately-held manufacturer of recreational vehicles, and we are proud to take our place as the builder of the company's flagship products. Entegra Coach manufactures and markets luxury Class A motor coaches. The hallmarks of our products are structural integrity, exceptional quality, old-world craftsmanship and excellent after-market service. We build each coach one at a time, and we back our products with a commitment to customer service that is unmatched in the RV industry. We are owned and operated by people who know and understand RVs. You can be rest assured that when you invest in a product from Entegra Coach, you will join a family that has an abiding commitment to quality and service.
Top 5 Reasons to buy an Entegra Coach
1. 2-YEAR WARRANTY Our family is proud to stand behind every Entegra Coach we build. That's why we back our motor coaches with a manufacturer's limited warranty, warranted to the original purchaser for two years (five years structural) from the original date of purchase or 24,000 miles of use, whichever comes first, against defects in materials and workmanship.
2. 3-YEAR PLATINUM-LEVEL ROADSIDE ASSISTANCE Travel worry-free in your motor coach with the Entegra Coach Customer First Roadside Assistance program, yours at no cost during the first three years of ownership.
3. RESIDENTIAL AMENITIES, like distressed leather chairs, decorative hardwood crown molding, pillowtop mattresses, solid surface countertops and LCD HDTVs, are just a few of the luxurious touches that make you forget you are in a motor coach.
4. RIGID CONSTRUCTION keeps us on the road for the long haul. Seamlessly engineered, flawlessly designed, Entegra Coach's exclusive X-Bridge chassis helps prevent flexing throughout, averting cracks in tile and grout and reducing windshield movement and noise.
5. FAMILY OWNED by the Bontrager family, Entegra Coach is built on values instilled 40 years ago. Our motor coaches capture everything we stand for, from structural quality and old-world craftsmanship, to unmatched customer service.
General RV Illinois is not responsible for any misprints, typos, or errors found in our website pages. Any price listed excludes sales tax, registration tags, and delivery fees. Manufacturer-provided pictures, specifications and features may be used as needed. Inventory shown may be only a partial listing of the entire inventory. Please contact us at 888-436-7578 for availability as our inventory changes rapidly. All calculated payments are an estimate only and do not constitute a commitment that financing or a specific interest rate or term is available.


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In the bottom of this post you can find the answer for the crossword clue: Director Ang or Spike
Are you confident with your knowledge on facts and words? Why don't you test it with Newsday Crossword, one of the best crossword puzzles in the world? Edited by Stanley Newman, the Newsday Crossword is available in Sunday Crossword puzzle and in daily word puzzles. in this post you will find the answer to the clue Director Ang or Spike
If you're on for some word puzzle challenge, you can find the daily Newsday Crossword available on the Newsday app or newsday.com. You just visit the site or use the app and you'll be able to access some of the most stimulating and relaxing word puzzles in the world.
Many people feel intimated over solving a crossword thinking they don't have the ability to do solve it. But that's not true because, besides smarts, the key to solving the Newsday Crossword is patience and practice. With some little basic strategies and tips, you can become a crossword puzzle solver.
Finding the answers to the puzzle isn't easy but it's not impossible. You will find the crossword puzzle answers you're looking for if you take the time to understand the clues. You can definitely learn to be a great puzzle solver.
It's understandable how people feel intimated about starting a crossword. However, the bottom line for this is to have self-confidence. You can solve a Newsday Crossword. You are smart enough to solve it with careful understanding and playing regularly. Finally we will list any possible answers here below for the clue Director Ang or Spike.