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The Woodburn mss., 1795-1942, consist of letters and papers of four generations of the Woodburn family, James Woodburn, 1748-1812, farmer; Dorrance Beatty Woodburn, 1786- 1856, farmer and teacher; James Woodburn, 1817-1865, teacher; and James Albert Woodburn, 1856-1943, historian.
James Woodburn, 1748-1812, was born in County Derry, Ireland. He came to America in 1767, and after wandering about for a time, settled in Chester County, South Carolina, where he lived until his death. His papers in this collection include autobiographical notes, August 13, 1795, in his hand with later genealogical notes added in another hand, and a list of his books, November 24, 1799.
His son, Dorrance Beatty Woodburn, 1786-1856, was born near Louisville, Georgia. He was a farmer and teacher in Chester County, South Carolina, before moving with his family to Monroe County, Indiana, in the fall of 1830. In Indiana he was a colporteur, farmer and teacher. Originally a member of the Associate Reformed Presbyterian Church, he left that church about 1823 on account of his opposition to slavery and joined the Reformed Presbyterian Church, which was one of the earliest sects to openly condemn slavery. His manuscripts, 1822-1851, in the collection consist of his diary, December 2-31, 1822; letters and papers relating to slavery, 1826- 1828; and correspondence with friends and relatives in South Carolina and elsewhere, 1831-1851. In addition to slavery these letters deal with nullification, 1833-1834; the Reformed Presbyterian Church; the Southampton Insurrection, 1831; emigration from South Carolina, 1831; and Tennessee politics, 1840.
James Woodburn, 1817-1865, son of Dorrance Beatty Woodburn, 1786-1856, was born in Chester County, South Carolina, and moved with his family to Monroe County, Indiana, in 1830. He received his A.B. degree from Indiana University in 1842 and his A.M. degree in 1845. From 1839 to 1844 he taught in rural schools of Monroe County when not attending college, except for a period in 1843 when he taught in Greene County, Ohio. From 1844-1853 he was a teacher in the Bloomington, Indiana, schools and from 1853 to his death in 1865 was principal of the Preparatory Department of Indiana University. Among the material belonging to him in the collection are letters, 1837-1865, from educators, friends, relatives and students; speeches delivered before Indiana University student groups and teachers associations in Indiana, 1839-1864; a constitution of the Athenian Society at Indiana University, December 19, 1842; poems, 1842-1859; a diary for 1847; a journal of a trip to New York and Phiadelphia in 1852; and a "Carrier's address for the Bloomington Republican, January 1, 1860."
The bulk of the material in the collection belongs to James Albert Woodburn, 1856-1943, son of James Woodburn, 1817-1865. He was born in Bloomington, Indiana, and received his A.B. from Indiana University in 1876, his A.M. in 1885, and his Ph.D. from Johns Hopkins University in 1890. He taught in the public schools of Grayville, Illinois, and in the Preparatory Department of Indiana University before becoming Professor of American History at Indiana University in 1890, a position which he held until his retirement in 1924. The James Albert Woodburn papers, 1871-1942, include letters from outstanding historians, scholars in other fields of knowledge, political leaders, and relatives; speeches, 1873-1876, as an undergraduate at Indiana University; materials relating to Monroe County, Indiana, in the European war, 1914-1918; a financial report of the Indiana Magazine of History, 1921; and a copy of the minutes of a meeting of the Executive Committee of the Indiana Historical Society, January 4, 1924. Subjects dealt with in the letters include corrupt election practices, 1888; Chautauquas, 1888-1892; political parties, 1896-1916; national and local politics and elections, 1904-1924; the opening of motion picture theaters in Bloomington, Indiana, on Sundays, February 5, 1919; the Treaty of Versailles, 1919; the Ku Klux Klan, November 17, 1922; the Cosmopolitan Club at Indiana University, January 15, 1923; the history of Indiana University; and Women's suffrage.
Biographical and genealogical information on members of the Woodburn family may be found in James Albert Woodburn's "Woodburn History: Some Generations of a Family." 1936. (Mimeographed)
The first folder of the collection contains genealogical material on the Woodburn family. In the last folder there is a small amount of printed matter.
Writers of letters represented in the collection include: Charles Kendall Adams, Herbert Baxter Adams, John David Alexander, Charles McLean Andrews, James Burrill Angell, Frederic Bancroft, John Spencer Bassett, Albert Jeremiah Beveridge, Mrs. Jane (Johnston) Bigham, Charles Albert Blanchard, William Edgar Borah, Claude Gernade Bowers, Elmer Burritt Bryan, Enoch Albert Bryan, William Jennings Bryan, William Lowe Bryan, George Lincoln Burr, Amos William Butler, Nathaniel Butler, Jr., John Crawford Chaney, Mrs. Grace Giddings (Julian) Clarke, George William Cooper, John Merle Coulter, Frank Linden Crone, George William Curtis, Richard Heath Dabney, Eugene Victor Debs, Alfred Lewis Pinneo Dennis, William Edward Dodd, Charles Fletcher Dole, Matthew Elder, Richard Theodore Ely, William Everett, John Huston Finley, Worthington Chauncey Ford, William Fortune, John Watson Foster, Harry Augustus Garfield, Edwin Augustus Grosvenor, Samuel Bannister Harding, William Rainey Harper, Albert Bushnell Hart, Charles Homer Haskins, Paul Leland Haworth, Joseph Edgar Henley, Linneaus Neal Hines, John Appleton Haven Hopkins, Daniel Wait Howe, Hewitt Hanson Howland, John Franklin Jameson, Margaret Johnston, David Starr Jordan, R. Brent Keyser, David Kinley, Burton Alva Konkle, John Porter Lambertson, John Holladay Latane, Samuel Walker McCall, Samuel McCalla, Andrew Cunningham McLaughlin, John Bach McMaster, Hugh McMillan, Jesse Macy, Sherman Minton, Thomas Francis Moran, Lemuel Moss, Harry Stewart New, Meredith Nicholson, Ellis Paxson Oberholtzer, John McAuley Palmer, Sir Gilbert Parker, Charles Chilton Pearson, William Frederick Poole, Charles Lane Poor, William Plumer Potter, George Haven Putnam, Samuel Moffett Ralston, James S. Rankin, John Clark Ridpath, Theodore Roosevelt, Elihu Root, Edward Alsworth Ross, James Schouler, Doremus Scudder, Albert Shaw, Benjamin Franklin Shaively, James Thomson Shotwell, Albion Woodbury Small, Edwin Erle Sparks, Bernard Christian Steiner, Henry Morse Stephens, John Austin Stevens, Winthrop Ellsworth Stone, Joseph Swain, Lucius Burrie Swift, William Howard Taft, Reuben Gold Thwaites, Edward Bradford Titchener, Frederick Jackson Turner, Moses Coit Tyler, Claude Halstead Van Tyne, George Edgar Vincent, William Hayes Ward, Booker Taliaferro Washington, James Eli Watson, James Riley Weaver, Westel Woodbury Willoughby, Lindsley Gill Wilson, Woodrow Wilson, Clinton Rogers Woodruff, William Watson Woollen.
Collection size: 752 items


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Modified stock car driver Jessey Mueller of Olmstedville poses with a trophy he won following a recent race. Mueller, only 19, has racked up a string of wins this year at area race tracks. One of his most dramatic victories this year was when he came in first among over a dozen racers in a 67-lap race soon after his pit crew swapped an engine that had self-destructed in a qualifying heat. Courtesy photo
Local teenaged stock-car racer Jessey Mueller accomplished a virtually unheard-of feat Aug. 1 at Devil's Bowl Speedway by winning a modified stock car race soon after his car's engine self-destructed in a qualifying heat — and his pit crew feverishly swapped his blown engine for a new one.
Mueller, 19, was assisted in the dramatic comeback win by his pit crew, which includes a number of people from the southern Adirondacks.
One of the mechanics, Rick Hull of Warrensburg, said the crowd in the grandstands witnessing the night's feature race was astounded with how Mueller was able to pull off a victory with a brand new engine installed just minutes earlier.
"People couldn't believe it — even the track personnel," he said.
Tuesday, Mueller commented on the victory at Devil's Bowl, a popular regional race track located in West Haven, Vt..
"I knew we had a good team and could get it done," he said. "The way it all came together was phenomenal."
Hull said that during the qualifying heat for the race, Mueller's car was careening around the half-mile oval asphalt course when a huge cloud of smoke poured out from underneath the hood.
Coasting and being pushed into the pit, his mechanics determined Mueller's engine, had blown a piston, Hull said.
"The engine was totally destroyed, " he said. The pit crew heard that the owner of Devil's Bowl had a car with a new engine sitting in a garage on the grounds of the track, and Mueller made a quick offer to buy it, Hull continued.
Mueller's mechanics — assisted by the pit crew of well-known Plattsburgh racer Bucko Branham — then worked furiously to swap the motors. One of the pit crews dismantled the blown engine and removed it, while the other group extracted the new engine from the idle racer.
Mueller's crew then installed the new engine in Mueller's modified stock car, re-connecting the carburetor, manifold and all the other vital devices — within about 90 minutes, Hull said.
"We were busy boys," Hull quipped.
After a mere two laps on the new engine to warm it up, Mueller was behind the starting line — in sixth position amongst 14 other race cars.
Soon after the race started, Mueller dodged and weaved through the speeding traffic, pulling into the lead with about eight laps remaining in the 67-lap race.
Hull said Mueller's pit crew was overcome with emotion as the young driver sped towards the finish line, leaving every other competitor behind.
"We went crazy — we couldn't believe he was winning after what he'd just been through," Hull said.
As Mueller careened over the finish line, his many fans shrieked — then charged the track to celebrate with the grinning Mueller, joined by his family and friends, as well as the two pit crews.
Earlier this season, Mueller earned another dramatic win. In a June 20 race at Devil's Bowl, the Olmstedville native was situated at last place on the starting grid, but he battled his way to a first-place victory.
Mueller's wins are earning him points toward the championship of the 2014 Northern Modified Challenge Series.
Mueller's pit crew includes Ryan Griffin, Jason Hull and Rick Hull of Warrensburg; Travis Jeffords of Pottersville and Jessey's father Billy Mueller of Olmstedville.
In addition to Devil's Bowl, Mueller and crew compete at various race tracks in northeastern U.S. and Canada, including Airborne Raceway in Plattsburgh, Thunder Road in Barry Vt., Stafford Speedway in Connecticut, and Autodrome Saint-Eustache racing complex west of Montreal, Canada.
Mueller is sponsored by various enterprises, including local firms McMillen Construction of Chestertown and Mueller & Son Heavy Duty Towing & Recovery of Pottersville — a business owned by Billy Mueller.
Mueller, who has already won 10 races in 2014, noted that he started racing at the age of 15.
"I won my first race before I got my driver's license," he said.
To date in 2014, Mueller has already won nine races, he said, deferring credit to his combined pit crews for his latest victory.
"Winning the race after swapping engines was a cool deal — the guys just didn't give up," he said. "Competitors thought we were crazy."

subset: commoncrawl


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From the Director:
"At Carpe Diem, the interactive process of teaching and learning begins with three core principles: 1. Children learn best when their physical needs are met and they feel psychologically safe and secure. 2. Children construct their own knowledge through repeated social interaction with adults and other children or through physical experiences with objects. 3. Children learn best through experimentation and play, which motivates their interests and curiosity. Carpe Diem teachers take a hands-on approach to implementing a curriculum appropriate to your child's development and maintain ongoing assessments of their progress. " -- Excerpt taken from the Carpe Diem website


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Genre: Platformer
Publisher: Capcom
Developer: Grin
Release Date: Q3 2008
Bionic Commando: Rearmed is an enhanced remake of the Capcom classic from 1988. Former employees who worked on the original game are serving as consultants for this remake, so the level design remains largely faithful to the source material, from the numbered world map to the level layouts.
You play as Nathan "Rad" Spencer, and you must go behind enemy lines to rescue commando "Super Joe," who had been tasked with stopping the "The Albatross," an evil plan to take over the world. You move through the levels, shooting down enemies, employing your bionic arm to quickly climb up platforms or swing yourself across large gaps.
Your bionic arm has some new abilities, which expands your options in interacting with enemies and changes up some of the gameplay. In the original, you could have temporarily repelled an enemy by aiming your bionic arm in his direction, but in Rearmed, you can grab an enemy, pull him toward you, and carry him around for a short while before flinging him from a high platform. In the 1988 iteration, you could deploy your bionic arm to grab onto a barrel, but it remained static, so the only thing you could do was pull yourself closer to the enemy. The remake allows you to grab onto a barrel, pull it toward you, pick it up, and launch it at a foe.
In each level, you'll need to find a communication center, where you can contact your base camp and/or hack into the enemy network. You must contact your command center in order to progress (they have to "update" your bionic arm with the technology to unlock the next door), but the hacking is optional. In the original game, you needed to be equipped with the appropriate communicator before you could successfully intercept enemy radio transmissions, but Rearmed introduces a hacking minigame that is sort of a "lite" version of Portal. You're presented with a giant cube that can be rotated in full 3-D, and its contents are a yellow ball, a small green box indicating your objective, small blue transporter boxes, and small red boxes that won't allow you to move. The goal is to navigate the yellow ball to the green box by figuring out the appropriate moves to utilize the properties of the blue and red boxes.
Although Rearmed is very faithful to the original, Capcom producer Ben Judd admits that Grin has gone in to revamp the boss battles. For example, the boss of the first level is no longer a platoon of soldiers but the Guard Robot, which has been renamed "The Beetle." Since the robot only shoots to the left, the trick in the original BC was to run all the way to the right of the screen and shoot the Guard Robot from behind, where it couldn't defend itself. In BC: Rearmed, you must grab a barrel with your bionic arm and toss it at The Beetle to weaken its shields before you can land a few shots.
On the numbered world map, convoy trucks travel between each level, traversing the roads in set route patterns. If you cross the path of one of these trucks on your way to the next level, then you have to participate in a firefight in the isometric view.
Given the two decades since the original's release, the graphics in Rearmed have undergone an extremely impressive facelift. Almost everything is laid out in exactly the same way, but upon starting the game, players will immediately notice the heavy bloom effect that is present throughout the remake. The plumes of fire and smoke from explosions and gunshots look quite realistic and even include some heat-warping effects. When you shoot enemy soldiers, they fly back with some rag doll effects, sometimes hanging off the edge of platforms before falling off or disappearing from the screen.
Rearmed will also offer up a bevy of new content, including a two-player co-op mode, combat multiplayer mode that supports up to four players (Deathmatch, Last Man Standing, Don't Touch the Floor), and a 50-level challenge mode that focuses on using the bionic arm's swinging mechanic to get from point A to point B. Additionally, the title provides "Assist Blocks" in the Easy difficulty level, which will help newbies learn how to use the bionic arm without the frustration of constantly plummeting to their deaths.
A new Bionic Commando title is in the works for the current generation of consoles, but many fans of the original (myself included) are chomping at the bit for Bionic Commando: Rearmed. The graphics overhaul, improved boss battles, hacking minigame, new weapons and bionic arm abilities, multiplayer support and additional content will provide immense replay value. All of this is a complete steal at $10. Don't miss it!
More articles about Bionic Commando Rearmed


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Puppy Culture
Learning to stack your dog for the show ring.
Holistic Services from Award Winning Groomers
We focus on dog grooming that is more for the needs of the dog than just a great hair cut. We look for products with ingredients that are helpful for all kinds of skin types and products that work well with our beloved earth. We take our time, build relationships, and work healthy products into our dog's cleaning routine. With natural products and spa experiences, we strive for an experience we would want for our own furkids.
Learning to stack your dog for the show ring.


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Red Hat Developer Studio Beta1 发布
Red Hat Developer Studio 是一款基于 Eclipse 的集成开发环境, 整个开发环境包含 Red Hat & JBoss 家族的众多产品: Exadel Studio Pro, RichFaces, and Ajax4jsf — with the JBoss Enterprise Application Platform, which includes JBoss Seam, Hibernate, and the JBoss Application Server runtime, 此环境是开发 Enterprise Java, Ajax, 和 SOA 应用的理想平台, 包含以下功能:
- A seamless, unified programming model: Developer Studio leverages and provides new tools around JBoss Seam to build applications in a single, consistent manner. Today, the type of application typically dictates the programming model that a developer uses, which means that developers must learn to use many different models. JBoss Seam, currently being standardized as Web Beans in the Java Community Process, offers a simple, unified model for developing any type of application, thus eliminating the need for multiple programming models.
- Powerful Ajax capabilities: Developer Studio provides a powerful and integrated Ajax development environment with JBoss Seam and JBoss Ajax4jsf frameworks, JBoss RichFaces rich Web components, and What You See Is What You Get (WYSIWYG) tools for creating Ajax-enabled Web pages and interfaces.
- Comprehensive Java Platform, Enterprise Edition (EE) tooling: Developer Studio makes building Java EE applications easy, with capabilities like two-way visual (WYSIWYG) and source editing of JavaServer Faces (JSF) and Facelets pages, dynamic code assist, and a rich component palette. Furthermore, by including and integrating JBoss Application Server, Developer Studio simplifies deploying, running, and debugging Java EE applications.
- An integrated runtime with the developer tools: Developer Studio is the first open source Eclipse-based development environment that brings together the runtime with the tools. This eliminates the need for developers to cobble together different open source frameworks and components before they could start developing. Now, developers have an out-of-the-box IDE for all their development, from enterprise Java to Ajax to Linux development.


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At Temecula Yoga Collective, we work consciously to create a culture that nurtures the hearts of our children and supports a joyful family structure.
Our hope is to foster the beautiful spirits of our youth and support the village raising them. We offer classes for pregnant moms, moms with children, youth from toddler to teen, birthplan discussion groups, and even yoga for fertility. The family dynamic is an important part of a conscious community, and here at TYC we are creating a welcoming space.
Offerings (Read below for more details)
- Prenatal Yoga
- Yoga for Homeschool (We are a vendor for River Springs and Inspire Charter Schools.)
- Youth Classes with Simultaneous Adult Classes
- Toddlers and Mommies
- We also invite children who are old enough to focus in an adult class, to attend class with you! Cost will only be $5 for the child when you attend class together.
Prenatal Yoga
A great way to begin yoga as a family.
Wednesdays at 5:30p.m. with Garnet Dublin-Newby
Sundays at 4:00p.m. with Jamie Enfield
(Regular Class Prices apply)
1st and 3rd Thursdays at 9:00a.m.-9:45a.m. with Jeanette ($10)
For toddlers with a parent.
Children learn through play and they love to use their imagination. In class we begin to become aware of our yoga bodies by bending and stretching, singing buzzing like bees, roaring like lions, and even blowing bubbles. This is a simple practice where there is no right and wrong. Only being, doing, playing and expressing. Come play!
Yoga For Youth with Jeanette
Yoga helps your children develop strength, flexibility and balance through mindful movement. Miss Jeanette also inspires creativity through crafts and kids get to experience play and focus without having to worry about being wrong!
Temecula Yoga Collective is honored to be a vendor for River Springs and Inspire Charter Schools.
Please refer to our class schedule to register.
Wednesdays at 4:00p.m. Ages 4-11 (Simultaneous adult class with Danny)
Thursdays at 4:00p.m. Ages 8-12 (Simultaneous adult class with Brian)


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This GF Revenge Blog update is super fucking hot and there's so much to look at really when you think about it. This sexy red head apparently has a difficulty choosing her accessories or just likes to wear them all at once. Either way, though all that junk she was wearing caught my eye so did her big fucking boobs. They are colossal! Then she also, has a big ass that's nice and bubbly and she looks amazing popping that ass in the air. This red head may not have much fashion sense but her body is top notch and when it comes right down to it that's all that matters.
Join GF Revenge and have Complete Exclusivity to the Best Real Amateur Porn NOW for JUST $1! Hurry Before this Offer Ends!
Further more, this red head hottie, is a champ at deep throat blow jobs. Wait until you see her chowing down that dong until it just disappears withing the contours of her mouth. This honey is the bomb! The boyfriend was the submitter. He didn't mention that they've broken up so we can't really say. We're just hoping he sends us more of these red head blow job pictures. They totally rule! Check out this GF Revenge Submission in it's entirety. Believe me you won't be disappointed.


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Introduction To Oriental China
( Originally Published 1911 )
THIS book does not pretend to do more than to indicate to the collector the lines on which collections could or should be made, for " Chats on old Oriental China" scarcely imply a scientific treatise. Incident-ally one point will lead on to another, but with always this object in view, to send the collector to the museums to train his eye as well as his under-standing and to bring him in touch with all that makes for beauty in Oriental porcelain, a porcelain teaming with mythology, having decorations saturated with that mythology, full of emblems of all that concerns the best and highest life of the Chinese, pointing, we may say, to a religion which, although feebly understood in Europe, has been for centuries a real moving factor in the national life of the Oriental peoples. Hence, when we find the earliest European copies framed on Chinese mythology, and birds and flowers and beasts all unknown to the Occidental mind figuring upon vases at Dresden, at Chelsea, or at Sevres we are struck with the incongruity of the association. All European factories, at the first, strove to imitate that porcelain which had been in existence in China long before history in Europe had begun its accurate chronology.
There are collectors of the European productions who revel in the delights of fine Dresden groups, of marvellous Chelsea or Worcester vases, of Bristol figures and the other magnificent productions of the European factories in earthenware and porcelain, but we may safely say that the collector who takes up the study of Oriental porcelain relegates all these European productions into oblivion, and has only one desire, to secure the best possible specimens from the land of far Cathay.
The collection of Oriental porcelain is not easy, especially with regard to the finer productions. The old figures, vases and dishes made hundreds of years ago, decorated with taste and skill beyond all comparison, these can be purchased only by the few. But there are many genuine old pieces still unrecognised, but valuable, each telling its own story, and that story one that can be learnt. We said that there were dangers to the collector, and this is true ; for centuries the Chinese and Japanese have reproduced with minute accuracy the early productions —the Ming and the Kang-he—and the European factories have, in these later times, poured out upon the market many marvellous forgeries which would deceive, possibly, the very expert. The German imitations are passable, but those produced in France, especially in Paris, are so excellent that it would be well for buyers to judge of them, by daylight only—in fact, in buying any fine porcelain this rule should be adhered to. Remember this, there is no forgery existing which would deceive an expert worthy of the name, as there is, without exception, always a failure in some point, either in the colouring, glazing, paste, or drawing, which betrays the copy to a thorough student of Chinese porcelain. The best imitations are those made in Hungary about forty to fifty years ago ; the German copies by comparison are very inferior and weak. Never buy by artificial light, for " colours seen by candle-light do not look the same by day." Marks on porcelain should always be ignored, except when the piece bearing the said mark is beyond doubt ; it is an added interest to have a mark of the proper period. Not alone are patterns forged, but marks are forged ; hence when pattern and mark both agree with the old example, something more is required than a mere superficial knowledge of pattern and mark—that is, the paste or body has to be known, and more, the eye has to be trained so as to distinguish the special character of the piece—in fact, it is the tout ensemble which to the finest judges is the surest guide. They cannot tell why they know, but by a look they do know. It may be that the atmospheric influences extending over long years has softened and modified the colours and taken from them their boldness, so that when paste and glaze and colour all please the trained eye the purchase may be made in safety. And here we should advise our readers rather to buy from a respectable dealer than at auction sales. In the excitement of auction sales higher prices may be paid than would be prudent, or, indeed, it may be that the quality of the specimen bid for is not exactly that which the buyer requires, and the difficulty of changing it is accentuated when the purchaser buys at an auction. In fact, to a beginner with money to spend, no advice can be better than that he should put himself in the hands of a respectable dealer, informing him of his wants, telling him the price he is prepared to pay, and leaving him to deal squarely and fairly. Not only is there danger of the marks being forged and the pattern copied, but really old pieces of Oriental porcelain are often redecorated, so that upon an old piece is found the most elaborate decoration. This to the collector is most puzzling. He sees the porcelain is rare, and, as we have said, really old, and that the pattern and colour of the decoration is what he has been accustomed to either at Exhibitions, such as those in the National Museums, or in illustrations as given in the best books, yet the specimen is not right and it can be tested. The enamel decoration on a re-decorated piece produces a different effect from that upon an old piece. In the latter the enamel colours do not stand out like modern oil painting, but they lie flat and agree in general character and tone with the porcelain itself. Sometimes, in these re-decorated pieces, traces of the old decorations, covered up under the modern enamel decorations, may be found.
Amongst other hints to the collector of old Oriental porcelain must be one with regard to cracked and mended porcelain. By this we mean not alone those pieces which are built up as far as some particular part is concerned, and which can be tested by striking the various parts with a coin, when the difference between the ring of the original part and the dull sound from the composition used in mending may be easily detected. Further, the sense of smell may be brought into play. Generally, the composition used in mending old porcelain in this way smells of oil or turpentine. The third test may be applied by means of a magnifying-glass which will at once reveal the difference between the smooth original glaze and the varnish glaze added to cover the mend. But this is not all. Some mending is done at the factories, where a piece of porcelain of the same tone and colour, with the same decoration, is built and fixed on to the sound piece in such a way as to leave no trace that can be detected by sound, sight, or smell. In this case it really matters very little, as the character of the old porcelain is so well preserved that the piece may be regarded as being perfect. A very simple test for detecting a repair in porcelain is to pass the point of a pin, not too heavily, over the suspected part, when if the original has been at all interfered with, scratches and marks of the pin will be easily seen.


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Mária Švarbová is an amaaaaazing artist from Slovakia. Her photography is so pastel-y and moving and ethereal! When I discovered this talented woman's work on Instagram's Explore page, my first impression was that hers reminded me of a stripped-down Wes Anderson aesthetic. But Mária belongs in a field all by herself, come on guys – look at this. I haven't been excited about a photographer like this since Vincent Leroux.
Continue reading


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Last week in Part I of this series, I talked about relationships and how important they are to the success and health of healthcare. This week we're going to look at neuroscience and relationships and answer the question: What is going on between us?
It is common knowledge that verbal communication accounts for only 10 – 20 percent of what we are communicating while nonverbal tone, facial expression, eye-contact, body posture, speaking pace, and intonation help account for the other 80 – 90 percent. There is a lot of "stuff' going on that isn't necessarily conscious, clear, intentional or obvious.
Humans are Social Animals
Let me share an endearing example comes from my days as a nurse on a locked dementia unit where I observed two elderly residents; we'll call them Matilda and Louise. Matilda was well-known for talking incessantly about the motel her family used to own, and Louise was essentially deaf. Even with her hearing aids, one had to yell very loudly into one ear to get Louise's attention. One day the two women sat face to face at a dining room table while Matilda went on and on and on. I was nearby at the med cart and could hear repeated snippets of a storyline that I had heard countless times before.
"My father bought the motel after he came home from the war and he and mother were married. You could only get to it by a dirt road back then and you had to walk to get to the lake…"
Louise leaned in, her elbow on the table, her chin in her hand and "listened" to every word Matilda shared. She nodded, tilted her head and seemed genuinely interested. This went on for a good 45 minutes, despite the fact that Louise couldn't hear a word and had limited ability to process any verbal language. Nevertheless, there was a lot going on between them and it was lovely to watch.
We are social animals, complex, imperfect and ever-changing. Our personalities are different and we come from different cultures with varied values and beliefs. Our interactions are influenced by these and other differences such as gender, education, social and professional status, age, mood, life stressors, and even the weather. Such differences can present endless opportunities to develop our best selves, learn from, teach, and help each other grow.
Common Influencers of Social Engagement
Yet, it also seems safe to say that most of us have some "baggage" from our life, family and work experiences that influence our approaches to social engagement. Insecurities, fears, and broken or fragile trust are common human foibles that can limit our communication and relationship-building. Further, science supports that unless we are really open, present, and feel safe to learn from each other, some—and possibly very important parts—of what we want to communicate may be misunderstood, unspoken, or not heard.
Neuroscientist Dr. Stephen Porges, creator of the polyvagal theory, explains how our social behavior can be affected by our autonomic nervous system. His theory, which includes extensive research on vagal nerve physiology, reveals that we cannot be fully open or present when we feel any sense of threat to our personal safety. These autonomic responses are behaviorally linked to social communication (facial expression, vocalization, listening), mobilization (fight–flight behaviors), and immobilization (feigning death or "freezing," vasovagal syncope, and behavioral shutdown).
Given this, it isn't surprising that we face challenges with practicing the effective and respectful communication and teamwork necessary to provide safe care and achieve other important outcomes. This is a compelling call to action to try to understand our relationships better and seek solutions that help us build positive ones. The emerging field of interpersonal neurobiology is a natural place to search for more ideas.
Next week, I'll share the final installment of this series where we'll discuss how one simple practice can enhance neuroplasticity and help heal our relationships. What are some solutions you've put in place to help build better working relationships?


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Miami adds its voice to #YouAreWelcomeHere campaign
Class of 2022 will learn about civil rights during Convocation
Biochemists Gary Lorigan and Rick Page each awarded $1.8 million 5-year MIRA grant
Myaamia Center receives NEH grant to continue indigenous language revitalization
Ohio Writing Project's graduate teaching program celebrates 15th graduating class
Americans Abroad: Students create travel blogs to document their summer adventures
12 honorees of this year's 18 of the Last 9 hail from CAS
More News …
Convocation: Wil Haygood's Tigerland
(August 24)
Fall Classes Begin
(August 27)
Women's Equality Day
(August 29)
"Politics and Propaganda in Russia"
(August 29)
"Graphic Witness: Evidence and Testimony in the #MeToo Movement"
(August 30)
How Do I Study Abroad?
(August 30)
Labor Day
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Legend No. 17 (film)
(September 4)
More Events …
Boadway Distinguished Scholar-in-Residence Wil Haygood ('76) will debut his latest book, Tigerland: 1968-1969 A City Divided, a Nation Torn Apart, and a Magical Season of Healing, on August 24, at Miami's annual convocation ceremony.
Miami's Class of 2022 will be the first in the world to receive copies of Tigerland due to a special arrangement with the publisher. All are welcome to attend August 24's Convocation at 9 am at the Freedom Summer Memorial.
Watch on Facebook Live or Visit Tigerland.
As the center of Miami's diverse liberal arts curriculum, the College of Arts and Science (CAS) fosters a rigorous intellectual climate that promotes learning and discovery. The CAS offers 63 majors, 58 minors, and 10 co-majors to undergraduate students, as well as about 30 masters and 10 doctoral programs.
143 Upham Hall
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Advising: (513) 529-3031
Dean's Office: (513) 529-1234


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Real-Time Mach provides real-time thread and real-time synchronization facilites. A real-time thread can be created for a periodic or aperiodic activity with a timing constraint. Threads can be synchronized among them using a real-time version of the monitor based synchronization mechanism with a suitable locking protocol. In Real- Time Mach, we have implemented several locking policies, such as kernelized monitor, basic priority, priority inheritance protocol, priority ceiling protocol, and restartable critical section, for real-time applications. It can also avoid a unbonded priority inversionproblem.
In this paper, we describe the real-time synchronization facilities in Real-Time Mach and its implementation and performance evaluation. Our evaluation results demonstrated that a proper choice of locking policy can avoid unbounded priority inversions and improve the processor schedulability for real-time applications.


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Know more about this business than we do? Cool! Please submit any corrections or missing details you may have.Help us make it right
Be the first OregonLive.com user to add photos or videos of Pink Elephant
Love the bartenders for a dive bar also owner is really nice, good little outside beer garden and they have original coors on tap.
Got a few beers there with a friend because we didn't feel like driving all the way downtown to the places we usually go. Was served quickly but from you can imagine we felt like we didn't fit in with the "regulars" in the place. It was fun to people watch, especially the group of "very large girls" most covered in …
Pink Elephant the can be found at Lancaster Dr Se 115. The following is offered: Bars & Pubs. The entry is present with us since Sep 8, 2010 and was last updated on Nov 12, 2013. In Salem there are 28 other Bars & Pubs. An overview can be found here.
Pink Elephant The Tavern is located at 115 Lancaster Dr SE, Salem, OR. This location is in the Four Corners neighborhood. This business specializes in Bars, Pubs, & Clubs and has 1 review(s) with a star rating of 3.0.


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Transforming local manufacturing with light
The University of Adelaide will be working with local manufacturers to help them take advantage of emerging laser, sensor and other light-based technologies to transform their businesses.
Announced recently by Manufacturing, Innovation and Trade Minister Tom Kenyon, the 'Photonics Catalyst Program' will be delivered by the university's Institute for Photonics and Advanced Sensing and funded by a $500,000 grant over two years.
The program is a joint initiative between IPAS and the Department for Manufacturing, Innovation, Trade, Resources and Energy (DMITRE).
Photonics is the science and technology around the generation and control of light, including lasers, optical sensors and optical fibres.
"Photonics technologies represent a substantial opportunity for new advanced manufacturing operations in South Australia and have the potential to transform existing businesses," Tanya Monro, IPAS director professor, said.
"This program will provide a catalyst for local businesses to bring these technologies into local manufacturing operations, and help them gain and maintain a competitive edge. It will also drive innovation and local job creation.
"It also provides new opportunities for IPAS researchers to work with industry and create routes for the translation of their research."
The Photonics Catalyst Program will help connect South Australian companies with emerging photonics technologies, funding projects that give local businesses access to expertise, equipment, research capabilities and cutting-edge technologies.
It will fund the development of prototypes, testing of new photonic devices and adoption of new technologies into manufacturing systems.
"One example is the local wine industry which is investing in research and development of advanced photonic sensing technology at IPAS," Prof Munro said.
"This will enable winemakers to monitor the maturation of their wine in barrels in real time, with great potential for increased efficiencies and profitability.
"We want to create a local business environment that fully utilises the advantages that photonic technology can offer.
"The program will have a strong focus on developing solutions, creating new products and generating advanced manufacturing opportunities for South Australia."
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WASHINGTON (AP) - October 5, 2008 --Democratic vice presidential nominee Joe Biden has canceled his campaign appearances Monday and Tuesday after the death of his mother-in-law Sunday. Biden spokesman David Wade said Bonny Jean Jacobs, the mother of Biden's wife, Jill, died Sunday after a long illness.
Jacobs was 78 and lived in Willow Grove, Pa. Wade described her as a "homemaker and avid gardener with a lifelong love of reading."
"We appreciate everyone's respect for the family's privacy during this difficult time," Wade said.


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Originally posted by Night Star
Oh my God this thread is wild!
I doubt I would kill anyone because these beings are so violent , I think they would just end up killing us all off in the end anyway. Seems that they would actually enjoy the game while it's being played out.
Originally posted by Night Star
Start with killing those on death row in prison, the murderers then the rapist, the drug dealers, gang members etc.
So, the question is, will you do it?
This is just sick. These are the kind of mental gymnastics psycho killers use. I realize it's supposedly all hypothetical, but it's still sick.


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The Hills Season Finale Leads to Eight More Episodes!Matt Richenthal at . Comments
Lauren Conrad hinted all week that she made a "life-changing decision" in the Season 3 finale of The Hills, and she made good on her promise.
After passing up a summer internship in Paris to be with beau Jason Wahler in Season 1, LC got another chance to visit the fashion capital after boss Lisa Love told her she could accompany her pal/boss Whitney Port on a work trip!
After the finale, it was announced by Lauren Conrad that this spring, we'll get to see their Paris trip and much more as part of eight new episodes of The Hills!
Lauren Conrad and Whitney Port are Paris-bound!
Elsewhere, Spencer Pratt and Heidi Montag found themselves at a crossroads as wedding planning differences continued to threaten their relationship.
How did Brody take the news of LC's trip? What happened with Spencer and Heidi? Follow the link for a full recap of last night's quasi-finale of The Hills ...
Matt Richenthal is the Editor in Chief of TV Fanatic. Follow him on Twitter and on Google+.


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Situated on the Grand Canal, the atmosphere of PalazzinaG is that of a home full of charm and vitality, steeped in history, where guests can experience the melancholy grandeur of Venice like true Venetians.
No availabilty on selected datesSelect new dates
Privacy, flexibility, luxury and elegance are the fundamental elements of this exclusive property, designed by Philippe Starck. With no reception desk at the entrance area, a personalized check in marks the beginning of the tailor-made service guests can expect throughout their stay.
The facade of the three-storey PalazzinaG is a classical 16th-century shell, behind which generations of noble and haute-bourgeois families lived; several centuries earlier, the site served as a Roman spa. Classical references abound, including a restored central colonnade and modern columns. This design is echoed throughout the bar and the hotel's lobby and lounge, which provide interlocking public spaces. The 15 rooms and seven suite apartments are characterized by a marriage of contemporary and romantic design, highlighted by unique furnishings, glass works by the French artist Aristide Najean and sophisticated collector's items, with some rooms offering glimpses of the lagoon landscape.
- 26 rooms
- 4 floors
- High Speed Internet
- Restaurant
- Elevator
- Pets Allowed
- Bar
- Air Conditioned
- Laundry and Valet Services
- 24 Hour Security
- Concierge Desk
- 24 Hour Front Desk
The PG's Restaurant reflects the philosophy of PalazzinaG: a warm, informal, yet decadent atmosphere, where chef Luigi Frascella interacts with diners from a show-cooking counter. Continuing inside to the sixteenth-century wing of the palazzo, guests can enjoy the Krug Lounge, the second in the world. Overlooking the Grand Canal, it is open only for members and hotel guests. Adorned with unusual furnishings and accessories – such as a set of chairs shaped like animals and unique white silicone chandeliers – it is ideal for an aperitif before dinner or glass of champagne as a nightcap. In these surroundings guests can experience the enchanting history of Venice, accompanied by exclusive and personalized service.
Out and About Gay Travel Guides are available at each and every World Rainbow Hotel. They are prepared by the concierge and staff at the hotel and aim to provide you with up to date information about the local gay and lesbian scene.
Find out more about Out and About Gay Travel Guides here.
You can add your comments and suggestions about the local gay scene at this hotel.
Read about: Venice, PalazzinaG
About the Location
The PalazzinaG is located in the heart of Venice on the Grand Canal. The hotel is within a short walking distance to all of Venice's main museums, art galleries and sites including the La Fenice Theatre, Galleria dell Accademia and the Palazzo Grassi which is located a few short steps away.
The closet airport, Venezia Marco Polo is 15km away. Venezia St Lucia Railway staion is 15 minutes away. The St. Samuele boat station on line 2 is 20 meters away and the St Angelo boat station Line number 1 is 150m away.
Points of interest
- San Salvador Church
- Fortuny Museum
- La Fenice Opera House - Phoenix (Teatro La Fenice)
- Le Zitelle (Santa Maria della Presentazione)
- Goldoni's House (Casa Goldoni)
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Related Articles
Multinational information technology corporation HP has entered the Chrome buss. The roomers of a new cromebook by Hp has been proven right, as the company launched it's first ever Chrome OS based laptop, Pavilion 14, in the U.S, today.
The rumored specifications of the Pavilion 14 was leaked out from a PDF, that was spotted in the company's website. The PDF was latter removed and we did convey our suspicions of the PDF being a publicity stunt, rather then an accident. Anyhow, the rumored specifications turned out to be true.
Lets have a look at the specifications once again
HP Pavilion 14, priced at $330, will pack a 1.1GHz Celeron processor, 2GB RAM, and a 16GB solid-state drive. The device will also throw in a 14-inch, 1366 by 768 pixel display, which is larger then any other cromebook out there yet. Other features of the laptop includes a multi-format digital card reader, three USB 2.0 ports and an HDMI port and HD webcam. However, the laptop only has four hours and 15 minutes of battery life. The Laptop weighs in at 6 kgs, easily making it one amongst the heaviest Chromebooks in the market
Will the Pavilion 14 give stiff competition to the already popular Samsung and Acer Chromebooks and the newly released Lenovo Chromebook, is yet to be seen. The device, for now is only available in the U.S. and there is no information about it's release in other countries.


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Vulture Exclusive: Diddy to Be the Pope for Halloween
Diddy: 'Yes, I already bought the costume. The robe and the hat. I got it from a secondhand costume store in Los Angeles.'
Last night, at 1Oak, at a party thrown to celebrate Diddy's new gig as a cover model for this month's L'Uomo Vogue, we ran into the man himself. Since we've always been fans of Diddy's style, we inquired as to how he would be dressing for the upcoming Halloween holiday. "I'm going to be the Pope," he told us, stone-faced. We laughed and laughed, but it suddenly became very obvious that he was, in fact, completely serious: "Yes, I already bought the costume," he said. "The robe and the hat. I got it from a secondhand costume store in Los Angeles."


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|Per capita income:
|Population density:
|10k per square mile
|Median household income:
|Total population:
|89,736 people
|Median age:
|40 years old
|Square miles:
|8.26 square miles
|Percent renters:
|Median rent:
|Median rent, monthly change:
Santa Monica, located in western Los Angeles County, is an idyllic beachfront town. Home to the Santa Monica Pier, Santa Monica became a boom town in the 20th century and has continued with new growth into the 21st century.
Santa Monica offers first-rate shopping in areas like Third Street Promenade. Other notable parts of Santa Monica include the Santa Monica Pier, the Santa Monica Film Festival, and the annual Taste of Santa Monica festival every fall.
Santa Monica first began to develop in the early 1900s with the construction of the Santa Monica Pier. Santa Monica is a popular vacation spot, and place to live, because of its Mediterranean climate which affords the city an average of 310 days of sun per year. This beach attitude is reflected in the surrounding industry, mostly around tourism. Santa Monica was also instrumental in the rise of the skateboarding culture in the 1960s.


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Great for your child's development:
The Activity Triangle is brightly coloured and features lots of different shapes and moving parts to stimulate your little one's senses. The clear tubes with the colourful beads help teach your little one about cause and effect as they turn the triangle this way and that way, and fiddling with the flipping shapes and beads helps the development of fine motor skills.
ELC star quality:
- Suitable from 6 months
- Every side features a different activity
- Colourful rattling activity triangle
- With beads, spinners and shapes
- Great for developing fine motor skills and hand-to-eye coordination
- Stimulates the senses
Delivery CostOn all orders to mainland UK addresses we are able to offer an incentivised carriage charge based on your order value with us as follows:
|Order Value (£)
|Delivery Charge (£)
|£0.00 to £49.99
|£50.00 to £74.99
|£75.00 +
- Orders for the Scottish Highlands, the Channel Islands (Jersey and Guernsey), the Isle of Man or Ireland will all be charged at £9.95.
- We are able to deliver to European destinations and other parts of the world. Please refer our Delivery tab (at top) for more details.


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Drupal is one of the most powerful content management systems available out there and it's a very flexible system that allows developers to build everything right from personal to corporate websites and everything in between.
We are experts in Drupal website development ensuring top of the line functionalities that satisfy client's needs, requirements and expectations. This makes us #1 choice of clients looking for Drupal development services.
We build dynamic and intuitive websites offering a very satisfying user experience. Our Drupal developers are experts in using the wide range of features that this PHP based open source Content Management System provides, to create a Drupal solution that surpasses client expectations. Our comprehensive knowledge of all things Drupal ensures we give the perfect advice regarding the kind of a Drupal solution that will best fit your requirements.
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Those who want to report a crime tip to KSP can now do it using a confidential text. The program is called "Text A Tip" and state police say it'll have many benefits. Nationwide, text a tip programs are being promoted in schools to report weapon threats and reduce bullying.
Anyone can text "67283" in the address field, then type KSPTIP in the message field. Leave a space then enter the information about the crime. The messages are sent to a separate, third-party server where identifying information is stripped out. The program is not intended to be a replacement for 9-1-1. State police say if you are in danger or need police you should always dial 9-1-1.


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Infantino Singapore is giving away 2 My First Ready Bed worth $89.90 to 2 lucky winners! All you have to do is to
1. LIKE Infantino Singapore Page
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Contest ends 26 August 2013.
This contest has ended.
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British Petroleum (BP) Strategic Change Management
Published: Last Edited:
Disclaimer: This essay has been submitted by a student. This is not an example of the work written by our professional essay writers. You can view samples of our professional work here.
Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of UK Essays.
BP is most widely associated with its fuel stations and forecourt retail operations; it also has a wide range of activities. The exploration of oils, gas, extraction, transportation, and the processing and selling of fuels. Bp has developed a low carbon energy strategy such as wind farms and solar power. BP operates the Wild Bean Café brand in the UK, Europe, South Africa and Australia. The convenience store brand is also in the US. However, Wild Bean Cafés are focused on quality food and coffee, having a strategy of differentiation from competitors offering poorer quality Refreshments.
1.1.1. Company's Mission
The company aims to be competitive on the low pricing of its fuels, and this is evident on garage forecourts where drops in oil prices have been passed on to their consumers more rapidly than some of its competitors. In all BP's activities they seek to display some unchanging fundamental qualities, integrity, honesty, honest dealing treating everyone with respect and dignity, striving for mutual advantage and contributing to human progress.
The group aims
- To have the best competitive corporate, operating and financial performance.
- To improve and to be accessible, inclusive and diverse.
- To engage the creative talents of their employees, and develop and apply leading Cost- effective technology and intellectual creative to enhance innovation and new ideas.
- To carry on its business in an environmentally responsible manner, and develop cleaner energy and renewable energy sources. The group is committed to the responsible treatment of the planet's resources and to the development of sources of lower- carbon energy.
BP expresses that their group value fewer than four headings
- Performance
- People and capability
- Health, safety and environment
- External relationships
Compliance with the law and ethics > to comply with all applicable laws and regulations in each jurisdiction in which the group operates. All BP employees will be required to comply with the code of conduct, which prohibits illegal, corrupt or unethical practices and high standards of decency.
Continuous improvement > improve continuously in pursuit of the group values by setting targets and through encouragement of our employees.
Internal targets > to establish realistic and reasonable targets in the group plan. Any Progress against targets will be reported internally and analysed transparently and in a timely manner so that progress and variations can be understood voluntarily.
Human capability and technology > to nurture human capability and ensure that the right technology, skills, behaviours and intellectual property are available for the pursuit of the broad goals.
1.1.2. Challenges
- BP is currently underperforming due to
- TNK BP in Russia is currently experiencing power struggles between British executives running it and Russian billionaire shareholders
- It's safety record has been questioned
- The company has experienced an explosion at the Buncefield in 2005 which killed 15workers and the spill in the United States of America which caused pollution.
- The company has also lost consumer confidence.
- Financial problems
- Bp also has been responsible for the spill in the Gulf of Mexico
Understand issues relating to strategic change in an organisation
The importance of strategic change management in any organisation cannot be overemphasised. Change management has increasingly become a necessary business concept among business firms especially in the wake of the recent dynamic global business environment.
Strategy is the direction and the scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations.
Strategic change management is a systematic approach to dealing with change, both from the perspective of an organisation and on the individual level including adapting to change, controlling change, and effective change.
Julia Bologun (2001) describes strategic change as
"Arising from management trends such as culture change, business process swings, empowerment and total quality. Other change initiatives are driven by the need for organisations to reposition themselves in the wake of changing competitive business conditions".
Strategic change is context specific in any organisation and the way it is managed has no simple formula or universally agreed framework that will work in all cases (Bologun, 2001). Organisations have different challenges and issues that affect them and when the change process is deemed necessary to undertake, the roadmap is always different per case study.
Different theorists have made attempts by giving and emphasised that strategy must be context sensitive. The culture web framework is introduced as a means of addressing the 'softer' issues, which is a critical first step, as barriers to change must be identified. The strategy kaleidoscope will help managers to understand the change context and plan for transition.
According to Gray Hampel his refered strategies as Strategic decay the notion that the value of all strategies, no matter how brilliant decays overtime". (Gray Hampel 2000)
Abell.D also came up with his own understanding of strategy as Strategic windows and stressed the importance of the timing both entrance and exit of any given strategy (Abell .D 1978).
Henry Mintzberg looked at the changing world around him and concluded that there are five types of strategies (Henry Mintzberg 1988)
- Strategy as plan
- Strategy as ploy
- Strategy as pattern
- Strategy as position
- Strategy as perspective
The entire three theorists were talking about the equivalent things to which I do agree with. For an organisation such as BP to prevail in this ever changing market their strategies have to change and not stick to the same strategy for too long because it won't be as effective as it was, timing is of importance to an organisation, where and planning, of the strategy is vital.
AC2.1 Examine the need for strategic change in BP
All organisations are currently undergoing some type of change. Many of the organisation change programmes arising from management fads such as customs change, business process engineering, empowerment and total quality, branding, reputation. For instance BP had the need to change because of its Experience of controversies regarding business practices, environmental damage, and hazards to workers. Other large energy companies have come under fire for releasing huge amounts of greenhouse gasses into the atmosphere. For some time, BP is trying to turn a new leaf in its history book toward a more environmentally-friendly future through investments in renewable energy and a support of ethics and compliance initiatives. British Petroleum changed its name to BP and then tried to rebrand itself as Beyond Petroleum.
As an organisation it's important to change with time and surroundings. There is need for change because of the external and internal developments and internal factors.
These factors bring attention to the organisation to formulate and implement strategies to survive in the competitive market. There is need for strategic change because it is also necessary in order to gain competitive advantage enables the organisation to be focused also enables adaptability
BP has been able to enjoy a large market share and gain competitive advantage over its competitors because of accepting to change with its surroundings and by learning what its customers need and want from them as a company. Change has also enabled Bp to adapt in any environment; For example the company has gone green to protect the environment and have become the big campaigners for going green and change has also enabled the organisation to be focused on what is important to their stakeholders.
AC2.2 Assess the factors that are driving the driving the need for strategic change
According to Johnson, Scholes, Whittington (2006) "the major influence of change in organisations is categorised as six factors namely Political, Economic, Social, Technology, Environment, and Legal otherwise known as the PESTEL framework"
P- POLITICAL: Government stability, Taxation policy, foreign trade regulations and the social welfare policies.
E-ECONOMIC: Business cycles, GNP trends, interest rates, Money supply, inflation, unemployment, and disposable income.
S-SOCIO-CULTURAL: Analyzing the population demographics, income mobility, life style changes, Attitudes to work and leisure, Consumerism, levels of education.
T-TECHNOLOGY: Has unleashed a process that has been called "perennial gale of creative destruction."Technological change can make established products obsolete overnight and simultaneously create host new product possibilities. Thus technological change is both creative and destructive both an opportunity and a threat.
E-ENVIRONMENT: specifically stands for 'green' issues, such as pollution and waste.
L-LEGAL: embraces legislative constraints or changes, such as health and safety legislation or restrictions on company mergers and acquisitions.
The employment of a new leader.
Benchmarking exercise against external organisation
Senior management dissatisfaction with the status equo
Employee -Management conflict.
Bp has been affected by the political and the environmental aspect. It had a spill in the USA which had an intervention of the politicians. The organisation had to respond to the demands and controversy from the media, consumer and politicians of the state by changing alot of its strategies in place. BP agreed to the demands of the politicians (foreign trade regulations and social welfare policies) to compensate the residents affected by the spillage. All these problems needed Bp to change its strategies.
The world is advancing in technology and for it to compete in the ever changing business world, Bp has to be ready to change and adapt to those changes. The organisation has come up with programs that can help its staff to have knowledge of the new and advancing technology; For instance they needed to improve on the machinery that they use to drill. Bp has advanced in technology by using sophisticated technologies and tried- and true techniques to be able to find oil and gas.
The company also incurred a loss when they lost alot of oil in the spillage which affected their financial situation. The spillage affected their market share by its price dropping in the global market; the other factor which affected Bp was the environmental factor. The spillage polluted the water and hence affecting the resident's livelihood and it also affected the wildlife. BP had to come up with a strategy to stop the spillage which resulted to large sums of money being spent. Bp has changed and responded to change by striving to secure and make sure that it isn't affecting the environment since they are big campaigners of climate change and going green.
In the case of BP, management was dissatisfied with the way Tony Hayward Group Chief Executive handled the Mexico oil spillage. Tony Hayward resigned and this called for replacement of new management.
A.C2.3 Assess the resource implications of the organisation not responding to change
There are severe resource implications to an organisation such as BP for not responding to strategic change. The response should be implemented at the right time and BP's call to sort out the spillage needed a response at the time; had they not responded and acted as efficient as possible their reputation would have been damaged further.
If BP as an organisation does not respond to change, this will affect its entire resources adversely.
Human resources normally includes the
Restructuring Redundancies Interviewing
Hiring Training Layoffs
Physical resources mainly affect the non-current assets of an organisation such as
Financial resources have an impact and it may also have a huge one on the
Costs of training
Redundancy costs
Relocation costs
New building
Refurbishments of existing buildings
For BP to manage the changes effectively, Human Resource has to implement strategies that would enhance change:
Training is a vital aspect of human resource and ensuring that its members of staff and employees are well trained. The organisation bought together a project team to develop Andrew oilfield, located in the North Sea. Since discovery about 20 years earlier, attempts had been made to develop the field, but each conceptual plan floundered and Andrew had gained a reputation as being too difficult to achieve economic sanction. Bp brought in consultants who coached Bp engineers and contractors in ways of working together and "think out of the box" to solve Andrews technical and economic problems
Interviewing is paramount for the succession of Bp's organisational aims and objectives. Bp has to have the right employees in place so as to be able to compete with its competitors in the ever changing environment
Stakeholder is a person, group, or organisation that has direct or indirect stake in an organisation because it can affect or be affected by the organisations actions, objectives and policies.
Stakeholders in every organisation play a very important role in day to day running of an organisation. It is vital to develop a system that involves stakeholders in the planning of change. The systems need to be appropriate, applicable and workable in the organisation chosen.
Most importantly concentration must be devoted to the most influential stakeholder. Stakeholders include Government, suppliers, competitors, owners, customers, unions and these can be internal stakeholders or external stakeholders. It's important for Bp to have knowledge of its business surroundings for them to identify market segments to fulfil customer need. The expectations of BP will certainly be an increase in profit maximisation, growth in market share, capital investment, high product quality and high quality performance.
Systems to involve stakeholders
A system is a structured collection of parts that are highly incorporated to accomplish an overall goal. The system has various inputs, which go through certain processes to generate certain outputs, which collectively, accomplish the overall required goal for the system. So a system usually brings in stakeholders to perform in different aspects to achieve organisational objectives. (Online)
Configuration system - An organisations configuration consists of the structure, processes and relationships in the course of which the organisation operates. The reason for configuring challenges is vital to organisational success.
Functional structure- Once an organisation grows beyond a very basic level of size and complexity, it has to start dividing responsibilities. This system is based on the primary activities that have to be undertaken by an organisation such as production, finance and accounting, marketing, human resource and research and development.
Convergence system- This is where previously separate industries begin to overlap in terms of activities, technologies, products and customers. (G. Johnson et al 2008)
A.C3.2 Develop a change management strategy with stakeholders
Management strategy is an arrangement to manage stakeholders according to the level of power and level of interest. It is a key concept for business to survive /grow by responding to any environmental changes.
A strategy is the direction and scale of an organisation over the long term, which achieves advantage in a changing environment throughout its configuration of resources and competences with the aim of satisfying stakeholder expectations.
Stakeholder analysis helps an organisation to define whom to try to involve when designing a process of change. It also helps to determine in which way and how to include the stakeholder in the organisation. The process allows the organisation to find out whose information needs should be considered.
Involve them
Increase effort and level of interest
Engage and update
Lest important
Communication and update
Increase level of interest
The stakeholder analysis has two axis and four quadrants:
The x - axis represents influence
The y - axis denotes power
The quadrants are:
HH - high high
HL - high low
LH and LL low high and low low
High power, interested people these are the people you must fully keep and make the greatest efforts to satisfy.
High power, less interested people: put enough work in with people to keep them satisfied, but not so much that they become uninterested with the message.
Low power, less interested people keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.
Low power, less interested people: again, monitor these people, but do not turn them off with undue communication
For the analysis to be effective the following should be carried out:
Their interests, values, and concerns
What sources of stakeholder power
What claims they might make on the organisation
Who the most important stakeholders are from the organisations perspective
Map the relationship between them
Identify the resultant strategic challenges
A.C3.3 Evaluate the systems used to involve stakeholders in the planning of change
Six steps need to be taken into consideration so as to involve stakeholders in the planning of change:
Indentify: who the stakeholders are (government, customers, investors, suppliers)
Prioritise: Stakeholders will have varying degrees of power, influence and interest in planning. It's important to identify, prioritise and understand the impact they will have on the decisions made.
Map their profiles: This will show their different responsibility and who will have greater influence on the stakeholders.
Develop an engagement strategy: one way of engaging with the stakeholder is by using a stakeholder light traffic strategy. Using the traffic light image is a useful way to flag up what strategy is appropriate with the different relationships in place at any given time.
Optimise their support to make good of the support they are giving you in the planning of change. This is by ensuring that you keep those stakeholders satisfied.
Monitor changes to ensure that any changes are put across to those stakeholders. It's important to give frequent updates.
BP stakeholders can be involved through meetings such as the Annual general meetings where all aspects of the company are discussed with members of the BP board and Carl- Henric Syanberg as chairman. The chairman informs other stakeholders on the different plans and issues that were discussed by board and what projects they were ready to take as an organisation as an organisation.
Change in Bp happens all the time and I think that out of the four systems I have picked the stakeholder analysis because it is effective and it gets involves all stakeholders and Bp is able to operate for the best intentions of its stakeholders.
A.C3.4 Create a strategy for managing resistance to change
In every company there are forces involved when a company decides to adopt new strategies. There are resistive and driving forces. In this case the resistive forces are those that don't want to accept any kind of change brought about in the company and sometimes there those who are in the favour of change. It's important to put in place strategies of how to manage any resistance going on in the organisation
Individually, people may resist, although this is generally limited to the extent of their personal power. For those with lower power, this may include passive refusals and covert action. For those with more power, it can include open challenge and criticism.
When people find a common voice in organized resistance, and then their words and actions can create a significant threat to the change, even though they are individually less powerful. An organised resistance is usually a sign of a deep divide. People will not go to the bother of organizing unless they have serious issues with the change.
Passive resistance occurs where people do not take specific actions. At meetings, they will sit quietly and may appear to agree with the change. They may agree and then do nothing to fulfil their commitments.
Occurs where people are taking specific and deliberate action to resist the change. It may be overt, with such public statements and acts of resistance, and it may be covert, such as mobilizing others to create an underground resistance movement.
1-Participation and involvement: - Is a strategy which is used when dealing with key stakeholders of the organisation. Participation and involvement is usually adopted when the key stakeholders are neither keen nor interested in company matters and every time the company tries to adopt change for the benefit of the company they resist that change. Using such a strategy can be very helpful to achieve the objectives and on the other hand it is time consuming for the company.
2-Education and communication: - Is a strategy which is applied when stakeholders are not aware of benefit of the strategy. It's important to educate and communicate with the stakeholders so as to get them to understand the reason for the change. The major advantage of the strategy is that the stakeholders will cooperate productively and positively. Using this strategy can be time consuming and costly too.
3-Negotiation and compromise: -
The strategy of negotiation and compromise take place when there is a group division. By this strategy a company convince the both groups at working together for the benefit of company. Its also promotes unity which is very good for a company. It is cost effective.
The current situation for Bp Company is not good because there is division of groups. This groups are the Russian shareholder and the British shareholder. This means that there can be experiences of groups opposing each other's opinions hence bringing about resistance for change. In my opinion if BP as a Company has to sustain their rank in international market then they should work together and be united as an organization. Stakeholders should be ready compromise for the benefit of the company.
AC 1.1 Discuss models of strategic changes
There are many theories about how to accomplish change. Many begin with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced eight-step change process.(Lecture Notes)
Step One: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.
Step Two: Form a Powerful Coalition
Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough - you have to lead it.
Step Three: Create a Vision for Change
When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember
Step Four: Communicate the Vision
What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do.
Step Five: Remove Obstacles
If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.
Six: Create Short-term Wins
Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress.
Step seven Build on the Change
Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
Step Eight: Anchor the Changes in Corporate Culture the market
Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. (Lecture class)
Models of Strategic Change
Lewin's Change Management Model was developed in the 1950s by a psychologist named Kurt Lewin (Syque, 2007). According to Lewin for change to occur in an organisation he looked at three stages, which are still widely used today: unfreeze, transition, and refreeze.
Unfreeze - Most people tend to stay within certain comfortable zones and are usually hesitant of change. Employees tend to become comfortable in this unchanging environment and become uncomfortable when any change occurs, even if it is not a major one. To overcome this frozen state, we must initiate an unfreeze period, which is done through motivation. Motivation is important in any organisation, even when it is not changing.
Transition -This period is when the change is occurring, which is a voyage and not a step. The transition period takes time because employees dislike change. This is when leadership transition period is good for the company as well as the employees.
Refreeze - At the end of the transitional voyage, comes the next stage refreeze. At this stage it's where the company once again becomes stable.
BP has encountered several problems but they have been able to change with its challenging and demanding surroundings. BP as a company has changed its strategies for it to survive in this competitive business world. As an organisation there has been need for change and it has improvised strategies, so as to adapt to this ever changing world
AC1.2 Evaluate the relevance of models of strategic change to BP in the current economy
All organisations are currently undergoing some type of change. Many of the organisation change programmes arising from management fads such as customs change, business process engineering, empowerment and total quality, branding, reputation. For instance BP had the need to change because of its Experience of controversies regarding business practices, environmental damage, and hazards to workers. Other large energy companies have come under fire for releasing huge amounts of greenhouse gasses into the atmosphere. For some time, BP is trying to turn a new leaf in its history book toward a more environmentally-friendly future through investments in renewable energy and a support of ethics and compliance initiatives. British Petroleum changed its name to BP and then tried to rebrand itself as Beyond Petroleum.
The different models of strategic change are of relevance in the current economy because the group will be able to compete with other oil companies such as Shell strategically. These models assist on the sustainability of the group, the growth of the group and the market share by using the different models.
AC1.3 Assess the value of using strategic intervention techniques in organisations
Contingency Theory
There are many forms of contingency theory. Contingency theories are a class of behavioural theory that challenge that there is no one best way of organising or leading and that an organisational or leadership style that is efficient in some situations may not be successful in others (Fiedler, 1964). In other words: The most favourable organisation or leadership style is dependent upon various internal and external constraints.
There are also contingency theories that relate to decision making (Vroom and Yetton, 1973).
The effectiveness of a decision process depends upon a number of aspects of the situation such as the importance of the decision quality and acceptance; the amount of appropriate information possessed by the leader and subordinate and the likelihood that subordinates will accept an autocratic decision or assist in trying to make a good decision if allowed to participate; the amount of disagreement among subordinates with respect to their preferred alternatives.
Kurt Lewin and his colleagues did different leadership decision research in 1939 and acknowledged that there were three different styles of leadership, particularly about decision-making.
Participative Style
A leader who involves others in decision-making improves the perceptive of the issues involved by those who must carry out the decisions. Individuals are more committed to actions where they have been involved in the relevant decision-making.
A leader will find that people are less competitive and more collaborative when they are working on united goals.
When people make decisions jointly, the social commitment to one another is greater and that increases their commitment to the decision. Several people deciding collectively make better decisions than one person alone.
In this case the leader takes decisions without consulting with others. A leader makes a decision without any form of consultation. In Lewin's research he found that he this type of style caused the most level of discontent.
An autocratic style works when there is no requirement for any input on the decision, In style it means that the decision would not change as a result of input, and where the driving force of people to carry out subsequent actions would not be affected whether they were or were not involved in the decision-making.
Management Intervention
There are always teams in organisations that are there and the possibility of getting different results. No matter how dedicated a team is there will be times when conflicts, disagreements, differences of opinion and even unwillingness to compromise will arise. If management does not intervene and all issues are left unresolved these can prevent any team achieving and could potentially lead to the team falling apart. The challenge for management is to keep the team moving forward so as to achieve their main objectives. The question would be how can the differences be sorted out and how can management build harmony in teams?
When conflict arises the original reaction is often to ignore it and anticipate that it will go away. This has been experienced probably by all in different situations where things were not right between one or more people but decided to ignore it for what we thought will quiet down. The danger is that while management ignore the issue, the team drifts apart without achieving the results it knows that it is capable of delivering. Where there is conflict among colleagues it's important to have management intervention, by creating a safe space for that conflict to be surfaced so that the team can move forward.(online)
A.C 4.1Develop appropriate models for change
4.1 There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. (Lecture Notes)
Step One: Create Urgency
Scrutinize opportunities that should be, or could be, subjugated.
Start honest negotiations, and give vibrant and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your disagreement.
Bp has seen opportunity to use bio fuels that will use sustainable feedstocks that will minimize pressure or food supplies.
Step Two: Form a Powerful Coalition
Recognise the true leaders in your organisation.
Ask for a poignant commitment fom these key people.
Work on team building within your change alliance.
Check your team for weak areas, and ensure that you have a high-quality mix of people from different departments and different levels within your company.
BP has formed a strong coalition with two Brazilian bio fuel companies and businesses to develop advanced technologies to boost the use of bio fuels.
Step Three: Create a Vision for Change
establish the values that are central to the change.
Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
construct a strategy to accomplish that vision.
Ensure that your change coalition can describe the vision in five minutes or less.
Practice your "vision speech" often.
Bp is committed to the next generation of bio fuels, which will use non-food, non intensively formed crops a waste.
Step Four: Communicate the Vision
Converse often about your change vision.
Openly and honestly address peoples' concerns and anxieties.
Pertain your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision.
Lead by example.
BP has communicated about its plans and has been a leader in the bio-fuels use. They have been open and still are educating others on the benefits of bio-fuels.
Step Five: Remove Obstacles
Identify, or hire, change leaders whose main roles are to deliver the change.
Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Six: Create Short-term Wins
Look for sure-fire projects that you can implement without help from any strong critics of the change.
Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
Bp has analyzed the potential pros and cons of their target, they know that they can improve energy security and reduce GHG emissions. BP knows that some bio fuels are done less well and they may have negative impacts on the natural habitats and may not meaningfully reduce GHG emissions BP does bio fuels well
Step seven Build on the Change
After every win, analyze what went right and what needs improving.
Set goals to continue building on the momentum you've achieved.
Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
BP has been promoting and researching is already proving that into higher proportions of bio fuels can be blended into gasoline.
Step Eight: Anchor the Changes in Corporate Culture the market
After every win, evaluate what went right and what needs improving.
Set goals to persist building on the impetus you've achieved.
Keep ideas brand new by bringing in new change agents and leaders for your change alliance.
BP has ensured that the developments show the huge near-term alternative to fossil fuels in the transport market.
A.C4.2 Plan to implement a model for change
Matrix Organisation:
A matrix organisation can be defined as a team approach, frequently to the development of an invention or another specific mission. In a matrix, a team is created from people from different parts of the business, with different strengths and areas of expertise. Though usually led b y a project supervisor it is more equivalent than a traditional hierarchical (or pyramid) structure, and more freedom is expected from individual members of the team. Roles may also be less clearly defined, with some overlap concerning areas of responsibility. A matrix may be lasting, but is often changed according to the needs of the existing project. (G. Johnson et al 2005)
The Contextual Planning Model :
Contextual planning (Peterson, 1997) is suitable in situations where the external environment is changing rapidly, where the industry is undergoing enormous changes, and where the organization will need to examine its own mission, external relationships, organizational structures and processes, and it's very institutional culture, when addressing issues of change and variation. Although incorporating elements of long-range and strategic planning processes, contextual planning differs in some essential ways.
Long-range planning assumes circumstances of relatively stable or predictable enrolment demands and reserve flows, limited competition, and an unchanging institutional mission. Contextual planning is more proactive, It therefore, assumes that the environment and the organization are changing, but they can be influenced and guided by proactive measures. Externally, institutions must look at sources of competition, coalition and cooperation. Internally, it must examine its own mission, structures and culture in order to find ways to adapt and thrive in the face of external changes. (J. Harrison2006)
In the case of BP I would recommend that they use the Contextual planning model as it suitable for the ever changing environment of the organisation (Internally and externally). The model is effective in situations of incorporating the different elements of strategic planning processes.
4.3 Methods of Monitoring Progress: -
BP is going through different changes and they have adopted change for their enhancement of the organisation. By using them they could be able to compete with their rivals effectively and hold maximum shares in respective market. For Bp to assess the results of change the company will take the following steps:
Goal based evaluation: -
In goal based evaluation the company management sets goals; to achieve those goals the company management starts the process the change. At the end of the process BP will check whether the goals have been achieved or not.
Process based evaluation:
-In this process BP waits for the process to be completed and give result. If it gives the right results then the objectives would have been achieved if it does not BP will change whole process or make some changes in the previous process.
Outcome based evaluation
Outcome based evaluation means that when a company sets a target; they will have to achieve that target. The company starts the process of change, they will have to wait for the outcome and then compare that outcome with their expectations.
This is a very strict and popular method of monitoring progress. In this method every department of the company has been given a task and they have to complete that task in given time.
Meetings are held in every business to monitor their progress. In actual fact it is basic and an important tool to check on the progress of a company. These meetings can be held at domestic and international level depending on the business. Company managers represent their own branch's at these meeting and it is opportunity to inform their directors on the progress of the company and what they need to improve on as an organisation.
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Ryan Homes Announces the Grand Opening of the New Daventry Single-Family Model Home at Waters Run in Selbyville, DE
Jan 31, 2013, 11:59 EST
SELBYVILLE, Del., Jan. 31, 2013 /PRNewswire/ -- NVR, Inc. (NYSE : NVR ), one of the nation's largest homebuilding and mortgage banking companies, announces the Grand Opening of the Daventry single-family model home at Waters Run in Selbyville, Delaware. Built by NVR's Ryan Homes division, Waters Run offers the lowest-priced single-family detached homes with water access within 4 miles to the beach areas of Fenwick Island. Prices at Waters Run start from the $290's.
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About NVR
NVR, Inc. operates in two business segments: homebuilding and mortgage banking. The homebuilding unit sells and builds homes under the Ryan Homes, NVHomes, Fox Ridge Homes and Heartland Homes trade names, and operates in 27 metropolitan areas in 15 states and Washington, D.C. For more information about NVR, Inc. and its brands, see www.nvrinc.com, www.ryanhomes.com, www.nvhomes.com, www.foxridgehomes.com and www.heartlandcustomhomes.com.
The information in this press release is subject to change and the pricing and other features of any NVR-built home will be established at the time of sale. ENERGY STAR is a registered trademark owned by the U.S. government.
SOURCE NVR, Inc.