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Bird Versus Bird
November 29, 2014 - As long as I'm not the one being hunted, seeing scene such as this of nature's hunters and hunted are fascinating. This...Read the Full Post »
Peeking Sunset
November 28, 2014 - Sunset on Pinckney Island National Wildlife Reserve. Peeking underneath the low Live Oak branches, this sunset streams t...Read the Full Post »
Sunset Moss Road
November 26, 2014 - Sunset lights up the "Spanish Moss" on the Oaks that line this trail road on Pinckney Island National Wildlife Reserve....Read the Full Post »
Pinckney Dock Sunset
November 25, 2014 - Just past sunset, at low tide, peeking out from under the low hanging limbs of an Oak on the shore, I got this glimpse o...Read the Full Post »
Low Tide Scuplture
November 22, 2014 - Sometimes nature is the best artist. This collection of driftwood makes the scene perfect, among the mud and sea grass a...Read the Full Post »
Cemetery Oaks
November 21, 2014 - To give you some sense of scale, that's our car at the far lower right of the frame. These massive Live Oak trees stand...Read the Full Post »
Diamonds on the Ocean
November 20, 2014 - Here I go again. Posting yet another picture from our balcony. I can't help it. I'm a boy from the Central Plains th...Read the Full Post »
Snake Snack
November 18, 2014 - Sometimes I hunt for hours and no picture comes into view. With this bird, we almost drove into this Heron and its snak...Read the Full Post »
Stormy Sunset
November 17, 2014 - It rained today, with winds that whipped the waves into a pounding surf against the beach sand. Sunset opened up the ski...Read the Full Post »
Shearwater Stance
November 17, 2014 - Standing on the fishing pier at Tybee Island, this bird was on the lookout for a meal. I believe it's a Cory's Shearwate...Read the Full Post »
A Touch Of Red
November 16, 2014 - The lone red leaf stands apart from its green brethren as sunset fires through. In the forest at last light of day, the...Read the Full Post »
Sunset Forest Glow
November 16, 2014 - At the end of the day, with about 45 minutes left until our next appointment, Karen and I went for a walk in the Audubon...Read the Full Post »
Tybee Island Lighthouse
November 15, 2014 - Magnificent structure, full of and surrounded by history, the Tybee Island Lighthouse looks wonderful against the gather...Read the Full Post »
Great Egret
November 14, 2014 - Standing still for only a few short seconds, this Great Egret too soon took off for a less crowded location on the pond...Read the Full Post »
Moss Path
November 13, 2014 - The moss hanging from the oaks along one path in the Savannah Wildlife Reserve. The light was just right.Read the Full Post »
Atlantic Sunset
November 12, 2014 - People ask why we keep coming back to Hilton Head Island every year. This is our sunset view. Just one of the things th...Read the Full Post »
Zebra Longwing
November 11, 2014 - One of the many butterflies found during our initial moments at the Savannah Wildlife Preserve, this Zebra Longwing butt...Read the Full Post »
Hawk Eyed
November 10, 2014 - Walking around the Savannah Wildlife Preserve, we saw birds aplenty. Egrets, Kestrel, Woodpecker, Heron, Ducks, and on....Read the Full Post »
Moss Reflection
November 09, 2014 - One of the many peaceful spots in Sea Pines Forest Preserve, a 600 acre section of historic lands that are preserved on...Read the Full Post »
Hunting Pair
November 08, 2014 - I was taking pictures of the passing shrimp boat at sunset, when a Pelican took a dive into the ocean for its own supper...Read the Full Post »
Sunset Stripe
November 07, 2014 - Sometimes, you have to accept the scene before you and let go of the one you planned for. The full moon was to come up...Read the Full Post »
Canal Woods
November 06, 2014 - The Savannah-Ogeechee Canal was once a 16+ miles long waterway that allowed remote farms and plantations access to the p...Read the Full Post »
November 04, 2014 - A Seagull, soaring aloft, riding the ocean breeze in a relentless search for sustenance.Read the Full Post »
November 03, 2014 - Cormorants and turtles sun themselves on a fallen tree on a pond in the Sea Pine Forest Preserve on Hilton Head Island....Read the Full Post »
Penning Photography - Portraits, Events, Commercial and more.
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text: CV360 Mobile is an application for Trucks sales team in dealers and central organization. The purpose of the tool is to increase sales and improve efficiency in sales activities. This application is a mobile version of CV360 Web application and will help sales team to view customer data and maintain opportunities/activities data

subset: commoncrawl


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25 things you shouldn't be afraid of
25 things you shouldn't be afraid of
Phobias, by definition, are irrational and have little to do with an actual danger. Nevertheless, people can suffer high episodes of anxiety over activities that some take for granted. Cycle through this slideshow to see some common, and uncommon, phobias.
Click here to view the gallery
Sign up for our email newsletters to get breaking news right in your inbox. Click here from your desktop computer to sign up; on our mobile website, use the drop down to the right to "Get Email Alerts."


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Born from the manifesto, Food with Purpose, the store takes a holistic approach to healthy food and how it is sourced, produced and sold in store.
Dubbed as Green Label, the new store is located in the recently renovated MLC food court in Sydney's CBD.
View all jobs
Post a Job Ad — It's FREE!


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Maybe Saoirse Ronan wasn't kidding when she suggested that "everyone" had auditioned for "Star Wars: Episode VII." Before Sunday night's MTV Movie Awards, both Ansel Elgort and Beau Mirchoff admitted to speaking with the "Star Wars" production team about potential roles.
"I think they told me, 'No, you're not in it,'" Elgort, who stars in "The Fault in Our Stars," said about "Episode VII" when asked if his "Star Wars" audition was a success.
Mirchoff, star of the MTV series "Awkward," said he also auditioned for a part, but had not heard back yet one way or another about whether he was cast.
"I mean, everybody's going in on this project. They're trying to figure out what they want," Michael B. Jordan, another star who auditioned, said last year. Thus far, that has been the tricky part: As of now, the only confirmed role in "Star Wars: Episode VII" is R2D2. It's also rumored that Chewbacca actor Peter Mayhew and original cast members Harrison Ford, Carrie Fisher and Mark Hamill will appear in the J.J. Abrams film.
Watch the MTV video below for the comments made by Elgort and Mirchoff.
Get More: 2014 MTV Movie Awards, Latest Movie News


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In Idlib, Turkey could deter Russian airstrikes and ensure the region remains out of the Syrian regime's control by going after extremist groups.
Changes to Turkey's electoral laws have increased the potential for electoral fraud.
Impending sanctions on Iran will make Turkey's energy imports more expensive and contribute to the devaluation of the lira.
Erdogan has managed to gain appeal across the region by emphasizing his independent foreign policy and successful economic and religious stewardship while still maintaining an appearance of electoral democracy.
Turkey's opposition parties have moderated their ideologies and coordinated their strategies to collectively win more votes in the upcoming elections, which could deal a blow to the ruling AKP.
Turkey's military engagement in Syria could lead the PKK to reorient its focus back toward Turkey, where increased repression has left Kurdish activists fewer nonviolent alternatives for opposition.
Turkey's military incursion into Kurdish-controlled northern Syria risks straining diplomatic ties and exposing Turkey to increased terror threats.
Though challenges remain, Turkey is pushing forward with efforts to integrate Syrian students and teachers into its education system.
Despite tensions over Syria, Turkey is increasingly turning to Russia to secure its foreign and domestic policy needs.
After Turkey's constitutional referendum, it is increasingly apparent that its government is exhibiting similar authoritarian tendencies to Egypt since 2013.
Despite a number of challenges, many Syrian refugees find Turkey offers much more than Europe does.
Sada contributors share their take on what the extraordinary election of Donald Trump could mean for a region in turmoil.
The operation to retake Mosul is part of a broader power struggle between Baghdad and Ankara over spheres of influence in northern Iraq.
Turkey's shift away from the West since the July 15 coup attempt is a deliberate tactic to strengthen the government's domestic support base and pursue a more aggressive regional role.
Turkey's failed coup attempt suggests the military's political role has reached a nadir, but politicization of the institution continues.
The driving factors of the new war between Turkey and the PKK are intricately linked to the Syrian theater.
Supporting Kurdish groups in Syria could empower them to play a role in resolving regional conflicts, not just in Syria but also in Iraq and Turkey.
Turkey's ruling Justice and Development Party successfully convinced a cross-section of voters that it was the only party able to maintain domestic security.
Turkey's general elections show the HDP successfully broadened its voter base, but it is unclear how this will affect negotiations to form a parliamentary coalition.
Although real progress is being made on Kurdish peace in Turkey, the PKK is not likely to disarm anytime soon.


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Ynetnews reports: At 25, Akiva Neuman's résumé reads like every Jewish mother's dream, as a graduate student specializing in taxation who is finishing his rabbinical studies at the prestigious Yeshiva University.
This week, however, Neuman became the teenage dream for quite a few American girls (and boys), Jewish and otherwise, after he passed the difficult obstacle course on the popular reality show "American Ninja Warrior." An instant media sensation, Neuman was quickly nicknamed "Ninja Rabbi."
As Neuman went through each stage of the obstacle course, audience members cheered him on with calls of "Rabbi, Rabbi." Throughout the course and the preceding interviews, he kept his kippa and traditional tzitzit on, as everyday symbols of his faith.
Participating in "American Ninja Warrior" is not just a personal accomplishment for Neuman, but also a chance to show that Orthodox Judaism can build on physical strength, as well.
Read more here.


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A settlement of $11.5 million will be paid to Plaintiff's involved in an incident on Air France and two other Airline companies. A judge in the city approved that Air France will pay $9.5 million plus interest and Airbus SAS and Goodrich Corp. will pay $1.58 million to each passenger of Air France Flight 358, which crashed into a ravine after missing the runway at Pearson International Airport in August 2005. No one was killed in the accident, although 33 individuals were injured. The settlement drawn out is fair and reasonable and was made regarding the interest of the passengers involved.
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Sugarland's Kristian Bush Has Sold Out His Two Solo Thanksgiving Shows In Georgia.
Kristian Bush, one half of country music super-duo Sugarland, sold out his two solo Thanksgiving shows at Eddie's Attic in Decatur, GA so quickly that for the first time, he is adding an encore performance on Monday, Nov. 26.
"I've been a songwriter my entire life, and Eddie's is the club where I got my start, so I'm happy to keep on playing for as long as people want to listen. I'm thrilled so many fans want to ring in their holiday season with this show that means so much to me." -Bush
Bush is also announcing his special guests Ellis Paul and Mercury Records newcomer Canaan Smith. They will join him Nov. 25, and Smith along with singer-songwriter Patrick Davis will sit in on Nov. 26
Tickets will go on sale for the encore performance of "Kristian Bush and Friends" this Friday, Oct. 12 at 9am ET through the venue's website, eddiesattic.com.
Bush will make his third appearance on the CMA Songwriter Series on Oct 31 in Nashville as part of Country Music Month.
Similar Posts:
- Canaan Smith Releases We Got Us
- Kristian Bush Talks About Hats, Kenny, Covers, and Dates
- Sugarland's In the Hands of the Fans Tour 2012
- Out June 8th: New Sugarland Album "Bigger"
Find the most current Sugarland tour dates from our partners at Country Music On Tour, your trusted country concert ticket source!


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For more information regarding kidney transplantation, please click on the link below.
© 2017 Temple University Health System, Inc., Philadelphia, Pennsylvania. All rights reserved.
Disclaimer: Temple Health refers to the health, education and research activities carried out by the affiliates of Temple University Health System (TUHS) and by the Lewis Katz School of Medicine at Temple University. TUHS neither provides nor controls the provision of health care. All health care is provided by its member organizations or independent health care providers affiliated with TUHS member organizations. Each TUHS member organization is owned and operated pursuant to its governing documents.


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Archive for October 2009
WiX: Creating Scheduled Tasks
The SCHTASKS command line program provides functions for creating and deleting scheduled tasks. It's the quickest and easiest means to create a scheduled task as part of an install and the option I chose for the installer for the project I'm currently working on.
However, I've found that while creating a scheduled task is easy enough, deleting it during an uninstall is a little bit more complicated.
I defined two custom actions in the WiX file for the installer:
<CustomAction Id="CreateFolderCleanerScheduledTask" Directory="CLEANER_DIR" ExeCommand=""[SystemFolder]schtasks.exe" /Create /RU "[ScheduledTaskUsername]" /RP "[ScheduledTaskPassword]" /SC DAILY /MO 1 /ST 01:00:00 /TN "VitalData Folder Cleaner" /TR "\"[CLEANER_DIR]DailyClean.cmd\""" Execute="commit" Return="ignore" />
<CustomAction Id="DeleteFolderCleanerScheduledTask" Directory="CLEANER_DIR" ExeCommand=""[SystemFolder]schtasks.exe" /Delete /F /TN "VitalData Folder Cleaner"" Execute="commit" Return="ignore" />
The first custom action executed successfully during the install to create the scheduled task but the second failed with an odd message indicating that the program, presumably SCHTASKS, could not be found.
I got lucky when I guessed it was something to do with the Execute attribute. I changed it to "deferred" (on the second custom action only) and then the program executed successfully.
Now I just have to work out why that fixed the problem!
The generator failed while calculating the amount of time to sleep until the next quantum ends
I'm writing an interface for an application that needs to work with a clinical health system that uses Microsoft SQL Server Notification Services. A few weeks ago I started up the virtual machine that has a copy of the clinical health system installed on it and noticed that one of its services had failed to start. Repeated attempts to start it failed and when I looked in the event log I saw this cryptic error message from SQL Server Notification Services:
The generator failed while calculating the amount of time to sleep until the next quantum ends.
For once, Google didn't provide any useful links that might shed some light on the problem or explain how to resolve it. Fortunately, the technical guys at the company that develops the clinical health system had seen the problem previously and were able to tell me how to resolve it.
The problem arises when Notification Services hasn't been running for more than 20 days and 20 hours because the calculation it uses to determine how long it is since it was last ran overflows when the elapsed time is greater than this. Seems like Microsoft didn't test this bit of Notification Services very rigorously.
The solution to get Notification Services started again is:
- Ensure that all Notification Services applications (usually services) are stopped.
- Run the NSSetQuantumClockDate stored procedure in each database that uses Notification Services specifying the date and time from which notifications should be processed.
- Restart the Notifications Services applications.
- Check that the services all restarted successfully and check the event log to confirm that the problem has been resolved.


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So we're thinking about the future, but lets also honor the things we made in the past. Like on this day in 1975, I finished the best thing I've ever made. (Happy birthday, Mollie!) What's a great thing you've made?
16 thoughts on "Working Wednesdays: Things We Have Made"
No one becomes an artist if they don't think most of their art is the great, or even the best thing almost any other artist has made, excepting my paintings which waiver between merely good and mediocre. I have two intaglio decorated hand-thrown pots that I love, 5 bronzes, a torso and a couple of busts. And a hand-full of fine embroideries that I created and made decades ago are as good as any historic fine embroideries.
Thank you for asking this. After a year or two of doing nothing except sanding, shellacking and varnishing, I had almost forgotten that I ever created anything that I would love forever.
The thing that leaps to mind is the halloween afghan I made, inspired by directions someone kindly posted of a lovely mesh bat panel. Of course, I couldn't leave well enough alone so I branched out to ghosts (so no longer symmetrical – one of the points of mesh work – sign)
I shared it years ago http://reinventingfabulous.com/jenny-make-it-tuesday-8/bat-panel/
but just posted it ravelry, so thanks for the reason to finally get around to this. https://www.ravelry.com/projects/jennifernennifer/halloween-afghan
Happy birthday to Mollie!
Happy birthday to Mollie… and here's to offspring. We have our ups and downs, and Minion 1 has presented us with challenges and steep learning curves. But both Minions have had big days today – Minion 2 started at his new school, and Minion 1 is in the midst of organising his own appeal to be readmitted to the student roll at his university – he failed to complete his registration and is having to negotiate his way back from the brink. Highly motivated by the desire to continue at university, he's actually getting himself in order, with some support from me, sure, but I think he's taking further steps to independence.
As for the things I've made, I'm proud of the writing I have done, and I'm really glad that I've persisted and headed for the next level of management and involvement in education. It's going to be one of the most demanding jobs I've ever had but now that it is really starting properly, I am really excited about being in an amazing school that is really committed to its students and staff – not just talking the talk, but really trying to walk the walk.
One of my favourites is the garden I made at the cottage I rented for nine years; and the ebook I wrote and photographed to celebrate it.
My home.
I made two special quilts. One was a brilliantly colourful Amish quilt. All done by hand. We buried my father in it.
The other was a heart quilt I made for my uncle when he had his heart attack. It had blues and purples and lots of paisley. Twenty-two years later, my aunt still has it over her recliner.
Belated birthday wishes to Mollie.
Where's the "like" button???
With my husband writing the music, I wrote the lyrics to between 60 and 70 songs that were performed by a high school group as part of 6 one-hour Christian themed contemporary musical plays. Some of the lyrics were kind of mediocre but there was always one or two songs per musical that really stood out to me. Of course almost no one remembers them now or will remember them in the future, but that's okay. They spoke to us back then.
What will last for a generation or more are the Christmas stockings I have been cross-stitching for family members, starting when my daughter was born. Two of them are even over seas with past exchange students. I just finished the most recent just before Christmas, for my 11-month old granddaughter.
Given the battleground that was my parents' marriage, I am most proud of the marriage put together with my husband for 45 years now.
And the compilation book of garden writing I edited and for which I wrote the introductions.
Finally, despite all laziness, the house stays reasonably clean and negotiable.
Friendships sustained floats around there too, filling the cracks.
That makes me smile.
I just made an inside outside chocolate chip bundt cake with a chocolate raspberry glaze. The kids said it was amazing. Served with ice cream and fresh raspberries. Seconds anyone?
hmm, I included a link to ravelry and am stuck in moderation?
My 51 year marriage
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Currently we have one very special, used german made Velocabs for sale. It's in working order but the main body will need some attention for minor damage. This pedicab is being sold in good working order but before pickup all used pedicabs get a complete check over to ensure this, though are still sold 'as seen' without any warranty. (Fabric is not included)
This pedicab has
1. Hydraulic brakes at the back and front
2. 8 speed gears - shimano parts (up gradable to 24spd)
3. Full 12v LED lighting system, which have indicators & running lights.
4. A Rain canopy, which can be folded when pedicabs are parked on there rear (need less floor space).
5. Strong fiberglass carrage.
6. Easy access step.
7. Seating for up to 2x adults.
8. Triple crown forks
9. Ample storage space under passenger bench.
10. A full service history from commissioning.
The asking price for this unit is £4800inc vat


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How can we best explain and then remind jurors that this trial is the one and only opportunity each of our clients will have to recover for losses that have yet to arise? At a time in American history when millions of people are barely coping with the day-to-day hardships involving unemployment, illness, an aging population and a system of higher education that is becoming less and less accessible to the middle class, how and why should jurors award money to someone else; the greatest challenge in a courtroom today is generating appropriate empathy for plaintiffs.
Make It Come Alive
Very often, lawyers behave somewhat apologetic in the presentation of damage evidence . That does not help. The direct exam of each damage witness should incorporate the various techniques of persuasion. Begin your examination with a strong point and end with another strong point. Areas that must be covered during the examination but have little dramatic or emotional impact should be sandwiched between the opening and closing points. Use "foreshadowing" when changing from one topic to another during the examination. As an example, you can begin questioning by stating: "Mrs. Coben, I'd like to talk with you about what life was like at home during the first few weeks after John came home from rehab". "Foreshadowing" signals to the witness and the jury what area you are about to cover. Draw the jury into the examination by making it as interactive as possible. Get witnesses off the witness stand and down in front of the jury with charts, photos, and other exhibits. Often, a physiatrist or life care planner will provide significant testimony concerning the client's struggles with independence and the need for home attendant care. Integrate into this testimony a narrative of the day-in-the-life film, photographs of the client's home and the client participating in daily activities. You should even consider, if it can be done tastefully, having a medically related witness demonstrate some of the client's medical or functional issues by placing the client in front of the jury box to demonstrate facets of his or her disability.
Hedonic Damages
Every jurisdiction allows the jury to award sums of money for "pain and suffering", disability and disfigurement. In most jurisdictions, victims may also recover for the loss of life's pleasures. While some states allow "economic evidence" of the value of these hedonic damages, and ask the jury to award a specific amount of money for these losses, counsel should seriously consider the necessity or logic of making a specific monetary request when evidence of other financial losses — usually involving several million dollars — has already been presented for medical and job related losses. Perhaps the better approach is to apply the adage that a picture is worth a thousand words. With the use of a day-in-the-life film and, an appropriate, but brief court appearance by your client, you can make a much greater impact than by insulting the jury's intelligence in presuming they cannot fairly address this damage claim.
Economic Projections of Future Losses.
The economic factors affecting medical costs and wages are primarily inflation and productivity growth. Inflation is the rise in the general level of prices. Generally, increases in wages and the cost of medical care follow price rises.[i] Because wages tend to rise due to inflation, an award that ignores inflation is under-estimated. Productivity growth is different than inflation. The labor productivity rate is the ratio of output to units of labor input. Productivity increases are the source of real wage increases. When workers become more productive, their services are worth more and a rise in pay typically results.[ii] Because productivity-based increases in wages and medical costs are historically grounded, the estimate of costs and services and loss of earnings must account for real wage gains.[iii]
For decades, many economists have applied what is known as the "total offset" method to calculate the present value of future lost earnings/earnings capacity. This approach holds earnings and fringe benefits constant over time with no increase for either inflation (but allows for real wage growth) and ignores the use of a discount rate. This Atotal offset@ method has several logical advantages. First, a real (positive) discount factor could be applied only if there is reason to believe that the real rate of interest or discount will exceed real rates of wage growth over the work life or life expectancy. Accurately predicting the real wage growth increases that will occur over time is impossible. Equally impossible is accurately predicting over time the real rate of interest or return on a safe and secure investment. One author has pointed out that the discount method takes into account the return as a percent of the face value of a T-bill, rather than its purchase price. This means that the discount method understates yields whenever the face value exceeds the purchase priceCwhich is virtually always true.[iv] Long term interrelationship between wage growth and interest or discount show no consistent trend.[v] Depending on the historical time period studied, the relationship could call for a net growth rate in some years and a net discount in others. If, instead, one uses a pure offset method, where discount rates offset inflation, then you remove the uncertainty and as a byproduct you acknowledge the inability to predict average future rates of real wage growth and real interest. The total offset method is not driven by forecasts of future earnings or interest rates, but instead it assumes that whatever the future level of interest rate, the growth rate of earnings and the interest rate will remain sufficiently close to cancel out each other.[i]
In civil litigation, an attorney's representation of a catastrophically injured victim remains a challenge with awesome overtones. A loss may necessitate the permanent "warehousing" of your client in a dismal State institution. A win, on the other hand, provides your client with some financial security and, hopefully, a distinct improvement in his or her quality of life. Acceptance of the representation of the victims of individual or corporate neglect must, therefore, only occur when counsel is fully prepared to engage and defeat the formidable cauldron of the upper echelon of the defense bar, who are usually supported by the endless financial resources of industry.
[i]. The total offset method does account for discounting and any argument to the contrary is based on ignorance. Further, this method has been fully explained in the economic literature and is an accepted method of discounting. Pelaez, R., Calculating Awards For Lost Earnings: An Empirical Assessment Of Beaulieu, 5 Sum. J. Legal Econ. 49 (1995).
[i]. L. Reynolds, Labor Economics and Labor Relations, 225 (6th ed. 1974).
[ii]. P. Samuelson, Economics, 740 (10th ed. 1976).
[iii]. Gibson, Interest Rates and Inflationary Expectations: New Evidence, 62 Am. Soc. Econ. Rev. 854 (1972).
[iv]. Fjeldsted, B., A NonTrivial (Though Seemingly Not Uncommon) Error In Calculating The Discount Rate Used To Reduce Future Losses To Present Value, 10 SUM J. Legal Econ. 73 (2000).
[v]. Lawlis and Male, Methodological Issues: Interest Rate and Wage Growth Forecasting, 4 WTR J. Legal Econ. 55 (1994).
For more than 40 years, Larry Coben has been going up against companies whose defective products have hurt and killed unsuspecting people. Larry, of Anapol Weiss, is admitted to practice in Pennsylvania and Arizona as well as in Federal District Court, before the U.S. Supreme Court and in the majority of the Federal Courts of Appeals.


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I've become extremely dissatisfied with the bread selection offered at grocery stores. Even many of the "healthy" alternatives include non-vegan ingredients, so I started baking bread again. Sure it's great knowing exactly what's in it, but there's also so much more variety when you're in control of the dough. Why would anyone want that bland loaf from the bakery isle?
This makes a nice flavorful, slightly sweet bread. Use it as you wish, but I think it goes great in the morning with a little jam.
Quinoa Bread
1/4 cup Quinoa
3/4 cup Warm Water
1 1/2 tsp Instant Yeast
1 tbsp Oil
2 tbsp Agave Necture
1/4 tsp Ground Cloves
3/4 tsp Salt
1 cup Whole Wheat Flour
1 cup White Flour
Cook quinoa according to instructions and allow to cool.
Combine water, yeast, oil, agave necture, cloves, and salt. Stir with whisk or fork. Stir in whole wheat flour and let sit for 10 minutes.
Kneed in white flour and quinoa, cover with a towel and let rise for about 1 hour, until doubled in size.
Punch down and shape into oval. Place loaf on prepared baking sheet, cover with a towel and let rise for 40 minutes, until doubled in size.
Bake in a 375°F for about 35 minutes (will sound hollow when tapped). Place on a rack to cool.


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get into a diploma or degree
Bishopdale College partners with Laidlaw College to tutor NZQA accredited Diploma and Bachelor Degree programmes. Our tutors are highly qualified, and we offer the chance to receive face-to-face tuition in Laidlaw courses with all the benefits of Laidlaw's distance materials. You won't just sit listening to a lecture - you'll engage in significant discussion and interaction with your tutor and other tutors.
jump start with bishopdale's
Bishopdale College partners with churches and ministries in offering non-accredited courses that are flexible and accessible. Emerging groups of leaders are able to be resourced and challenged via leadership development tracks that blend local setting and the expertise of the excellent people who work together at Bishopdale College. Teams can grow together through tailored courses - all with high levels of flexibility and lower financial cost.


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June 7, 2017
Canada's Making Some Big Changes to its Foreign Policy
The Background
Citing increased global tensions, concerns over climate change and diminishing leadership from the United States, Canada's federal government announced yesterday that it is stepping up its role on the world stage. "The fact that our friend and ally has come to question the very worth of its mantle of global leadership puts into sharper focus for the rest of us to set our own clear and sovereign course," said Foreign Minister Chrystia Freeland in her speech to the House of Commons. The Conservative opposition was quick to pounce on the speech, blasting the government for an "erratic" approach to foreign policy. Globe and Mail
Why You Should Care
With all that's happening south of the border, it's more important than ever that Canada stands on its own two feet. We've come to realize that the American administration is one we can't rely on, as they continuously push their "America First" agenda, no matter how it affects their closest allies. It's good to see the Canadian government is taking these changes seriously, and is planning to make some internal changes to compensate for a southern neighbour that seems to be totally spinning out of control.
What's Next?
Freeland's remarks also set the stage for today's release of the defense policy review, which will outline Canada's military spending plan. Freeland said Canada can no longer be so dependent on the U.S. for security and must step up investments in its armed forces.


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Daneshouse Medical Centre, Old Hall Street, Burnley, BB10 1LZTel: 01282 423 288
Prescription Changes from 1st October 2017
From 1 October some medicines will no longer be available on prescription. These are medicines for short term minor ailments or conditions when they can be bought from a pharmacy or supermarket at a significantly lower cost than it would be issuing the same product on a prescription.
Your local pharmacist will be able to recommend suitable products and provide self-care advice. Further information about self-treating a range of common, minor ailments is also available on line on the NHS Choices website – www.nhs.uk
If you would like to make any comments on these changes please contact the Clinical Commissioning Group Customer Care Team at:
Jubilee House, Lancashire Business Park, Leyland, PR26 6TR; Freephone: 0800 032 2424
Are you interested in finding out more about your surgery?
Would you like to influence the development of local health services?
The Practice has set up a virtual Patient Participation Group with the following aims:-
If you feel you could commit to such a group please complete the registration form on this web site.
All registered patients are welcome to join the group. However we may have to restrict the number of patients attending meetings due to the restrictions of available facilities or create smaller subgroups to deal with specific topics.
Meetings are likely to be held on various days and at various times to allow a variety of patients to contribute to the group.
If you would like to join us please contact the Practice.
Daneshouse Medical Centre Patient Participation Group meets quarterly to discuss suggestions on how to improve services, discuss what works well and develop the practice and patient relationship.
The most recent PPG minutes can be viewed below.
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Business Process Reengineering and Organisational Change
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This chapter reviews the Business Process Reengineering (BPR) and its vision of radical business process change, focusing upon the use of Organisational culture change for multidisciplinary team-working. It highlights BPR's superficial treatment of the human dimension of its programme for radical organizational change and raises the question of how HRM specialists are to respond to its trivialisation of the complexities and dilemmas associated with the reengineering of work processes.
Business Process Reengineering
Following the publication of the fundamental concepts of BPR by Hammer (1990) and Davenport and Short (1990), many organisations have reported vivid benefits gained from the fruitful implementation of BPR. Corporations like Porsche AG (Zinser, Baumgärtner, & Walliser, 1998), CIGNA (Caron, Jarvenpaa, & Stoddard, 1994), and Wal-Mart (Altinkemer, Chaturvedi, & Kondareddy, 1998) are all acknowledged as having productively implemented BPR.
However, in spite of the noteworthy advancement of the BPR concept, not all organisations embarking on BPR projects achieve their intended result. In 1993, Hall et al. claimed that 50-70 per cent of business process reengineering (BPR) initiatives fail to deliver the expected results (Hall, Rosenthal, & Wade, 1993). Having BPR constantly at the top of the list of management issues in annual surveys of critical information systems reveals executives' failure to either implement properly or attain the benefits of BPR (Stefanescu, Stefanescu, Constantinescu, & Constantinescu, 2007). This combination of outcomes makes the concern of BPR implementation very significant. BPR has abundant capability for accumulative productivity through reduced process time and budget, enhanced quality, and superior customer satisfaction, but it frequently involves a fundamental organisational change. As a consequence, the implementation process is multifaceted, and needs to be examined against numerous success/failure factors to ensure successful implementation, as well as to prevent implementation drawbacks.
Practitioners and Researchers have classified BPR in various ways with dissimilar prominence. Hammer and Champy (1993) described BPR as "the primary rethinking and radical redesign of business processes to accomplish spectacular enhancements in significant, modern measures of performance, such as expenses, service, speed and quality" (Adeyemi & Aremu, 2008). Lowenthal (1994) defined BPR as "the fundamental rethinking and redesign of operating process and organizational structure, focuses on the organization's core competencies, to achieve dramatic improvements in organizational performance" (Aurand, Schoenbachler, & Gordon, 1996). Alter (1990) described BPR as "a systematic process that uses information technology to radically overhaul business process and thereby attain major business goals" (Grover, 1995). Sethi and King (1998) defined BPR as "a redesign and reorganization of business activities that results from questioning the status quo. It search for fulfilling explicit objectives and can lead to revolutionary enhancement. It is often interrelated with major cultural and technological changes" (Sohail, Daud, & Rajadurai, 2006). Nevertheless the idea of BPR began to evolve where many theoretical propositions underlying BPR surfaced (Khong & Richardson, 2003). Figure 1 shows some of the developments that BPR has undergone. Although the theoretical propositions differ, similarities are present.
Figure 1: Comparison of Perspective and theoretical proposition underlying BPR (Khong & Richardson, 2003)
Impact of BPR on the organisation
The previous segment highlighted the fact that for the BPR's success organizational culture plays a crucial role. In this segment of debate a description is provided on the basis of various thinkers thought that what are the main units or elements of organization, where the organizational culture element stands among them and the inter twinning of these various elements showing that how influencing one can guide rest in the desired direction. As discussed ahead, an organization is an integration of various sub-units or sub sets. For successful implementation of process such as BPR, one needs to consider all these elements simultaneously or to identify the core of these elements so that by influencing that the entire organization can be aligned for the process change purpose.
In 1988, Leavitt and Bahrami Diamond model (see Figure 2) accentuates the association between technology, business structure, and people issues and related control mechanisms (Peters & Waterman, 2004). They identified these four elements as the core and need to be considered for any change initiative in the organization.
Figure 2: The Leavitt and Bahrami Diamond (1988)
Again, Weisbord (1978) tries to develop a diagnostic tool for identifying six-box organisational areas, using the categories if structure, purposes, relationships, rewards, helpful mechanisms, and leadership (see Figure 3), where an organization has to perform well in order to succeed (Weisbord, 1978).
Figure 3: Weisbord's six-boxes Organisational Model (Weisbord, 1978)
Further elaborating and developing on this thought McKinley's 7s provide a comprehensive set of factors to assess an organization's readiness for change. These factors recognize seven fundamental components (see Figure 4) none of which should be overlooked before the change process starts (Peters & Waterman, 2004). The various frameworks and models have several common aspects. Since, McKinley's 7s encapsulates the important constituents of an organisation and because it has Shared Values (or Culture) at its heart, McKinsey's 7s model will be used as a framework to assess the impact of BPR on the organisation. Because of the comprehensive nature and the area of vastness and dimension, McKinley's model holds a bigger degree of acceptance in the literature of Change management in organizations. A further elaboration on the elements identified by McKinley's will make this fact more elucidate to the reader and establish its importance for this research work.
Figure 2: McKinsey's seven S (Peters & Waterman, 2004)
"Systems are codified knowledge, structured in an analytical arrangement" (Zack, 1999). They are management control system, performance measurement and reward systems, planning, budgeting and resource allocation systems and management information systems (Kaplan, 2005). They are the guidelines that direct workforce and administration in their daily tasks.
All the BPR explanations, either explicitly or implicitly, imply to these features of systems as the subsequent examples of BPR implementation demonstrate. Rohm, in his examination of BPR at the Principal Financial Group Inc., gives an illustration from its field support transaction. He found that earlier, it has 16 step process involving input from nine people located in several areas and on distinct floors of the home office. The modern structure empowered this process to be diminished to six steps, involving the work of only three people. Consequently, customers were supplied with a single contact individual who could implement and control the whole process (Rohm, 1992). Often, new processes are aided by new technology. Thus, both the new technology and the new multi-function positions demand employees learn new techniques.
In 2005, Kaplan describes structures as "The way in which tasks and people are specialized and divided, and authority is distributed; how activities and reporting relationships are grouped; the mechanisms by which activities in the organisation are coordinated" (Kaplan, 2005). Henley goes on to classify six distinct kind of organisation: Simple structure, machine bureaucracy, professional bureaucracy, divisionalised form, adhocracy cult organisation".
Having redefined the crucial processes within an organisation, the next step within BPR is to reorganise the organisation along process lines. Process organisations present a new form of organisation that aims to break away from many of the above traditional types, particularly the bureaucracies and divisional forms. Hammer & Champy recommend "a move to a widely horizontal structure established around the processes" (Hammer & Champy, 1993), whereas Davenport recommends "a multi-facet matrix structure, with process accountability as a key element" (Davenport, 1993). To achieve this, Jon Minerich states: "the new organisation must adjust a balance between functional expertise and process involvement" and goes on to say it is essential to remove functional barriers (Minerich, 2008). Still, whilst a process orientation is a new organisational structure it will incorporate attributes of the adhocracy: "Workforces do not need to be supervised; they are grownups who are willing to take accountability for their work products".
Buchanan & Huczynski (1997) defines Staff as "the quality and quantity of people employed" but also adds the management concerns of "motivation, reward systems, empowerment, the structure of jobs and team work" (Buchanan & Huczynski, 2004).
The quality concerns will be noted in the Skills section that follows. BPR is often linked to new rewards systems. Davenport (1993) mentions "gain-sharing", "lateral promotion" and a move from "role title to process title", and variety through "work role rotation". "Life time employment", he considers "encourage employees to redesign the processes to eliminate their own job" (Sabki, Nawi, Mohamed, & Azzli, 2005). BPR has certainly made some significant impact on the number of staff. At least in its early phase, re-engineering generally means heavy downsizing and extensive job reorganisation. The role of supervisors gets transformed and the number of intermediate managers usually decreased. At the same time, staffs at all horizontal have new, more receptive roles and specialist roles change fundamentally (Vollmann & Brazas, 2004). BPR has indeed become related with down-sizing and right-sizing, and in such situations it is problematic to square with Davenport's assertion above, that staffs should have the confidence to redesign themselves out of the process.
Skills are defined as "The distinctive competencies of the organisation needed to perform difficult tasks to a high standard along the dimensions such as people, management practises, systems & technologies" (Kaplan, 2005). The word 'empowerment' is invariably associated with BPR. Bambarger (1993) and Anon (1993) illustrate employee involvement in the decision making through brainstorming potential solutions and by developing necessary skills to allow teams to make quick decisions. Hammer & Champy (1993) elucidated on changing nature of job from simple tasks to multi-dimensional work, managers role from supervisors to coaches and executives evolves from scorekeepers to leader.
Kaplan (2005) defines Strategy as: "The positioning and actions taken by an enterprise, in response to or anticipation if changes in the external environment, intended to achieve competitive advantages". He concluded that strategic decisions are complex in nature, involve a high degree of uncertainty, and involve major changes. Johansson et al definition of the BPR drivers are of a strategic nature: "Customers; Competition; Cost; Technology; Shareholders; Politics; Economics, Legislation, and Regulation [i.e. Environment]" (headings in pp 37-49). One can see these relate to the Strategy definition given above. Johansson et al first task is to "Discover" the company's strategy and "of what drives competitive advantage in a particular industry; the industry's value chain and the basis for competition, and how a particular company seeks to gain competitive edge" (p87). Hammer & Champy talk about the "three Cs: Customers, Competition and Change" (p17). Davenport (1993) advocates a "Process Vision" that is driven by "Business Strategy" (p127). BPR decisions, like Strategy decisions, are complex and involves a high degree of uncertainty ("[BPR] is a complex undertaking and carries significant risk" (Carey, 1993), and as noted under Systems and Structures, BPR involves major change.
Style is "the norms, dominant values and beliefs adopted by managers in their use of leadership" (Kaplan, 2005). Hammer & Champy's "New World of Work" suggest managers to change from supervisors to coaches and executives to change from scorekeepers to leaders (Hammer & Champy, 1993). Davenport (1993) also highlights that communication and commitment building must occur at all levels because changes incurred by process innovation are not only broad, but deep, extending from the vision of managers to the attitudes and behaviours of the lowest-level workers (Marjanovic, 2000). Considerable behavioural factor makes process innovation based change qualitatively distinctive from other forms of large scale restructuring. Process innovation involves immense change, not only in process flows and the culture surrounding them, but also in organisational power and controls (Davenport, 1993).
Shared Values
Shared values are the core or fundamental set of values that are widely shared in the organisation and serve as guidelines principles of what is important; vision, mission, and values statements that provide a broad sense of purpose for all employees" (Kaplan, 2005). Successful reengineered business operations and individual belief systems need to be aligned with the specified beliefs of the organisation. Real value in an organisation is to be gained by looking at shared values that elevate above growth and profit objectives by connecting the ambitions of the organisation to innate human needs and principles (Ridder & Wesselink, 2006). Reengineering entails as great a shift in the culture of an organisation as in its structural configuration. Reengineering demands that employees deeply believe they work for their customers, not for their bosses (Hammer & Champy, 1993). The new process teams combined with shared values must believe in rewards, self-development and self-management centred on skills used.
Critical Success and Failure factors of Business Process Reengineering
There are a number of factors responsible for making a BPR process successful; simultaneously there are numbers of factors coexistent which can make BPR unaccepted in organization ultimately resulting in a complete negation of this process. Here is a discussion provided to elaborate on some of these factors so that it can be identified that which factor holds the bigger responsibility for a BPR to succeed or to fail.
Success factors of BPR
Among the chief success factors are aspiring objectives, a process approach and integration of electronic data processing (EDP), and the deployment of a creative team in problem solving (Peppard & Fitzgerald, 1997). Ascari et al. (1995) emphasize four other elements in an organization with regard to successful BPR: Culture, Processes, Structure and Technology (Chang & Powell, 1998). Ascari's analysis discovered that the enterprises that implemented BPR consented that its effect on the change of their culture was associated to the organisation's reconsidering of its elementary business process. The concentration was also on recognising and enhancing core processes. Conversely, the extent and maturity of the business process architectures and the nature of changes within processes diverge within organisation. Furthermore, there must be substantial changes in structure, exclusively with stress on cross-functional work teams. The extent of the business process architectures is related to the study done by Maull et al. which showed the significant importance of this subject. He defined business process architectures as "the definition of an integrated set of business processes" (Maull, Weaver, Childe, Smar, & Bennett, 1995).
In 1999, Al-Mashari and Zairi underlined several facets of the critical success factors for BPR, including management proficiency and support, system composition, project management & planning, change management and human resistance to change (Al-Mashari & Zairi, 1999). According to Smith and Fingar (2002), BPR aims to achieve business performance and competitive advantage by applying innovative ways of doing business. Among few things, they stated to manage radical change efficiently comprises: communication is crucial to show support to the process change project and effective leadership to coordinate deployment of the resources to accomplish the strategic objectives (Smith & Fingar, 2002).
Further, to recognise the critical success factor of BPR in an organisation, it is essential to comprehend the organisation itself, since the factors may diverge viewing the type of organisation, including private or public. In the public sector, Hutton (1996) stressed several factors that need to be considered in order to implement BPR. These comprise swift & dramatic changes in policy direction, rigid hierarchies, culture, multiple stakeholders, overlap of initiatives, wide scope of activities, and staff resistance that are crucial parts of public sector organisations (Hutton, 1996). However, he suggested that human issues should be considered for BPR to be performed in the public sector. This is supported by Smith and Finger (2002) who emphasized that communication at all levels becomes one of the critical elements here. According to the research done by (Berrington & Oblich, 1995), it could be encapsulated that in order to implement reengineering, an organisation must understand its composition first and ensure the vision was achieved. One of the significant points here is that commitment needs to be sustained and improved through communication. The employee concern rather than the technology concern is seen as vital to be dealt with and disciplined so as to make the change effort a success.
The concern of culture becomes an imperative factor for BPR, which was further highlighted by Peppard and Fitzgerald (1997) who inspected the allocation of culturally based management procedures, namely BPR, making explicit reference to the German Organisation and cultural context. Their analysis determined that managers and employees as well should contribute their pledge for change. The conflict-free state will reflect on the sustainability of BPR in the long term. Other factors such as empowerment, culture, organisational circumstances and self-autonomy seemed to be significant for BPR to be effectively implemented. Hall et al. (1993) emphasized the "depth" factor which is related with shared values or culture in following BPR. This study identified six depth levers - roles and responsibilities, measurements and incentives, organisational structure, IT, shared values and skills, which require change to enable successful reengineering. In an addition of methodology from the Hall et al. (1993) composition, Maull et al. (1995) concluded what the concerns are which fortify a BPR programme, by study commenced into a range of companies, located solely within the USA. Unstructured interviews took place with selected leading practitioners who had undertaken successful BPR projects and who were asked to share their experiences. The study was conducted with an individual or, more commonly with a team, which had overall responsibility for the BPR project within the organisation. There were five key issues in this study: scope of change, performance measures, information technology, human factors, and business process architecture.
It is fascinating to observe and learn that human factors could become one of the sepping stones for the change to occur. The outcomes in Hall et al. (1993), Ascari et al. (1995), Maull et al. (1995), Hutton (1996), Peppard and Fitzgerald (1997), Al-Mashari & Zairi (1999) and Smith and Finger (2002) underlined that Organisational culture and human resistance to BPR could lead to unproductive BPR projects. If the change has not been controlled and supervised carefully, employees would resist it, even it is a top-down approach, i.e. driven from the top.
Failure factors of BPR
Apart from the success factors, several authors also emphasized various failure factors in deploying BPR. Aggarwal (1998) stressed fiascos of BPR deployment, which were related to managers' arrogance, resistance, crisis, expenditure, idea, etc. Hammer and Champy (1993) stressed some failure factors such as failure to have a process viewpoint, a rigid process that is not adaptable enough to be receptive to the requests and requirements, not linking workforce (i.e. bottom-up) in decision making, assigning someone that does not understand BPR, technology constraints, fabricating a project but concentrating on downsizing and cost diminution, processing an ineffectual team, and trouble with communication. Therefore, this research emphasized that reengineering is believed to commence with a new vision, mission and customers. Moreover, the scarcity of human resources, and insufficient IT competence and proficiency posed the main inconvenience in carrying out these programmes (Stoddard, Jarvenpaa, & Littlejohn, 1996). Other factors are the insufficient support from organisation members, absence of strategic vision, rigid organisational arrangement, and shortage of champion for BPR efforts (Ranganathan & Dhaliwal, 2001).
It is exciting to observe that, among erstwhile failure factors are poor top management support and human resources (Al-Mashari & Zairi, 1999), people resistance to adopt (Stoddard et al., 1996; Peppard and Fitzgerald, 1997; Ranganathan and Dhaliwal, 2001), IT related problems (Al-Mashari and Zairi, 1999; Ranganathan and Dhaliwal, 2001; Smith, 2003), and ineffective BPR teams, lack of project management, and problems in communication (Al-Mashari & Zairi, 1999).
The point for reiterating with these critical factors is that without another kind of fundamental change, namely, a change in organizational culture, there is little hope of enduring improvement in organizational performance. Although the tools and techniques may be present and the change strategy implemented with vigour, many efforts to improve organizational performance fail because the fundamental culture of the organization-values, ways of thinking, managerial styles, paradigms, approaches to problem solving-remains the same (Quinn & Cameron, 2006).
Evaluating the above discourse it can be summarised to some extent that although there are numerous factors which make impact on BPR majority of them can be summed under the organizational culture umbrella and those who can't be listed under this head can be guided and impacted by the organizational culture dimension. So here onward the essence is to explore further this crucial dimension of BPR which not only impacts the success of BPR most but can guide it to the way of success.
Using McKinsey's organisational model it was shown that a implementation of any change like BPR will impact on six of the organisational dimensions, and that it is driven by the seventh element i.e. Strategy. One can deduce then, that a full BPR programme will embrace significant organisational change. BPR is the fundamental rethinking and radical redesign of business processes that result in dramatic improvements especially in meeting customer needs and other external strategic demands.
Crucial to prosperous reengineering is not only the formulation of more effective and efficient BPR processes but orientation of organizational culture to support BPR. Since, shared values is placed at the heart of an organisation by McKinsey, one can also infer that a full BPR programme will incorporate substantial organisational culture change. To fully understand this repercussion, the subsequent chapter will investigate the literature on organisational and culture change.
Organisational Culture & Managing Organisational Change
Previous chapter emphasised that reengineering is not sufficient to attain necessary change in an organisation. It had to be integrated with an overall approach to changing an organization's culture. All prosperous organisations have established something special that surpasses corporate strategy, market presence, or technological advantages. They have found the potential that exists in developing and supervising a unique corporate culture. The failure of reengineering occurred in most cases because the culture of the organization remained the same. Almost every highflying firm has established a unique culture that is visibly recognizable by its key stakeholders. This culture is sometimes shaped by the original founder of the organisation, for e.g. Disney or Microsoft (Schein, The Role of the Founder in Creating Organizational Culture, 1995). Sometimes it is established intentionally by management teams who decide to enhance their organisation's performance in systematic ways, for e.g., G.E or McDonalds (Karp, 2006). But, not all companies automatically acquire a robust and highly operative culture; henceforth further discussion would be on methodology for how to lead a culture change effort in an organization.
The potential for professional subculture exists within any organisation employing professionals. Professionals entering an organisation bring with them a large range of cultural knowledge gained both from the wider society and from their professional training schools and previous work experiences. When they join an organisation and meet like professionals, then their previous cultural repertoire gets validated. Even a sole professional within an organisation will find support for his or her existing beliefs and interpretations through interaction with peers outside the organisation, reading professionals journals, and so forth. This sharing of experiences and belief leads to the development and maintenance of professional subcultures which compliments, conflict and counterbalance the primary organisational culture (Bloor & Dawson, 1994).
To comprehend how culture change can improve implementation of BPR and organisational capability, it is important that we make clear what is and isn't Organisational culture. A description of organizational culture and subculture will be first delivered followed by the clarification of methods for comprehending culture change in the context of organizations. Finally, employee response to cultural change will be described followed by process of initiating culture change is described which can be used in organizational development interventions.
Organisational Culture & Subculture
There is no clear consensus of an organizational culture definition (Zammuto, Gifford, & Goodman, 2000). However, many researchers tried to describe organisational culture as below:
According to Quinn & Cameron (2006), an organization's culture is revealed by what is valued, the dominant managerial and leadership styles, the language and symbols, the procedures and routines, and the definitions of success that make an organization unique. Culture has been an important concept in organisational study for a long period, but there remains significant range in how researchers observe and analyse culture (Martin, 2002). The anthropologist Kluckhohn (1949) defined culture as 'the set of habitual and traditional ways of thinking, feeling, and reacting that are characteristic of the ways a particular society meets its problems at a particular time' (Price & Chahal, 2006). Several academicians who have analysed culture and have frequently come up with considerably narrow definitions, or some have used these definitions and merged them into recent, more espousing definitions. For example, Schein define culture as: a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems (Schein E. , 2004). Schein's definition highlights that culture is something not to do with individuals alone but with groups of people collectively, who through their skills together in the work surroundings, will construct an image of what the organisation is all about and how it carry out its purpose. This image is constructed by knowing how to perform for survival and advancement. Contrary, (Smircich, 1983), support analogous hidden features of "beliefs and values", while (Thompson & Luthans, 1990) emphasise the behavioural interpretation of organisational culture that is learning through both direct and indirect means. For example, employees observe how they are cared by management and how they infer management treating other people. According to above theory, two components of behaviour exists: the patterns which are internal opinions of how one should act and the norms which are external observable manifestations of the internal opinions.
Ogbonna (1993) asserted that culture may have lost much of its meaning as academics and practitioners use culture to refer to any facet of organisations that does not offer itself to obvious explanation. Also, there is a strong tendency among researchers and practitioners towards viewing organizational cultures as unitary belief systems (Ogbonna & Harris, 1998). According to this, homogeneity, harmony and unity are features of organization cultures, and cultural change is understood as an organization-wide transformation process, where the old unity is replaced by a new one (Martin, 2002). This is a common view, although cultural organization studies have provided plenty of reflection on the issue of how organizations are subject to different types of cultural divisions (Lindstead & Grafton-Small, 1992). It has also been made clear that the organizational belief systems are not necessarily clearly articulated or internally consistent, but that they may at the same time include inconsistent and ambiguous elements (Meyerson & Martin, 1987). The claim goes that the unitary interpretation can only deliver information regarding beliefs that are usually held within the complete organization. This creates problems such as the inability to reveal subcultures and a multiplicity of views, the inability to handle inconsistencies and the inability to take into account ambiguity in organizational beliefs. But, many theorists such as Morgan (1986) and Sackmann (1992) call for a view of culture that is pluralist with the existence of subcultures (Harris & Ogbonna, Employee responses to culture change efforts, 2005). There are many kinds or levels of culture that influence organizational and individual behaviour. At the widest level, a global culture, such as a world religion's culture or the culture of the Eastern hemisphere would be the highest level (Quinn & Cameron, 2006). At a less general level are national cultures or subgroup cultures such as gender-based cultures, ethnic group cultures, occupational cultures, or socioeconomic group culture. Each of these cultures is generally reflected by unique language, symbols, and ethnocentric feelings. Still less broad is the culture of a single organization (Quinn & Cameron, 2006). Subcultures are groups whose common characteristic is a set of shared norms and beliefs. In contrast to subgroups, subcultures need not form around existing subdivisions, such as departmental or functional groups (although they often do), nor do they need to be consciously or intentionally formed (Boisnier & Chatman, 2003). The range and variety of subcultures is as diverse as the range and variety of existing organizational cultures. Siehl and Martin (1984) gave three categories of subcultures: orthogonal subcultures, enhancing subcultures and counter cultures. Orthogonal subcultures are those groups of organisational members who accept the dominant values but also hold their own individual values and beliefs. In contrast, enhancing subcultures are different and often stronger than the dominant culture, while counter cultures are those whose assumptions conflict with the dominant organisational culture (Harris & Ogbonna, Employee responses to culture change efforts, 2005). The degree to which subculture is articulated is partially determined by the stability of the organisational context (Bloor & Dawson, 1994). Professional subcultures may serve to maintain the status quo, refine and amend existing belief systems, or act as a major transforming influence within the organisation.
Methods of Organisational culture change
The following part of this report will facilitate the essence of looking into the possible strategies and model which can be used for the purpose of organizational change. This understanding will provide a tool to facilitate the smooth process of change. Where procedures and organizational culture have been fairly instituted, the employees tend to function within an ease zone. Changes often result in employees accepting more training, responsibilities, undergoing new tasks and developing new skills and modern methods of working. Employees are carried out of the ease zone they have performed for long time. The stress and fretfulness that can be caused if the process is not well disciplined will manifest itself in resistance to change (Kotter & Schlesinger, 2008). Greater amount of discussion and employee participation, both in the development of the strategic vision and the implementation of change, should increase ownership, thus reducing anxiety and stress that often drives resistance to change. The current challenge is not to determine whether to change but how to change to increase organizational effectiveness.
Schein (1985) developed a three-stage life-cycle model of organizational culture change - birth and early growth; organizational midlife; and organizational maturity - with each stage having its own culture supporting different functions. Schein subsequently defined organizational culture as: a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration. This has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.(Don't think it is relevant blocking the flow and dragging us back to the culture stage)
A strategy is essential when preparing for change, whether it is crisis or choice-driven. Porras & Hoffer (1986) underlined numerous aspects significant to victorious change management: information flow; efficient problem solving; transparency; teamwork and collaboration; idea; accountability; friendly communications; esteem; support and developing others; headship and shared vision; involvement; and strategic management (Waclawski, 2002).
In 1951, Lewin presented one of the primitive fundamental models of planned change and viewed the change process as: unfreezing; moving; and refreezing (Lewin, 1964). In 1992, Roberts and Brown devised the combined model, which was based on the ideas of Beyer and Trice (1988), Isabella (1990) and Lewin (1951), and separated change into three phases: unfreezing mechanisms; experimentation; and refreezing mechanisms (Price & Chahal, 2006). These phases are mapped against two key components of culture change: social behaviours and cognitive states.
In 1983, Tichy defined organizational change as the 'introduction of new patterns of action, belief and attitudes among substantial segments of a population' (Swanson & Holton, 2009), the major instigator being opportunities or troubles that transpire from: the diversification; people; environment; and technology. Tichy accentuated the significance of vision and the necessity to disengage existing political, technical and cultural systems prior to overruling and executing the vision, which involves aligning and re-coupling the systems.
In 1985, Lundberg's gave organizational learning cycle that is built on former learning-cycle models of organizational change. Model highlights external environmental factors as well as the internal characteristics of organizations (Popper & Lipshitz, 2004). The main internal factors required for successful change being: sufficient resources; system readiness; mechanisms for coordinated communications and control; and stable leadership. However, a triggering event is required to start the process (Oakland & Tanner, 2007). Schein's life-model draws on Lundberg's work and maps different stages in an organization's development against the function of culture and various culture change mechanisms (Lewis, 1996). Dyer's cycle of cultural evolution suggests if there is perceived crisis 'accompanied by a breakdown of pattern-maintenance symbols', a change in leadership with new values is required for culture change to occur, although there may be a period of conflict before the new values are accepted (Schein E. , 2004).
In 1986, Gagliardi visualize the spirit of culture as subconscious conjectures articulated in conscious values and beliefs, pooled with material artefacts (Ogbonna & Harris, 2006). His model embraces four significant expansion stages: the leadership characterizes objectives and tasks according to detailed values and belief; the belief is established by experience and employees begin to impart the belief and values; employees agrees that the values and belief are the foundation of the desired results; and the values and belief become collective obediently and reflexively by all concerned. Culture change can be radical where the old culture vanishes, or transformational where the exiting culture includes new values. The incremental model advocates that radical change entail developing substituting existing cultures and values rather than changing culture; therefore both transformational and radical cultural changes are augmentable processes.
As the discussion elaborate there is a variety of thought in terms of suggesting strategy, giving models or propounding the stages theory for organizational cultural change. Therefore the perspective of organizational change can be looked from many angels and it has the element of subjectivity. Hence facilitation of change through organizational culture dimension requires the understanding based on the organization specific setup.
Employee response to cultural change
Schein (1987, 1988, 1999) has addressed the failure of organizational change programmes by arguing that the reason so many change efforts run into resistance or outright failure is traceable to the organization's inability to effectively unfreeze and create readiness for change before attempting a change induction (Jones, Jimmieson, & Griffiths, 2005). Change can be as traumatic and hectic as loss. Kubler-Ross's gave stages of employees response cycle who's elements are 'denial', 'anger', 'bargaining', 'depression' and 'acceptance' (Price & Chahal, 2006).
The top managers of an organisation often view organisational culture as a unitary model and generally assert that resistance to change is irrational (Metallinos & Harris, 2002). However, findings from Harris & Ogbonna (2005) refute such a perspective. They illustrate how subcultures are an important variable in understanding employee reactions to management-driven culture change. Also, their results infer that employee responses to change may not always be interpreted as irrational, since the reactions of employees can be observed as a ways of making sense of their shared world by harmonising the past and present demands of management.
Based on the dimensions of willingness to change and subcultural strength, nine forms of employee reaction were identified, defined, and discussed by Ogbonna & Harris (2005). Change efforts led to the development of a matrix of employee reactions to organisational culture change (see figure 3). Subculture strength inside the model provides a means to expect tentatively the variety of potential employee reactions to organisational culture change initiatives.
Figure 3: Employee response to cultural change (Ogbonna & Harris, 2006)
The results of Harris and Ogbonna's study suggest some key repercussions. First, the nine sets indicate that formalised efforts to govern organisational culture can have a variety of capricious and sometimes unplanned outcomes. Such unplanned outcomes can vary from general acceptance to absolute active rejection. Questionably it is this variation of capricious responses and unplanned outcomes which guides many scholars to the decision that the sensible management of organisational culture is at worst an impossibility and at best extraordinarily complex (Ogbonna & Harris, 2006). Harris & Ogbonna provided substantial support for existent theory which argues that conscious organisational culture management is not possible.
Second, it may be rational to anticipate a percentage of employees to react in a manner which completely reject or entirely accepts the key elements of the newly adopted culture. What is perhaps astonishing is the variety of employee responses that are between the two extremes. For example, the response of reinvention is characterised by the continuance of existing culture concealed behind a layer of the new culture; hence, while employees may seem to have admitted this, they are merely reconditioning those traits which are coherent with the past culture. Thus, the employee reaction of reinvention is an example of a response halfway between rejection and acceptance. This underlines a significant inadequacy in existing theory on organisational change in general and cultural change in particular which usually categorises employee reactions as either rejection or adoption. It is believed that the greater part of employees will react to change in a way which is anywhere between complete rejection and total acceptance, the critical nature of understanding the middle range of employee reactions becomes obvious. Indeed, it is this range which basically decides the success or fiasco of a given change attempt.
Third, concern, which evolves from the Harris & Ogbonna's findings, also focuses on the depth and content of employee reactions. The established classification of nine responses to change can be examined and discussed from a number of diverse positions. The responses of employees can be studied relative to cultural depth i.e. whether those responses are cognitive, behavioural or both. However, employee responses can also be inferred as the individual employee's strategy for managing with senior management efforts to change organisational culture. Moreover, it is feasible to evaluate employee's responses to the organisational instability caused by the change effort.
The variety of employee reactions to culture change programmes proposes that, while top managers may wish a radical transformation of culture, such a change is extremely unlikely. However, an organised and sustainable programme of incremental change may prove more effective in piloting the culture of an organisation in a broad direction.
Harris & Ogbonna (2005) suggests that the common goal of developing a unified and strong organisational culture may very well be an unrealistic target. To accomplish successful organisation-wide change, subcultural sensitivity is critical and it is likely that particular subcultural change efforts will be involved. Additionally, it is crucial that the designers and agents of culture change initiative should be conscious of the potential impacts of subcultural strength. A change effort should ideally be founded on an appreciation of organisational culture diversity which may well lead to the development of a culture change programme subdivided into individually tailored subcultural change efforts (Ogbonna & Harris, 2006). It appears plausible that including employees in formulating change efforts, internal marketing techniques and an advice-giving form of change initiation will raise the probability of higher levels of enthusiasm to change.
Managing people for cultural change
Managing Resistance
Figure 4: Methods for managing resistance (Kotter & Schlesinger, 2008)
Figure 5: Countermeasures against resistance to change (Price & Chahal, 2006)
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Client in Portland
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Townsquare Staff
All 12 Young Soccer Players and Coach Have Been Rescued from Thailand Cave
After 18 days in a submerged cave in Thailand, 12 young soccer players and their coach have finally been freed.
Watch the Georgia Dome Magnificently Implode
After 25 years and multiple championship sporting events, the Georgia Dome is now just a memory.
Los Angeles to Host 2028 Summer Olympics
The Summer Games are going back to the City of Angels.
Junior Leaguer Flips Over Wall Making World's Greatest Catch
Youth has been served.
Terrible First Pitch Hits Cameraman Smack in His Privates
Talk about a junkball pitcher.
Between-Innings Race Is an A+ Fail for Braves Fan
The Atlanta Braves are so bad this year even their fans are losing.
Who Is 2017's Highest-Paid Athlete in the World?
This guy can take the money and run. Really fast.
This Is the Most Humiliating Strikeout Ever. No Doubt About It.
Not even a Little Leaguer would swing at this.
Cavaliers or Warriors in NBA Finals — Who Ya Got? [POLL]
The matchup everyone's wanted for a whole year is here.
Motorcycle Riders Slip on Oil in Massive Bizarre Crash
Oil's well that ends well. Well, not quite.


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Introduction: The World Health Organization defines infertility as the inability of a sexually active couple to achieve pregnancy despite unprotected intercourse for a period exceeding 12 months.
Reproduction and fertility are important for species survival. This remains a common disorder, it is estimated that the proportion of couples seeking infertility treatment is between 4-17%. In 20% of couples the problem is the male and 26% in both.
Related Articles:
Causes: The causes vary widely. Overall, between 15 and 20% of men, the cause is the lack of sperm production, at 10% is lower sperm density, genetic disorders (10-20%) and between 40 and 60% of cases not possible to define the specific cause of infertility.
There are other causes that are treatable as gonadotropin deficiency, obstruction or changes in sex and are presented in a small fraction of couples, however, it is important to recognize that there are effective treatments.


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خدمات نظافت
Cleaning service.
Before coming to Turkey or during your holiday, you can always contact us with the question of organization of cleaning.
Professional workers upon your request will clean an apartment or villa, while you enjoy your vacation!
All types of cleaning – carpet cleaning, washing windows, floors, bathrooms, laundry, cleaning up after restoration works, etc. – will be done using special cleaning materials and surgents.
The cost of cleaning based on market prices and depends of the work will be done.


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Manhattan Chamber of Commerce presents: Franchising 101: Are You Ready to Franchise Your Existing Business?
Metlife | 260 Madison Avenue , 11th Floor | New York, NY 10018
Potential Franchisors will learn:
- If their business has the potential to franchise
- If they can teach their business to others
- If their business has national appeal
- The importance of branding before expansion
- How to select the right franchisees
- The legal and accounting requirements for franchising their business
Featured speakers will include some of the most recognized individuals in franchising.
They include:
- Jeffrey Bernstein (Moderator) - Chairman, The Archstone Group,
- Michael Einbinder, Esq. - Franchise Attorney, Einbinder & Dunn, LLP
- Michael Iannuzzi - CPA, Citrin Cooperman & Company, LLP (Franchise Division)
- Bill Fowler, CEO and founder of BB Franchising, LLC (Brain Balance Centers)
The seminar is the fourth in a series on franchising. The series sponsors intend to run such events on a quarterly basis, alternating between those issues affecting franchisees and those affecting franchisors.
For more information contact Michael Einbinder at 212-391-9500 or e-mail at
This is a free event
260 Madison Avenue
11th Floor
New York, NY 10018 Directions | Subway
(212) 473-7875
Sign up for our FREE weekly Events Calendar email alert. A summary of upcoming industry events in and around the city.


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Seibertron.com - The Ultimate Transformers Fansite
Super Megatron wrote:At the time, I was reading Grant Morrison's "The Invisibles" story arc 'Satanstorm' and thought that it would make a great name for a deity-like character. I had people asking me, at the time, whether or not I was a Satan worshipper, and that this name had stirred up some controversy back then. After a while, it went away (largely due to my ignoring various posters' complaints) and things went back to normal.
Super Megatron wrote:Thanks Steve. Thanks a lot.
Dreamwave went out of business in the first week of 2015. I thought it was hilarious.
Metroplex79 wrote:I'd vote for semi-retirement, rather than full retirement.
Dropping in for a surprise periodically would be great.
Super Megatron wrote:Question - WHO WANTS MY STASH OF ENERGON AFTER I LEAVE?
Return to Heavy Metal War Forum
Registered users: beastwarsbrah, Bing [Bot], bodrock, Cobotron, D-Maximal_Primal, figureguy, Google [Bot], Google Adsense [Bot], Longlive Roddie, mordhelm, nycPrime, Qwan, Sigma Magnus, skycutter, Yahoo [Bot]


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Three Tips Anyone Did not Expect you'll Hear From Some sort of Wardrobe Hair stylist
14/giu/2012 05:18:07 bettycandy Contatta l'autore
Does one devote important moment every morning asking yourself just what exactly pant or maybe shirt you will don before going to function? Don't you attempt blending and related diverse garments prior to going by helping cover their good friends within the restaurant and the nightclub? Or it could be, you're the sort of person that will go searching for hrs hoping to find an ideal Prom Dresses for a function, yet turn out returning fingers vacant and let down! However, your design could have transformed not too long ago following a having a baby or perhaps an greater appetite through holiday seasons, plus in result your garage is your current hardest enemy reminding you actually constantly of such excess pounds.Chill out! That was not the end of the globe. The few suggestions here at a specialized attire beautician can help you re-organize your current wardrobe in a fashion that makes it simple that you obtain instantaneously what to wear for any occasion. It can be well worth referfing to while which you might haven't ever likely to study this kind of ideas from your clothing collection hair dresser; But in fact, clothing designers deliver the results today wonderful varieties of people beginning from the particular young child that demands a few techniques on her prom , to the the marketplace and old men and women who enjoy to address them selves as well as their seem.Tip Not any. One particular: Do not be a fashion sufferer!Vogue is great! This is a imaginative art that's a necessity to way of life. Nevertheless, you have various figures and. In case miniskirts usually are this kind of year's hit however nor the appearance or your age are compatible with such type of garments, there's no reason to rush buy one only for the sake associated with shopping modern.Hint Not any. A pair of: Feel budgetSure, trend adjustments significantly each and every year. On the other hand, you won't search outdated popular for those who put on this tight pant that you simply bought a year ago in which seemed terrific upon you evidently this season's fashion is centered on dishevelled leg protection in addition to unfastened tee shirts. Aside from, there are lots of clothes which are thought of as basics for example black clothing and also skirts. Precisely what things is to feel at ease as well as simplicity in what you will be wearing. Therefore seize the opportunity plus shop in stop associated with year's gross sales. You can absolutely locate several good buys with an extremely adjusted price.Suggestion Absolutely no. 3 or more: Adore yourselfThere's certainly that it is very important that each and all of you likes plus welcomes themselves that are usually, as it would be just by way of loving ourselves that people can easily like other folks. Plus in the framework in our topic, it is extremely vital that you enjoy ones adjusts and the body shape to remain in a confident in addition to content attitude when choosing apparel as opposed to frowning any time you go shopping gravely seeking clothes of which disguise your curves and the body skin problems.For those who continue to contemplate how you can arrange a person's garage despite previously mentioned techniques, next you could start to get the expertise of a skilled closet hair salon. You will be astonished of your priceless guidelines you may achieve after a outfitting period or a purchasing venture together with your attire stylist.


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Grecian Chic
Grecian Chic scarves are quirky and chic, featuring comical motifs and Greek cultural references. There are two collections; one inspired from everyday life which is more whimsical, and the other from history and mythology. Each hand illustrated scarf is exquisitely fine 100% pure twill silk and features hand-rolled finishing. All digitally printed designs begin with hand pencil drawings on paper to the finest detail, and colour is added to bring them to life. It takes approximately two weeks to create a design for one scarf.
Designed in Greece. Made in England.
- Shop here
- Meet The Designer
- Trade Enquiries


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A wonderful historical and sociological gem recorded back in 1979 in Santa Ana, CA. I felt privileged to have had the opportunity to listen to P K Dick's philosophical musings, his ideas, insights, and comments. […]
"The key to growth is the introduction of higher dimensions of consciousness into our awareness."
– Lao Tzu
"In a reality made of energy, thoughts may literally be things. What if it was intended that we create our own realities after death?"
– Whitley Strieber
"Courage first; power second; technique third."
– Unknown author
Pierre Duranleau and/et Cafargo | All rights reserved - tous droits réservés: 2018


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Grateful Dead
Right around Christmas, I decided to listen to every song on every album on my iPod and weed out the stuff I really like/want to keep from the stuff I can live without. With that said, here are a few albums I've absolutely fallen in with and listen to on a regular basis:
- "At Fillmore East (Deluxe Edition)" by The Allman Brothers Band
- "Warpaint Live" by The Black Crowes
- "Honey Pig" by Bosley
- "Safe as Milk" by Captain Beefheart & His Magic Band
- "Soul Exorcism Redux" by James Chance & the Contortions
- "Carnegie Hall" by Frank Zappa & the Mothers of Invention
- "The Good, the Bad, and the Ugly" by The Huntingtons
- "In the Court of the Crimson King" by King Crimson *200 gram vinyl ed.*
- "Hard Ways" by Los Duggans
- "Talking Songs for Walking/Necklace of Heads" by Lungfish
- "Dark Side of the Moon" by Pink Floyd
- "Complete Control Sessions" by Scream
- "Stretching Out" by The Skatalites
- "Univox" by Univox
Government Mule....12/16/06...Official Live Muletracks download.
Grateful Dead....04/07/72...Official Live Box Set Item.
Little Feat....07/27/04...Chris Cafiero Sennheiser source.
I got my Dave's Pick CDs this afternoon and for some reason I can't seem to get the goofy grin off my face.
JEP - This is exactly what I need to hear today and I didn't even know it until they arrived and I loaded up the disks. Thank you!
Disk 1
Mississippi Half-Step Uptown Toodleoo
Jack Straw
They Love Each Other
Mexicali Blues
Lazy Lightning >
Brown-Eyed Women
Promised Land
Disk 2
Scarlet Begonias >
Fire On The Mountain
Estimated Prophet >
He's Gone >
Disk 3
The Other One >
Wharf Rat >
The Other One >
The Wheel >
Around And Around
Johnny B. Goode
We should swap Art Bell shows. Although it's not the same as it used to be, my wife and I fall asleep every night listening to Coast to Coast. I know I'm not the only one.
A friend of mine recently passed on an AWESOME
10/5/05 instant live recording of the Black Crowes at the 9:30 club. OUTSTANDING GIG. With that package he also passed on two Chris Robinson Brotherhood gigs and a copy of his second solo effort "This Magnificent Distance" and I can't get over them. Train Robbers is one of the greater tracks I have heard in a long time. I can't believe I went this long without getting into Chris' solo records.
and the ever-presents that NEVER leave my stereo
David Crosby-If I Could Only Remember my name
Paul Kantner-Blows Against The Empire
Jefferson Airplane-Volunteers
Moby Grape-Live Bootleg (official release from sundazed)
The Allman Brothers Band-One Way Out: An Evening at The Beacon Theatre
And for X-mas a friend gave me a flash drive with the complete Europe 72 recordings. That alone made me cry and I still haven't listened to all of them although I really dig the Rotterdam radio broadcast and Hamburg.
That's it for...this one.
Check out the excellent sequence of MD>PITB>UJB>PITB. I especially love the MD, as Jerry's vocals are strong and his playing superb - particularly in the last few minutes prior to transitioning into PITB1. Happy Friday!
I've really been digging Jesse McReynolds plays the songs of the Grateful Dead, a tributie to Jerry Garcia and Robert Hunter. It's got a killer version of Birdsong and I think the best Alabamam Getaway I've ever heard. He's a bluegrass legend. Kind of ironic that Jerry use to follow him and his brother, Jim, around back in the day and now the teacher pays tribute to the follower.
I miss Art's show so much! I listened to him for years and just the sound of his voice and late night explorations were just amazing! Good idea!
I currently have the entire 72 boxset in my ipod. Took way to long to encode all the discs to mp3's. There's alos a ton of old Art Bell shows on there as well.
Tom Fogerty - Excalibur..............who's next in line
If this has never been released on CD it should be. I can see that this LP might have worried some?


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Finance and Business Law - Student Resources
How do I request a change of major?
All students must have at least one major with a degree (i.e. Biology - BS). To add a 2nd major, select the major listed with no degree (i.e. Biology).
- Log into MyMadison, select Student Center.
- Select Major/Minor Change from the "Other Academic..." dropdown menu.
- To add a program of study select Add Major/Minor.
To narrow your search, select the plan type, change the criteria of plan description to "contains," and enter the beginning letters of the plan.
- To drop a program of study, select Drop Major/Minor.
- To update a concentration for an existing program of study, select Add/Change Concentration.
- To add a program of study select Add Major/Minor.
- After all requests are entered, select Submit Request.
Please note that any student admitted to JMU can declare one of the eight majors offered in the College of Business. However, any student enrolled in one of the B.B.A. programs must meet certain progression standards in order to continue as a business major beyond the first year of study.
Please consult the JMU Undergraduate Catalog for specific information regarding College of Business progression standards.
Are there Opportunities to study in international programs?
Library Resources
Through the library, we have access to company information from:
Financial Databases
- Mergent BondViewer (Mergent)
- Morningstar Investment Research Center
- WRDS (Wharton Research Data Services)
WRDS provides access to financial datasets from COMPUSTAT (public companies), CRSP (security prices) and CUSIP Master File (financial instruments issuers), KLD Research (social research for investors), RiskMetrics (corporate governance), NYSE Trade and Quote (TAQ Monthly 1993-2014, and TAQ Millisecond 2003-2014).