text:
After You | This book wasn't what I was expecting, even though I didn't know what to expect if that makes any sense at all. Me Before You was one of my favorite books ever, so knowing the sequel had a lot to live up to made me a bit nervous.
The story reunites you with Louisa, while bringing back some of the other characters from Me Before You, but focuses on new relationships in Louisa's life as she's still trying to sort out what she wants to do and how to actually live her life. I really enjoyed the bits of Me Before You that were sprinkled throughout the book, but appreciated how well the book read as a stand alone book for someone who might not have previously read Me Before You. There were a couple of events in the book that I thought were a pretty big deal, that brushed over in a few pages, which was a let down, but overall this was another Moyes winner.
Necessary Lies | This book was on my to-read list forever and one day I randomly found it in the bargain book section of b&n and knew I had to pick it up. I've heard Joey, and a few others rave about the author and the book definitely lived up to all of my expectations! The story was so much deeper and complex than I realized-- until the very end. It was so sad, but so well written, and I found myself thinking about the book days after I had finished it.
The Longest Night | This book was provided to me via Netgalley in exchange for an honest review. There were times I felt like this should have been called The Longest Book, because I thought it would never end. But really it wasn't that bad, it was just long and a bit slow for my taste. The story is based on true events from a nuclear accident that happened in Idaho in the 1960's. There is a lot of great character development that explores Nat's life as a stay at home mom with two young children in a new town, as well as the story of Paul (her husband) and his experience working at the nuclear reactor.
What Happened to Goodbye | This was a Sarah Dessen book I hadn't read that was available from the library. After not loving Saint Anything as much as I hoped, I don't know what made me want to read something else in the same genre, but I really liked this story. It's pretty predictable with the same girl meets boy formula, but I enjoyed the setting and loved all of the characters.
The Knockoff | Very rarely will I not finish a book, but I just could not get through this one and was kind of happy when my library loan was up and I had an excuse not to finish it. I didn't care for the characters and I found it so hard to believe that in this day and age, even someone in their 40's, working in the media world could be so clueless to social media. May have been very good in the end, I just didn't make it that far.
I'm going to end this post here to keep it from being way too long. I've read a couple of other really good books since reading these and will be back with their reviews in the next couple of weeks. There's nothing like the last minute to get me reading as many books as possible to try and at least come close to making my end of the year goal (50 books).


text: I was super excited to get Dark Cloud after hearing people compare it to LoZ and Vagrant Story, but i'm having a hard time liking the game after about 1.5 hours. Perhaps someone can point me in the right direction. I'm in the first cave, my main dagger is broken and my other weapon (which i found in a random chest) only has a few whp left. This wouldnt be too bad, but i have no idea how to get more repair powder. I cant complete the store in town without getting to the 4th floor, which i have to do with my broken dagger, making each little fight last forever. Meanwhile bats poison me super quickly but i have no antidote because i cant flippin buy any... Wtf. Is the game designed to be this stupidly difficult and annoying?

subset: commoncrawl


text:
Geography: Geography and Geoscience
What is Geography?
Geography is truly interdisciplinary as it spans a broad spectrum of the social, biological, informational and physical sciences. As the world becomes interconnected, geographers are well placed to bring their understanding and skills to bear on social and environmental issues.
Geography: The course for you?
Trinity is ranked in the world top 100 universities for Geography (QS World University Rankings by Subject 2015).
. In recent years, Sophister (third and fourth) year geography students have been involved in academic staff-led fieldwork in Iceland, Mallorca and Zambia, and in making digital video documentaries as part of their assessed work.
Geography @ Trinity
Geography Matters! In contemporary society it is clear that geographical knowledge and experience are more important than ever; helping us know and understand a dynamic and rapidly changing world…
Geography at Trinity College Dublin is a place of intensive and extensive geographical scholarship in Ireland. We teach and research across the discipline from Nigeria to New Zealand, from development theory to coastal modelling, and from climate change to the social economy.
We aim to challenge students intellectually and foster and maintain world class research and teaching in a supportive and collegial atmosphere.
Geography is an integrative subject with an international outlook and openness to interdisciplinary collaboration.
Graduate skills and career opportunities
A wide range of career options is potentially available to Geography graduates. The combination of a broad-based discipline and training in highly relevant transferable skills is valued in today's job market, where adaptability and flexibility are widely regarded as assets. Careers taken up by graduating geography students in recent years include urban and regional planning, environmental consultancy and research and teaching as well as positions in such areas as financial services (including insurance), foreign affairs, leisure and tourism and overseas development.
Your degree and what you'll study
The first (Junior Freshman) year Geography course aims to provide a solid grounding in physical geography, focusing on materials that are dealt with in greater depth in later years.
Students can take 'Geography 1024' which considers the following themes:
. Climate change
. Global atmospheric and ocean systems
. Global geoecology
. Global geosystems
. Surface processes and landscape development
In addition, students may also select to take 'Geography 1025' which introduces key concepts relating to the interactions between humans and their environment by examining case studies from the fields of conservation, environmental degradation and environmental hazards.
In the first year, as students study Geography in combination with other subjects, they attend an average of four lectures per module per week. The second (Senior Freshman year) Geography modules cover issues relating to cultural, economic and historical geography, and to natural and human-modified environmental processes and systems. Research skills are developed further through a course on collection and analysis of geographical data which includes a fieldwork component.
There are three compulsory modules in the third year:
. Advanced Research Methods in Geography I
. Advanced Research Methods in Geography II (which includes an overseas field trip)
. History and Philosophy of Geography
There are also additional optional modules covering a wide range of subjects that include:
. Geographic Information: Data and Tools
. Glacial Geomorphology
. Globalisation
. Deserts of our Solar System
. Environmental Governance I For their fourth year, students undertake a research dissertation and choose from optional modules that include:
. Climate Change
. Human Origins
. Globalisation and Development
. Historical Geography I and II
. Periglacial Geomorphology
. Environmental Governance II
. Glacial Geomorphology
. Reconstructing Environmental Change
. Understanding Environmental Change
Several of the Sophister year options require field and laboratory work. Students may also opt to take a number of courses outside Geography in their Sophister years.
A combination of continuous assessment and end-of-year examination is used.
Study abroad
There are opportunities for students to spend all or part of the third year studying abroad at Exeter, Bordeaux, Paris-Sorbonne, Prague (Charles University), Utrecht or Stockholm universities.
Tel: +353 1 896 1576
Geography blog:
Twitter: @Planetgeogblog
Facebook: www.facebook.com/tcd.geoblog
What our current students say
Sarah McDonagh TSM Geography 4th/Final Year
"It might be cheesy to say that 'geography rocks' but it's true! Studying Geography in Trinity has left me with more than just an education. Through the wide range of modules offered within the course I have learnt a diverse range of skills which are really relevantv in today's society. Not only that, but the chance to partake in field-trips both at home and abroad makes this course an excellent place for forming lasting friendships while learning lots along the way."
Course Options
Admission Requirements
For general admission requirements please click here
To apply to this course, click on the relevant Apply Link below
EU Applicants
Read the information about how to apply, then apply directly to CAO.


text:
With all of the café racer rallies held throughout the summer and fall, getting to one can be a little time consuming and for safety reasons you may ...Read More
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text:
|Outside aobaba
|Inside aobaba
|Another view
|The leaflet
|The other side
|Green apple tea and lychee bubble tea
|My mix and match spring ro
|Another view from the inside
|Strawberry milk and strawberry pearls bubble tea
|Beef pho
|A different view of my beef pho
I forgot to mention there is also free wi-fi!! After purchasing your food, you will find a password (which changes everyday) on the bottom of your receipt. I used it twice on both occasions, and the reception is not bad...
- Food is freshly made for you
- Dining area is really spacious
- Free wi-fi
- Could do with some visible bins
- Salty soup (recipe change needed)
Website: http://www.aobaba.com/
View Larger Map


text:
"When Oil Supplies Run Out, Civilisation Will Collapse" Agree or Disagree?
Oil, coal and natural gas are all fossil fuels. They have been created through millions of years of abiotic material being deposited, heated and compressed- they are finite sources. It took several millions of years to create the world's oil fields, and no new oil is being produced, indicating the obvious fact that eventually there will be no more for us to use; and with the human race increasingly consuming the finite resources- which had remained untouched for millions of years- this evident crisis is looming closer and closer.
It is impossible to know exactly when the first oil was discovered and people realised that they could burn it, but estimates show that it was probably near to 10,000 ago. The first man to ever drill for oil was an American named Drake. In Pennsylvania, 1859, Drake drilled a well and eventually struck oil. Within the next 60 to 70 years, more and more people were going in search of oil and they found it in abundance. 75 years after this, scientists began to unravel the hidden strengths of oil.
Today, the rumours of an almost depleted oil supply are becoming more and more frequent; but they are also becoming increasingly true. Geologists, scientists and the governments of the world have thoroughly debated this issue and have so far presented us with no solid solution. However, they all seem to have made a silent agreement' that there is no way to prevent this crisis from occurring, we can only make sure that we are as prepared as we can be for the dramatic changes that are likely to be asked of us.
As always there are two sides to this debate- how severe will the consequences be? They can either be accepted as a window of opportunity for fundamental changes to our economy and society, and the wielding of a new age where, hopefully, the human race will be in a position to live with the resources of the earth; not against them; or as apocalyptic- the end...
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Lewis and Lewis, P.C.
Lewis and Lewis, P.C.
Length: 4654 words (13.3 double-spaced pages)
Rating: Excellent
Essay PreviewMore ↓
Lewis & Lewis, P.C. is a small, Jackson-based accounting firm that
employs thirty-five people and was founded by Phil Willis in 1968. It exhibits
many interesting aspects of organizational behavior, which we will examine below
from several perspectives. After examining the company's current policies and
practices, we will evaluate its status in the transition from the "old" to the
"new" model of organization, and recommend some changes that may improve the way
Lewis & Lewis operates.
From a Strategic Perspective
Physical Description
Lewis & Lewis, P.C. is located in a quiet suburb of Jackson, Michigan.
It is a forty-five minute drive from Lansing. The two-storied building is built
on a slightly elevated hill with spacious parking lots in the back and to one
side. The outer walls are of a pleasant beige brick which is in keeping with
the calm atmosphere of the community and of the landscape. Right in front of
the building there are columns and the large main entrance is toward the rear
off the parking lot.
The appearance of the building is well harmonized with the surroundings.
However, it gives guests the impression of dignity and openness.
Directly inside the main entrance to Lewis & Lewis is a small but
welcoming lobby, with a natural stone floor, stylish but difficult to walk on in
heels. There is a narrow open closet for guests to hang their coats, and several
chairs arranged around a table on which are placed the company newsletter and
other publications. The receptionist's desk is facing the entrance door, and
behind it sits a friendly young woman. The partners' offices are found against
the two farthest external walls, noticeably removed from the rest of office.
The other external walls are lined with the offices of the professionals, with
large windows overlooking the pleasant exterior. The remainder of the office
space is segmented with partitioning walls, forming a sort of cubicle labyrinth.
In the center of this maze is a small kitchen where employees gather and
converse informally. Adjacent to the kitchen is a small work area with copy
machines and office supplies. In a corner of this floor is a set of uninviting
sta irs leading to the ground level, where the conference room is located. The
conference room itself is spacious and handsomely decorated, with a large table
and comfortable chairs, a video center with television and VCR. The seating is
limited to fourteen people.
Task and Job Description
Tasks are distributed on the basis of specialization: auditing, tax,
government and consulting. Very few tasks are performed by routine; each day
may include new procedures for each employee.
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Related Searches
Jobs in this accounting firm are created by the customers' needs, and
therefore vary greatly from client to client. Each employee does most of his
work based on experience, not according to standard procedure. This individual-
style process replaces clearly defined tasks in the firm. However, there is no
job rotation between specialties.
Coordination Systems
Information flows very informally and on a personal basis. While this
may create problems that will be discussed later, there are many positive
aspects to this arrangement; it contributes to the family-like atmosphere that
is very evident to the casual observer. The lack of a formally defined flow of
information is in part caused by the many client contacts within the firm, but
there is imbalance in the quality and quantity of information that each employee
Formal information flow is undefined between the vaguely defined
divisions of the firm in part due to the nature of the accounting industry.
Therefore, information flow is very vertical. Information is handed down to
each department from the top (Phil, Brian and other partners), and from each
professional to the shared administrative staff. Data from each individual
professional division flowing back up to Phil and Brian goes through David.
There are no general staff meetings at Lewis & Lewis. The only formally
coordinated data-sharing medium are the partner meetings. In a busy month
(those preceding April 15) the partners may meet two or three times, but
throughout the rest of the year there may only be two meetings scheduled.
Therefore, even among the partners, information flow is on a need-to-know basis
There are very few task forces formed where people from different
divisions work together on a project. The exception is an auditing team,
created when the company embarks on an external auditing job and sends four or
five people to the company being audited.
The firm believes relationships with clients are of the utmost
importance. They stress frequent contact with customers, but it is conducted at
the discretion of individual responsible for the client's file, and with little
or no coordination among other employees.
Control System
Lewis & Lewis is controlled almost exclusively by personal authority.
Phil is the founder and principal partner, and is responsible for most
important decisions within the firm. His control over the company is perceived
as firm, and his conduct and demeanor influence all the employees. He is viewed
as an authoritative figure, and employees regard his approval as crucial to
their job performance.
From a Political Perspective
Power Structure
Lewis & Lewis has five key stakeholders; the partners. Each of the five
partners has one area of expertise and they deal with any questions that arise
in this area. However, aside from this, the five partners all have very
different roles within the organization and we see an unequal distribution of
power among them. Management duties are divided between two of the partners,
Phil and Brian. These two supervise all of the staff, generate most of the new
business, manage the dispersal of accounts and take care of any problems that
may arise within the organization. The founding partner, Phil, has the ultimate
decision making authority, and can therefore override any decisions made by
Brian or the other partners. The other three partners all stay out of the
management aspects of the business, and defer all problems concerning it to Phil
or Brian. Phil's efforts to involve other partners in management issues have
been met half-heartedly; the partners seem content in their current roles.
This power structure has never been verbalized, nor has it been written.
It is implied through practice, and therefore not known or understood by
employees. Most of the employees believe that all five partners participate
equally in the management process. This causes confusion for the employees who
aren't sure who to address with particular concerns. It also limits the time
employees have to speak with a managing principal.
Conflict Resolution
The area of conflict resolution within the company is rather gray. As
noted above, Phil and Brian are the two who directly manage the personnel at
Lewis & Lewis, but this is not always the case. According to staff interviews,
it is very difficult to actually have either Phil or Brian resolve an issue.
Phil is always out of the office and when he is in the office he does not have
the time to deal with employee problems. Brian is always willing to take the
time to listen to employee problems and he seems to sincerely want to help, but
he prefers to wait until the issue blows over before addressing it.
There is no set procedure for how a problem is solved once either Phil
or Brian gets involved. One partner is apt to give one possible solution to the
problem only to have the other turn around and contradict what has been
suggested. This sends mixed signals to the employees who are not sure which
path of resolution to follow. In addition, conflicts are not resolved in the
same manner for all employees. Some experience more favorable outcomes that
others, and the people who are lower on the totem pole do not always see their
interests being protected.
Employee Interests
The support staff is basically at the mercy of the partners, and don't
have much say in how the company is run or what might work better in certain
areas. All of the employees agree that Lewis & Lewis tries to be flexible where
work schedules and time off are concerned. Unfortunately, however, there is
tension among the employees because of perceived favoritism when it comes to
approving flexible work schedules. Some people are allowed to work part time,
others are not. Some part-timers receive benefits, some do not. In an office
as small as Lewis & Lewis, this can be a source of contention between employees.
Employees do not always know where they stand in regard to job
performance. The limited feedback they do get from the partners is inconsistent.
At times they are criticized for the same performance on which they were
previously complimented. This causes worry among the employees, who fear that
duties will be taken away and leave their job in jeopardy.
From a Cultural Perspective
Some of the artifacts we identified at Lewis & Lewis include its
recruitment practices, its highly rigid job descriptions, and the physical
office itself. The recruitment practices at Lewis & Lewis are consistent with
the informality of the company. Lewis & Lewis usually does not advertise its
job openings; instead, most of its new employees are hired through its clients.
For example, one employee had applied for a secretarial position with a client
of Lewis & Lewis. The client passed on her resume to Lewis & Lewis. The
company uses the same strategy for attracting new clients. It does not market
its services conventionally; instead, existing clients tell business associates
about the firm and its services.
While there are no written job descriptions, the specific tasks that
each employee must complete imply a rigid definition of their position at Lewis
& Lewis.
The building itself is an artifact. First, the building is very
identifiable to the Jackson community. On our first visit to Lewis & Lewis, we
got lost and asked a gas station attendant if he knew how to get to Lewis &
Lewis. He not only know where it was, he gave us an exact description of the
building. Lewis & Lewis is a long-standing business in the Jackson community,
and almost eighty percent of its clients are based in the greater Jackson area.
During our visits to Lewis & Lewis, we conducted our interviews in the
Antique Room, a small office filled with antiques accumulated over the years.
The Antique Room is a microcosm of the history of the company.
The company places great value on the individual and the home. Within
the company's facility itself, one sees many clearly evident proofs of these
values; family photos adorn the desks of most employees, spouses and children
are invited to all company functions. The offices within the building are
strategically placed to limit the interaction among employees. There is very
little open office space and, with the exception of a conference room, there is
no area conducive to team interaction. This value placed on individualism can
best be summed up by a partner who stated "there are plenty of opportunities for
people to succeed at Lewis & Lewis. It is up to each individual to take
advantage of them."
While team interaction is limited at Lewis & Lewis, subcultures are
prevalent. Examples of subcultures are the secretarial staff, the "old guard,"
and the newly hired CPA's. The secretarial staff subculture seems to have been
created as a support mechanism for the secretaries. Our interviews with these
employees indicated that they feel unappreciated and thus seek encouragement and
support from each other. The company's most recently-formed subculture is the
group of new CPA's who were hired at approximately the same time and are
expected to take over the leadership of the firm in the next decade. In general,
subcultures are formed to provide support and to create a system of reward
mechanisms for employees within them. Employees crave support and recognition
because they feel they are not receiving it from the partners.
Despite the lack of support from management cited above, productivity
does not seem to be a problem at Lewis & Lewis. What are the motivational
factors for employees? First, employees seem to be largely self-motivated.
Self-motivation is consistent with motivational posters displayed throughout the
office. For example, one poster states that "success is what you make of it."
To a lesser extent, employees seem motivated by the independence given to them
by their supervisors. Even given the small size of Lewis & Lewis, some
employees claimed that they may not communicate with any of the partners for as
long as a week at a time. Finally, employees are somewhat motivated by the lack
of communication from management itself. Employees work hard and try to cover
all aspects of their assignments because it is not always clear to them what
management expects.
Underlying Assumptions
The most obvious underlying assumption is that employees should be loyal
and self-motivated. The company provides a good salary and benefits package but
it provides little support in terms of the daily responsibilities of its
employees. Instead, management believes that if it provides its employees with
good pay and a comfortable working environment, employees will be productive.
Another underlying assumption is that if you provide a good service,
businesses will come to you, and the clients' concerns are always top priority.
As stated above, Lewis & Lewis does very little if any marketing of its services.
It believes, instead, in the word-of-mouth philosophy that satisfied clients
will recommend its services to others. In the same way, the company opts to
develop good relationships with the banks of Jackson, in order to benefits from
their referrals.
In short, analyzing Lewis & Lewis from the cultural perspective reveals,
among other things, the management philosophy of the partners and the impact
that philosophy has on Lewis & Lewis employees. Management places great value
on individualism and expects its employees to perform their jobs with little
support from management. However, there is a major inconsistency. Although the
company values individual responsibility, the employees themselves do not feel
empowered enough to make all of their own decisions. One employee had a problem
with a small project and asked Phil for help. Phil responded, "I don't have
time for your problems. I'm trying to run this company."
Moving Toward the New Organization
A networked company uses cross-functional teams that bring people
together from different departments to accomplish tasks. In the new model of
organization, customers are served more efficiently because they can speak to
specific departments instead of boundary spanning personnel. Horizontal
information sharing eliminates redundant tasks and speeds completion of projects.
Lewis & Lewis still harbors many of the beliefs inherent to the old model.
While an employee working on a company's file may at times feel free to call
that company with specific questions regarding their business, the partners
prefer to handle most interaction with the clients. Because of the nature of the
accounting firm and the relatively small size of the organization, the partners
alone are normally able to handle these responsibilities. Although this method
of interacting with clients does not utilize team functions, the quality of the
product does not seem to have suffered.
Although Phil feels that the firm is flat and informal, his subordinates
and the other partners claim that Lewis & Lewis is still very hierarchical.
Phil commented that he was trying to manage as little as possible and empower
lower employees to make decisions on their own. This follows the definition of
a leaner firm that is trying to reduce management levels so it can better
respond to changes in the environment. Unfortunately, the employees feel that
they can make decisions as long as they are the some ones that Phil would have
made. Although empowerment of the employees has not yet proven very effective,
Lewis & Lewis is making use of technology to remove layers of personnel. During
the 1980's, many paraprofessional employees were used for bookkeeping, payroll,
and other basic tasks. As computer software increasingly simplifies bookkeeping,
the firm's need for paraprofessionals decreases, and Lewis & Lewis is able to
shift toward hiring more professionals. Therefore, the average employee at
Lewis & Lewis is gradually becoming more knowledgeable and expert. This not
only increases the amount of revenue that each employee brings to the firm and
but provides better service to the customer.
As Lewis & Lewis attempts to create a more flexible workforce, they are
encountering new obstacles. All the employees and partners at Lewis & Lewis
feel that the firm is very flexible on most issues that are important to the
staff. Employees are able to schedule dentist appointments during the day and
make up time on the weekends or after hours. Several members of the staff are
currently enrolled in classes that meet during the day. While Lewis & Lewis
attempts to be flexible on these matters, they are not willing to allow the
clients' work to suffer; employees are expected to maintain specified work loads.
This same flexibility has created some problems for the firm; some questions
have been raised about who will get benefits and why some employees are granted
part time status and others are not. Some of the staff feel that favoritism
occurs when deciding these issues and because the firm is so small, it affects
employee relationships. In one case, one part-time employee was receiving
fulltime benefits while another part-time employee was not. This caused
friction among the employees who felt that management was not being fair and
With very few exceptions, Lewis & Lewis is a white male dominated
accounting firm with a white female support staff. The partners seem to hire
people who think like them, to minimize conflicts within the firm. Of the six
new professionals that were hired last month, none of them were women. This
does bring into question the diversity within the firm. Many of the issues that
create stress and problems in a diverse work force simply do not exist because
men and women are not working together at the same status level as in larger
firms. One wonders, though, what benefits are being missed through this same
lack of diversity. Although there do not seem to be many efforts being made to
increase diversity in the firm's demographics, Lewis & Lewis does predict a
different educational background for many of its future employees. The firm
would like to provide a wider range of financial services to its clients, and
will therefore be looking for employees with educational experiences other than
uniquely accounting.
Diagnosis and Problem Definition
Most of the problems with the organizational aspects of Lewis & Lewis
stem from ambiguities in the formal structure of the company and from the
inconsistencies they cause. The conscious effort at creating a comfortable work
environment through flexibility and informality causes many communication and
managerial problems. In addition, there is a noticeable contradiction between
the partners' views of the organization and those of the other employees.
First, one remarks that even at the partner level, there are few shared
norms and values. While the company is technically owned by the five partners
collectively, there is an uneven distribution of interest among them.
Financially and otherwise, it is obvious that Phil and Brian are far above the
others. One partner remarked that while everyone is given the impression that
their ideas are being heard and considered, ultimately they have little or no
effect on Phil's decisions. Brian runs day-to-day operations and seems to share
most, if not all, of Phil's opinions, but there is no policy in place to guide
them if there were a dispute or disagreement. The lack of a mission statement
is the physical manifestation of the less obvious but equally significant lack
of common goals and plans to reach them.
A brief survey was given to the partners assessing their views of the
company's present situation. When asked to rate Lewis & Lewis as flat or
hierarchical (1 to 10), the results revealed that four of the partners viewed
the company as a 3 or 4 on the scale, while Phil himself gave the firm an 8.
This represents the deliberate effort he is making at giving his colleagues and
employees the ability to make decisions themselves and essentially manage
themselves, but it also points out the fact that at this point he doesn't seem
to have succeeded. The other partners still view Phil to some extent as a
dictator, handing down responsibilities where he sees fit. They seemed, after
questioning, to accept their inferior roles in decision-making and managing, but
their positions are nowhere formally defined in this way. They seemed to have
expected to have more say in matters of importance to the firm when they became
partners, but now have bowed to Phil's authority and greater stake in the future
of Lewis & Lewis. This is not to say that they resent the way that Phil runs
things, or that they would change anything if they had the power to do so, it
simply points out the inherent vague descriptions of each partner's function and
leads to some confusion that prevents optimum participation in goal achievements.
The partners do not meet often; during the busy months, they might meet 2-3
times per month, but the rest of the year there are few, if any, scheduled
At the CPA level, we noticed that there are differing views of the
company. Most of the new employees, hired within the last year, have a positive
outlook on Lewis & Lewis. This may be in part due to the attention they get
from the partners. Phil and Brian consider it top priority to "check up" on new
employees to ensure that they are not only performing in a satisfactory fashion,
but that they are happy and challenged. The new hires, therefore, seem to have
more interaction with the partners, and therefore better personal relationships
with them. Alternatively, the employees who have been with the firm for greater
lengths of time feel slighted by Phil and Brian. They comment that the partners
are never available to give help when needed, are always out of the office, and
seem too busy to be bothered with their comparatively small problems. Since it
is these employees who have shown the most loyalty to the company, and have
obviously shown they can perform well, it seems likely that the partners take
advantage of the fact that they require less supervision. On the other hand, it
is precisely those employees who have been there longest (and therefore gained
the most experience and knowledge) that the partners should be most concerned
with keeping happy. While Phil thinks of the "freedom" he gives his trusted
employees as a sign of his confidence in them, they seem to regard it as a lack
of concern or interest in their contributions to the company.
Some of the support staff seem distantly removed from the vision of the
company that Phil and Brian and the other partners describe. Most of the
partners describe the firm as providing superior quality products and excellent
customer service. The partners feel that the most valuable time they spend is
when they are actually with their clients. In contrast, the employees at lower
levels in the company rarely, if ever, mentioned clients or their relationships
with them. They never alluded to contact with customers, and were under the
impression that Phil and the others spent too much time out of the office
"instead of working." Naturally, these employees focus on the small tasks with
which they are presented at work, but they showed little understanding of the
end product of their work; that is, the customer's satisfaction. They seemed
more concerned with the fact that they were receiving no attention from their
Lewis & Lewis seems determined to provide a flexible work environment
for their employees. Their experiences with telecommuting and flextime, though,
have caused them to set limits on the flexibility they are willing to practice,
and this has caused some resentment among employees. Add to that the
inconsistencies which almost always accompany workforce flexibility, and you see
some very unhappy and jealous employees. Because the office is small, each
employee knows almost everything about the others' benefits and hours, etc....
and is likely to consider certain arrangements unfair if they were denied the
same request and were not told the reasons.
It is obvious that the company needs to introduce some changes. This
will present not only the initial problem of identifying the needed changes, but
the difficulty of instituting them. Phil is very conservative in his ideas;
some of the partners even used the phrase "old-fashioned." He is reluctant to
make immediate changes to some aspects of the company, and in addition, he
thinks that in most respects it is operating well at present. He is, however,
preparing things for his exit, at which point presumably Brian will take over.
Brian is much more apt to introduce change.
Suggested Plan of Action
-Hold a company-wide meeting to collectively compose a mission statement.
This process will promote team unity and the statement will allow the employees
at all levels to see the "big picture;" to understand how their job contributes
to the success of the whole company.
-Formally define the company's operating structure. The partners' roles
should be better defined; both to improve the way in which they perform their
jobs and to provide predictability for the other employees.
-Create the position of Office Manager. The employee filling this position
should be a non-partner and will serve as an ambassador between the partners and
the rest of the staff. The Office Manager should meet regularly with the
partners on an informal basis when they can spare the time, and in turn conduct
regularly scheduled staff meetings for the rest of the office. The Office
Manager should be able to answer most questions that would normally be addressed
to the partners.
-Provide incentive for employees to bring in new business. This will not only
create more business through new clients, but cause the employees to project a
certain pride in their company that will affect their performance on the job.
-Establish a clear set of standards for benefit eligibility. This document
should state in objective terms the hours necessary to qualify an employee to
receive benefits and other means of compensation, in order to avoid discrepancy
between workers that has resulted in conflict.
-Formulate a specific and objective evaluation procedure. Employees are
currently being reviewed annually, but Lewis & Lewis should standardize the
criteria involved and perhaps perform the evaluations more regularly. This will
eliminate suspicions that management has been playing favorites, as well as
provide the partners with a better understanding of their employees' progress
and concerns.
-Create a common lunchroom. Lewis & Lewis is currently constructing an
addition to the back of the building to provide needed office and storage space.
Some of the new wing will be occupied by other firms currently in the same
building. The inclusion of a common cafeteria would foster relations not only
between Lewis & Lewis employees but with employees of the other firms, all of
which provide financial services to Jackson companies and are to play a crucial
role in Lewis & Lewis's expansion plans.
-Implement an "Employee of the Month" award. The honored employee may enjoy a
special parking spot, announcement in the company newsletter and other
privileges, and will appreciate the recognition. This provides management with
an opportunity to encourage employees using non-financial incentive.
-Formalize procedures for conflict resolution. Among the partners, conflicts
seem few and far between, but a procedure to follow in the event of a difference
in opinion should be developed. As new partners emerge, consistency of opinion
may not be as prevalent, and a standard procedure for conflict resolution will
minimize tension between the new partners.
-Lastly, we suggest that Lewis & Lewis seek external consulting services. The
implementation of many beneficial changes may require a long-term commitment and
periodic input from an objective group. If finances are a concern, may we
suggest a now highly qualified group of MBA students after their completion of
Management 806 at Michigan State University.


text:
MPH and MHA Differential Tuition
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The SPH is reinvesting these differential tuition costs directly back into opportunities that support MPH and MHA students, such as support for MPH and MHA capstone projects, educational opportunities to attend professional conferences, leadership training opportunities (e.g., the annual ASPPH Student Leadership Institute and the CDC Millennial Health Leaders Summit), costs to take the Certified Public Health (CPH) exam, and the Graduate Students in Public Health (GSPH) student organization.


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OTTAWA – Stephen Harper is expected to recall Parliament in a matter of weeks to give Canadians their first taste of majority government in seven years.
Officials said the prime minister has been eager to return to work, and appeared to be in a hurry while visiting the Governor General at his Rideau Hall residence early Wednesday.
"I informed the Governor General that we consulted the public and we're prepared to form a government and we'll be getting back to him shortly," Harper told reporters.
The prime minister spoke in private with David Johnston for two hours.
The first order of business for Harper is to swear in a new cabinet.
Then he'll recall Parliament, table a new speech from the throne on government intentions and introduce a budget.
No firm dates have been set, but May 30 is likely for Parliament to resume because it gives new ministers time to study their briefing books.
"Back at work," said Harper spokesman Dimitri Soudas. "We want to pass the budget before the spring session goes into the summer."
Soudas said if Canadians want to know what the government intends to do, they need only read the Conservative election platform.
"We have a four-year mandate and we campaigned on a clear platform … so everything that's in the platform are going to be things we're moving forward with."
That includes a measure to phase out public financing of political parties, which nearly cost Harper control of government after the election of 2008 when it was inserted in the economic update. This time, he needn't fear anything more than harsh words from the opposition.
During the recent campaign, both Finance Minister Jim Flaherty and Harper insisted that if they were re-elected, they would table the same budget the opposition rejected in March.
That is still the view today, said Soudas, adding he could not go into details about budget contents.
Canadians are also likely to see a wholly reconstructed cabinet.
The election results deprived Harper of four ministers — three from Quebec — posing a major problem of regional representation.
He has only six — and depending on the results of a judicial recount as few as five — to choose from in Canada's second most populous province.
The biggest hole to fill is that of Lawrence Cannon at Foreign Affairs, but he will also need a new a veterans affairs minister to replace Jean-Pierre Blackburn.
The paucity of choices would seem to leave the door open for Maxime Bernier to come in from the cold, where he has caused headlines and headaches for the government with his musings about Quebec's language laws and the gold standard.
Before the former foreign affairs minister left classified documents at his girlfriend's residence, and was booted from cabinet, Bernier was a rising star in the party.
Harper also must find replacements for stalwarts Stockwell Day at Treasury Board and Chuck Strahl at Transport and Infrastructure, who did not run in the election.
Despite the losses, the prime minister still has a competent front bench returning, including Finance Minister Jim Flaherty, Industry Minister Tony Clement, House Leader John Baird, Jason Kenney at Immigration, Rob Nicholson at Justice and Peter MacKay at Defence.
The number of vacancies, however, gives the prime minister an opportunity to make a major shuffle or responsibilities.
It is almost certain that Flaherty will remain at finance, however, given that his budget is being re-introduced virtually untouched.
Harper is also expected to introduce tough-on-crime measures bundled into an omnibus bill, including legislation to give citizens greater leeway in protecting themselves against criminals, something promised in the campaign.


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These jerks are currently trying to flood the DOJ with complaints about the acquisition of Hollywood Video by Movie Gallery. So I decided to take advantage of their e-mail form:
Dear Attorney General Gonzales,
I am very concerned with the actions of the group, Victims of Pornography, and their crusade against the Movie Gallery chain of video rental stores. And while I object to their moralising, I am more concerned about their blatant attempt at the creation of a Socialist "nanny-state", where the government is in charge of what businesses can or can not do.
I urge you to support the principles of capitalism and freedom, on which our great country was founded. If one company wishes to acquire another, in full-compliance with existing anti-trust laws, then I see no need for the government to get involved, and tell either company what to do.
To think that pornography does not exist in these neighborhoods, that the children have not seen naked people, is pure folly. And if these "concerned citizens" want to make a change, they can do so with their wallets. I am sure there are other video chains that they can rent from.
Rusty Shackleford


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BCL is governed by a Steering Committee.
Harold Hedelman, director of engagement
Harold is a founder of Business Climate Leaders. In the '80s, Harold followed graduate school at Cornell with a stint programming early computer games. He soon began following entrepreneurial instincts and started and ran a non-profit school to educate artists and designers about the exploding worlds of computer animation, desktop publishing and the Internet. In the new century, Harold turned his attention to spiritual and environmental fundraising and program development. Most recently, he designed and ran a pilot program for the Natural Resources Defense Council, testing whether their membership in 6 Midwestern states could effectively support the Clean Power Plan using the grassroots organizing methods of Citizens' Climate Lobby. To solve the climate crisis, he views pricing carbon as a necessary first step to be followed as soon as possible with implementation of steps to draw down CO2 from the atmosphere and to return our planet to a healthy climate with zero degrees warming.
Steve Hams, Director Of Engagement
After 30 years of executive human resources and general management experience in high tech, medical technology, education, sports and non-profit fields, Steve has consulted and volunteered for the last 7 years in the areas of climate change and education. He now spends the majority of his professional time and energy volunteering with Citizens' Climate Lobby, both as a co-chapter lead for Silicon Valley North, and as Engagement Director for our Business Climate Leaders action team.
Bruce Hagen, Director of GO TEAM PROGRAM Management & ELECTRICITY SECTOR Engagement
Bruce is a program management professional whose energy and environment policy work goes back to Earth Day 1. Along the way, his work has included the California Coastal Commission and Nuclear Safeguards initiatives; energy legislative analysis in the US Senate (Bob Packwood, R-OR) for the first federal solar tax credits; both the early and recent days of PG&E's demand side management program; and four years at Petaluma's Enphase Energy. He's written 250 newspaper columns for the Petaluma Argus Courier on building sustainable community. Since 2012, Bruce has volunteered for Citizens' Climate Lobby, as Sonoma County Chapter Co-Chair and a co-founder of Business Climate Leaders.
Rebecca Keller
Rebecca has expansive experience in retirement planning and investments, including the investment of corporate pension funds, asset-liability modeling, portfolio analysis, and retirement modeling. She has earned the CFA designation. Rebecca started her own business, Retirement Strategies, in 1991 and sold it to AON three years later. Now retired, Rebecca applies her analytical, investment, and data management skills to identify business prospects for BCL. Her intention is to use her experience in any way possible to help stop climate change.
Steve Levin
Steve is the principal of Leading Change Consulting & Coaching. With a background in Organizational Behavior (BA and MA from Yale University), he provides executive coaching and organizational change consulting to a wide variety of leaders across many industries. He regularly leads courses in Powerful Conversations, an advanced training for seasoned leaders and coaches to influence more effectively. At Business Climate Leaders, Steve helps leaders to find their voice to engage others to fight climate change. He supports Business Climate Leaders volunteers to create messages from the head and heart that move others to action.
Sarah Macgregor
Sarah is a communications consultant, a writer and researcher with a background in education. She is adamant about making sure our children, bar none, have a healthy environment that allows them opportunity for fulfilling futures. Sarah continues to work to build open lines of communication that facilitate common sense practices. She holds a BA in English and an MEd.
Randy Salim
Randy has worked in senior management of media, internet and non-profit companies. He lived in the Philippines and Hong Kong where he lead the business development efforts for The Economist Intelligence Unit (part of The Economist Group) in Asia. In 1996 he joined Yahoo! as their first business development director where he was involved in a variety of distribution, content and international partnerships and extensions. He is a certified Waldorf grades teacher, a ceramic artist, avid surfer and father concerned about stewarding the earth for future generations. Since his days as an economics student at the University of Michigan he has believed that pollution needs to be properly accounted for, a belief that has led to his work with CCL and Business Climate Leaders.


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7 pcs sushi & 1 choice roll(tuna, salmon, yellowtail, eel)
> PLEASE CHOOSE ONE <Tuna Roll Salmon Roll Yellowtail Roll Eel Roll
> PLEASE CHOOSE ONE <Soup Green Salad
The location and menu you have chosen is currently closed and unavailable for immediate orders.
You may continue to place your order, but the earliest time the order will be ready is:
Pickup: Tuesday, August 14 @ 11:25AM
I understand. Continue my order...


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Bulletin Board
It's not too late…
…to bask in the Son" as part of Behold Your God in the Jewish sun belt: South Florida and Phoenix! These short-term opportunities are a great way of "vacationing" for the Messiah. Okay, it's not exactly a holiday experience, but the memories will last for an eternity! For more details, e-mail [email protected] and write "Sun Belt BYG" in the subject line.
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Dates: February 25-March 13
The Grand Finale Behold Your God
This coming summer, instead of our traditional New York City Summer Witnessing Campaign, we're going to expand to Behold Your God proportions! We've come to believe that if you want to reach the Jewish world for Yeshua, you need to come to New York City– the global Jewish crossroads. Work with our missionaries from around the world. Skills in Hebrew, Russian, Yiddish as well as New Yorkese are desirable, but not required. We're accepting applications now for this once-in-a-lifetime experience.
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Suzy Menkes
International Vogue editor
Imaginative, original and independent, Suzy Menkes has built a reputation for honest reporting and telling fashion like it is. Over three decades, her reviews and insights have appeared in the world's leading press, from The Times of London to the International Herald Tribune. Suzy Menkes now brings her unique take on fashion to Condé Nast International online, as International Vogue Editor.
Illustration by Darcel DisappointsMás info
Cherchez La Femme
Look for a woman
11 de noviembre de 2014
© InDigital
Schiaparelli autumn/winter Couture designed by Marco Zanini.
Yes, there is Karl Lagerfeld with more than 30 years' experience of making Coco Chanel live on - and nearly 50 years, in 2015, of expressing the spirit of the Fendi sisters.
But leaving aside Karl, the maestro of reinvention, does it really work to have a male designer take over a house founded by a strong woman?
© Getty Images
Elsa Schiaparelli wearing a jacket of her new magenta colour known as "shocking".
The news that Marco Zanini has been ousted at Schiaparelli did not really surprise me. The designer had taken the codes of dynamic womanhood, laced with whimsy, and offered some striking pieces. They included surreal prints evoking "Schiap's" artistic circle in the Thirties, centred on Salvador Dalí.
© InDigital
Schiaparelli autumn/winter Couture designed by Marco Zanini.
But I have just been reading Elsa Schiaparelli: A Biography, by America writer Meryle Secrest. She makes it clear that the fashion spirit of Elsa Schiaparelli was grounded in the designer's own extraordinary life. Secrest's new research into the early years tells a compelling story of a young, upper-class Italian woman who found freedom and love in London with a man who can best be described as a chancer: with his young wife in America, he read cards for money and was unfaithful and offhand with his wife and their sickly baby daughter.
From that period of disillusion and loneliness was reborn the Schiap whose artistic mind was fired by what was happening in the wider culture of Paris in the Thirties. The clothes she made - and wore - were an absolute reflection of self.
© InDigital
Schiaparelli autumn/winter Couture designed by Marco Zanini.
The same spirit of personal discovery and originality is true of Sonia Rykiel, whose Russian and Romanian family background, melded with Parisian chic, made a unique fashion combination. The Rykiel brand has been floundering with designer Geraldo da Conceicao. Sonia had electrified the Paris fashion in the period of 1968 upheavals and gone on to express the free spirit of the Seventies in her knitwear.
Once again, it was the story of a woman designer putting the essence of herself into her collection - somehow inviting-like minded women to join her; the clothes as a lure to a lifestyle.
© InDigital
Designer Marco Zanini.
From the first outfit that came from Rykiel's new designer Julie de Libran for the spring 2015 collection, you could sense that she had caught up the spirit of Sonia and what she stood for in the Seventies.
It would be ridiculous to claim that every fashion house founded by a woman cannot be taken over by a man. Guillaume Henry made a good job of refreshing the house of Carven, founded by Madame Carven Mallet in 1945 - even if it was originally one woman's life story. And now the same designer is taking over at Nina Ricci, started by Maria "Nina" Ricci in 1932. The couture house had a string of designers - all male - appointed by Ricci's son.
© Getty Images
An example of Schiaparelli's surrealist approach to design. A silk-crêpe and metallic evening ensemble embroidered with a woman's head from Elsa Schiaparelli's collaboration with Jean Cocteau.
I have no idea of the future plans of Diego Della Valle, the president of Tod's and owner of Schiaparelli. For all I know, he is signing up some brilliant male designer.
But my advice on finding creative directors for a house founded by a powerful woman who has made her mark on fashion history would be this: cherchez la femme. It means "search for the woman".


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Why Should I Buy This? Oral B Whitening alcohol free Mouthwash Fresh Mint contains fluoride to fight bacteria and germs and helps reduce plague formation. It gives you a refreshing mint breath for that special moment. This teeth and gums care mouth rinse as a unique formula to eliminate bad breath and cleanse your mouth in only the first few washes. Put it to the test, try one today as we have very limited stock. Plaque build-up is a main cause of tooth decay and gum disease, which can influence the development of tooth cavity and bad breath. Oral-B pro health professional care with 0 alcohol is the ultimate answer to your problem.
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Meadow mattress
The Meadow mattress is soft and extremely resilient. For this reason the cows will lie down comfortably for a long period of time, and the surface of the mattress will keep its even shape.
The main part of the day cows are lying down to ruminate. While in the barn, dairy cows prefer a stall with a soft bedding. This results in longer hours of resting and therefore the cows will be in a good condition to produce more milk.
- The Meadow mattress is composed out of a high quality latex foam, surrounded with PVC wrap and a rubber top mat.
- The rear of the stall endures the most wear by way of cow traffic. The top mat is fastened at the rear with a solid rubber strip of 20 mm thick and 60 mm wide.
- The mattress slopes down due to the solid rubber strip at the rear, so moisture will drain and the mattress is easy to clean.
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